Organisations do not change, people do!
Volatility, uncertainty, complexity and ambiguity are the main features of a modern environment where changes are more transversal, accelerating, multiplying and overlapping.
Saturation to change is an increasingly frequent problem and agility is becoming a survival skill.
Managing uncertainty means all too often - and for far too many organisations - managing the emergency by favouring a case-by-case approach.
On the contrary, a true Change Management system implies a structured and holistic approach, capable of giving centrality to the real agents of change: Employees.
Any change inevitably has consequences for the organisation. Organisations do not change, it is the individuals who change. Their roles, their workflows, the processes they are involved in, their reporting structures, their behaviour, their mentality and even their identity within the organisation are impacted. A transition is therefore necessary.
If they fail in their personal transition, if they do not learn or adapt to new ways of working, the change will be a failure. The success of the Change is therefore unquestionably dependent on the employees' ability to adopt the required change. This is the founding principle of Change Management. It prepares the organisation, at all levels, to absorb more change, faster, and helps it to maximise and sustain results, whether in terms of improved performance, increased profits or competitive advantage.
Change Management is therefore the approach that stimulates adoption in order to achieve the desired results and effects of Change, which depends to a large extent on its human component.
An early dialogue between Change Management and project management is a guarantee of success.
It is estimated that the chances of achieving the objectives set are then multiplied by six.
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