In large-scale transformation projects, the success of organizational change management (OCM) hinges on maintaining a clear focus on people readiness. However, when OCM team members become overly absorbed in the technical aspects of a project, such as system debugging or technical troubleshooting, people readiness activities are commonly deprioritized.
The Challenge: A Shift in Priorities
When OCM team members are pulled into technical problem-solving, such as system debugging or configuration support, their focus becomes divided. While the OCM team can offer a unique perspective on technical issues, the shift in focus from people to technology means the human side of change suffers. We all agree that resolving technical issues is crucial for a successful product launch; however, frequent engagement of OCM team members in technical solutioning often comes at the expense of core OCM responsibilities like readiness planning, training content development, and stakeholder engagement. This shift in focus can lead to:
- Delayed or incomplete change management deliverables
- Underdeveloped training resources and materials
- Missed communications
- Missed OCM milestones
- Reduced end-user engagement and readiness
- Insufficient user adoption
Why Does this happen?
One common reason OCM teams lose focus is the need to compensate for gaps in other areas of the project. When those areas lack sufficient support, OCM professionals—often possessing transferable skills and knowledge—are asked to step in or provide input. While this is typically well-intentioned, it can divert attention from core OCM responsibilities, such as ensuring stakeholder engagement and preparing people to adopt new ways of working.
The Solution: Realign the Team and rRestore OCM Momentum with Intention
- Remind the project team of the crucial part the OCM team plays: When OCM can focus on people readiness activities, not technical solutioning, they significantly contribute to the project's overall success. Project team members should recognize that everyone brings unique skills and perspectives, and it is the combination of these diverse contributions that drives true project success.
- Revisit the OCM strategy/action plan: Continue to monitor its alignment with the master project plan, and how it guides the work of the OCM team and supports the project’s overall success.
- Regularly review the detailed project plans: Ensure ongoing alignment on deadlines and deliverables.
- Hold team members accountable: Assign and reinforce ownership and establish clear expectations.
- Schedule regular check-ins: Frequent check-ins help maintain accountability and surface issues early. Use these opportunities to discuss challenges, bottlenecks, and other demands that impede focus or draw attention away from their core responsibilities.
- Define and socialize a structured document review and approval process: To avoid bottlenecks, work with the process owners to develop an agreed-upon review and approval process for all change management collateral. Identify the names and responsibilities of everyone involved in each process step. Clear documentation eliminates confusion about what needs to be done, when it needs to be done, and by whom.
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- It's important to note that the documentation recommended here is more detailed than the traditional RACI matrix and may include protocols for primary and secondary reviewers, follow-up and escalation if review protocols are not met, final sign-off, and next steps.
- Use a status tracker: Even a simple, low-tech Excel-based tracker can provide visibility into past-due or upcoming deliverables, progress, gaps, and where an item is in the review/approval process.
- Assess the project resourcing needs: If parts of the project are found to be understaffed, consider how resources can be realigned or supplemented. This may include bringing in additional support for project management, process analysis, or testing leads to ensure these areas are adequately supported and positioned for success.
By refocusing efforts on people readiness, facilitating regularly scheduled check-ins and project plan reviews, and reinforcing accountability, OCM teams can ensure impacted stakeholders are prepared and change is implemented and embraced.
The Result if Left Unchecked
If OCM team members become overly focused on technical issues, they may neglect their core people readiness responsibilities: communications, training, and stakeholder engagement. Overlooking these critical elements can hinder overall change adoption, resulting in a technically sound solution that fails to gain traction due to insufficient preparation and support for the people impacted by the change.
Avaap’s Organizational Transformation Consultants are experts in leading projects and delivering project outcomes. If you are looking for a partner to help strategize, plan, or execute your next large change initiative, let’s talk about how we can help.
Brenda Robinson is a principal consultant for Avaap’s Organizational Transformation Solutions business unit. She has broad, cross-industry experience developing and executing Organizational Change Management and Lean business strategies and solutions in government, higher education, K-12 education, and healthcare. She has led organizational change management initiatives and held leadership roles in healthcare and manufacturing, focused on optimized call center operations, and streamlined clinical care delivery, operational efficiencies, lean business processes, and global cost savings.