Muutosjohtamisen trendejä

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Muutosjohtamisen trendejä

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Kun aloin tehdä muutosjohtamista – tai pikemminkin projektiviestintää – 1990-luvun lopussa Valmetin silloisessa toiminnanohjausprojektissa, harvalla meillä oli edes aavistusta, mitä tarkoittaa muutosjohtaminen, Change Management. Kiitän, kumarran ja kunnioitan syvästi silloista projektinjohtoa. Heillä oli kirkas ja edistyksellinen näkemys, että viestinnän ja muutosjohtamisen keinoin kyseinen hanke viedään menestyksellä ihmisten käyttöön ja liiketoiminnan hyödyksi. Sitä lähdimme yhdessä sitten tutkimaan.

Paljon on muutosjohtaminen tieteenalana ja käytännön työssä kehittynyt näiden lähes 20 vuoden kuluessa. Prosci, yksi arvostetuimmista muutosjohtamisen tutkimuslaitoksista ja oppimiskeskuksista on koonnut seuraavia kiinnostavia muutosjohtamisen trendejä, joita itsekin olen havainnut omassa työssäni.

// // // // // // // // Future of Change Management – 2014 Study Results://

2 year internal trends:

Participants identified the following 9 trends, indicating the direction that they expect change management to take within their organizations in the next two years. The top three trends are accompanied by excerpts from the 2014 report.

Top internal trends expected in next two years

1. Greater awareness of the need for change management
Participants noted an increased level of acceptance of change management as a legitimate field and as an organizational practice. This increase was driven by broader recognition of the need for and value of change management. In particular, participants reported a greater organizational understanding that change management increases user adoption, reduces project costs and supports overall project success.
2. Broader application of change management
Participants observed a broader application of change management across their organizations. Increased internal competency, earlier application of change management and application on more projects were reported. In some cases, change management had become a requirement on projects and initiatives.
3. Increased leadership support for change management
Participants reported better sponsorship, including more visibility and more involvement throughout project lifecycles. Executives bought into the need for and value of change management sooner and more often than in the past. They were becoming better at building sponsor coalitions. Participants also reported greater recognition of the importance of the role of mid-level managers in leading change.
4. Greater effort to establish a Change Management Office or dedicated functional group
5. Increased use of methodologies and tools to manage the people side of change
6. Greater emphasis on training, communications and reinforcement plans
7. Increased focus on impacted individuals
8. Recognition of the need for change portfolio management
9. More engagement and earlier integration with project management

 

5 year discipline trends:

Participants identified the following 6 trends for the change management discipline as a whole in the coming five years. The top three trends are accompanied by excerpts from the 2014 report.

Top discipline trends expected in next five years

1. Continued maturation of the practice of change management
The top trend expected in the next five years is a continued maturation and definition of the practice of change management. Participants anticipate more formalization, discipline and rigor applied to the people side of change. The toolset for change management will continue to evolve with an emphasis on accessibility, simplification and easy-to-use, customized tools. Measurement and metrics will grow in importance as will the use of scorecards. Participants also identified specific change management activities that will evolve over the next five years, primarily to align with new technologies. Change management will incorporate online communication tools, social media, computer-based training, on-demand training and gamification of learning. A greater emphasis on coaching will emerge. Finally, some study participants expect greater specialization in the change management practice within particular industries or project areas.
2. Focus on building internal capabilities and core competency
Over the next five years participants expect a heightened focus on building and institutionalizing organizational capabilities as change management becomes a key organizational differentiator. Organizations will move toward adopting a standard approach. Change will become part of the culture and there will be a greater emphasis on change resilience and organizational change capacity. Change Management Offices or change management functions will emerge in greater numbers. Finally, leading change will be seen as a part of all jobs, and there will be a growth in the individual skillsets and competencies for leading change. Role-based training will focus on improving sponsorship capabilities (found in leadership development programs) and on increasing competencies and comprehension of change management for all managers.
3. Expansion of change management as a profession
The third trend identified by study participants relates to the continued expansion of change management as a recognized profession. Participants expect more change management resource positions, a greater demand for change management skills and a pending shortage of practitioners. Certification, accreditation and credentialing were identified as key elements of the expansion of the profession. Change management career paths will emerge, and in conjunction with the growth of practitioners and accreditation, change management will be seen as a profession.
4. Continued elevation of acceptance
5. Further integration with project management
6. Greater application of change management

 


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