Are you currently working on a transformational change? Maybe you are you going through an organizational re-design or implementing new technology. It could be a Shared Services implementation or a Lean Process Improvement. If you are involved in any strategic change where people will need to do things differently, you are likely starting to think about how you are going to build capacity.
Today’s marketplace is filled with Change Management training programs that seem very tempting as an easy solution to all of your training needs. But, buyer beware! All training options are not created equally. And a “sheep dipping” approach of training everyone as a required one-time event just doesn’t work.
When we talk to prospective clients about the AIM change management methodology, we always talk about the fact that it is a "system." Why is this important, and what are the advantages of having a system versus other change management models that are not?
True story. Over the past 6 months we have been talking to a potential client who was considering using the Accelerating Implementation Methodology (AIM) as the change management methodology on a transformational ERP system. The client has just taken baby steps in developing a mature project management infrastructure. His concern is whether AIM is too much for the organization to bite off. In other words, is the organization ready for AIM?
While many organizations have change management methodologies that have some tools that are individually useful, there is still something missing! That "something" is a unified, disciplined, repeatable change process that is applied to every change project-- albeit in a "fit for purpose" manner. This is why many home-grown change management frameworks don't match up-- they are a hodge-podge of tools thrown together, along with steps and methodology taken from a variety of sources. A little Kotter; a little Prosci; a little Bridges; a little AIM. It's not an integrated system. It's change jambalaya!
One of the challenges for Change Agents and organizations is to sort through all the various "change management methodologies" and identify what fits best for your needs. We have talked about a comparison of the Accelerating Implementation Methodology (AIM) to the ADKAR model from Prosci. How does AIM compare to the 8 step Kotter model?
External market forces are having a huge impact on global organizations. The question this raises from a change management perspective is whether your current change management methodology is sufficiently robust and scalable to fully address the impact of these forces on your organization.
One of the most common questions for clients who are looking for a change management methodology is "How does AIM (the Accelerating Implementation Methodology) compare to the Prosci methodology and the ADKAR model?" Let's first acknowledge that the Prosci methodology is a sound change management methodology. You might be surprised to hear us say that-- but it's true. So the question is, what change management framework is right for your organization? What are some of the important considerations for you to think about?
How closely does your change management methodology link to real project work? If it is divorced from what is viewed as the "real work" of the organization, that's a problem! If project managers view the change management methodology as a responsibility of HR and not part of their own accountability for the project-- yes, you guess it! That's a problem.