By Harli Manuel and Carolyn Konicki
While most change initiatives differ in many ways, some of the most critical players in driving effective change are the subject matter experts (SMEs). A SME is an individual who possesses historical knowledge or expertise about a particular part of the business or the change initiative taking place. SMEs are valuable to change initiatives and change management partners in many ways. Some notable examples of how an individual identified as a SME can play a vital role in driving change are:
The first, and arguably most important, step is identifying the appropriate SMEs for a change initiative. Once the change manager identifies a high-level understanding of the change initiative and any gaps in knowledge, it's important they partner with sponsors and business leaders to identify appropriate and available SMEs.
Once a SME has been identified and resourced to the change initiative, it's paramount they are onboarded adequately and in advance of when they are needed. Transparency upfront is the key to a successful working relationship between each SME and project team members. The SME should be given a clear explanation of what expertise they are expected to provide, how often they will be needed, and any activities where they will serve as participants and their specific responsibilities and turnaround times, as applicable. Alignment between change managers, project managers, and SMEs is necessary before any work can begin.
The SME’s first objective will be to incorporate themselves appropriately into the project team. By partnering with the change managers and project managers, a SME’s allocation should align with their own working capacity, the project timeline and plan, and duties expected to be fulfilled. A few examples of how SMEs provide support to change managers during the incorporation phase are:
As you can see, subject matter experts are crucial to the success of change initiatives, and their absence can lead to significant challenges. Without SMEs, organizations may encounter potential issues such as misalignment on project goals, ineffective training, and a lack of confidence among employees in new systems or processes. Scenarios like these highlight the risks of incorporating SMEs too late in the process, resulting in missed opportunities to upskill staff in the new functionality and diminished effectiveness of feedback on reviewed materials.
To avoid these pitfalls, it is essential to identify and onboard SMEs early, ensuring their expertise is leveraged throughout the project's lifecycle. By doing so, organizations not only enhance communication and collaboration but also foster a culture of continuous improvement, ultimately leading to more successful and sustainable outcomes. Embracing the strategic involvement of SMEs positions organizations to navigate change with confidence and resilience in an ever-evolving landscape.
Harli Manuel is a Senior Consultant with Avaap. Her experience includes managing large-scale projects across multiple different industries. As an organizational change management consultant, Harli helps companies adapt and overcome the challenges of incorporating new industry standard technology. Her experience in agile projects, technology transformations, and employee experience brings a unique perspective to any project she joins.
Carolyn Konicki is a Principal Consultant in Avaap’s Organizational Transformation Solutions practice. She is a certified Project Management Professional (PMP) with more than two decades of experience in program and project management across government, higher ed, utilities, and commercial clients.