Straightforward, easy-to-use frameworks and models are very helpful to break down and analyse complex change initiatives.

We have been using the following 5-step framework in setting the context of the change:

• Where have we been?
• Where are we now?
• Where do we want to get to?
• How will we get there?
• How will we know we have arrived?

The first question is to describe the past situation in relation to this new change initiative and highlight positives and learning points to utilise in the new change.

The second question describes the current, as-is, status.

The third question describes what the future, desired state is to include the identified and potential improvements and benefits the new change will bring.

The fourth question is specifically about the approach, method and planning to deliver the new change.

The last question is to identify exactly how you know the new change has been delivered, for example benefits and metrics achieved. This may not be answered until some time after the ‘completion’ date.

This is not intended to be a chunky piece of work and by using this approach we have identified some specific risks and issues ahead of commencing the actual change initiative.

There still seems to be confusion around the term ‘Change Management’ and for some time now we have preferred to use ‘Managing Change’ to describe what we do; this is not semantics as Change Management has different connotations to different people.

By using the term Managing Change we specifically refer to the delivery of organisational / business change using a holistic, structured approach.

The term Change Management can refer to the following;

• IT change management in relation to the Information Technology Infrastructure Library (ITIL). A set of practices for IT service management currently ITIL 4
• Change control of scope or milestones in project management
• Change control with Quality Management Systems (QMS) and Information Technology (IT) systems, which is a formal process used to ensure that changes to a product or system are introduced in a controlled and co-ordinated manner

A definition of Change is: the process of replacing something with something new or different; a thing that is used to replace something.

Another term that has been used a lot more recently is Transformation, which means a complete change in someone or something. This term does get used a lot out of context and specifically refers to a fundamental change in the way the organisation / business operates.

Delivering successful change requires a holistic approach to incorporate engagement with all stakeholders, facilitating Executive-level sponsorship and support for the change, detailed planning to define timescales, resources, impacts and expectations to ensure the benefits of the change are realised. The following needs to be in place to achieve this:

• shared vision and strategy
• effective leadership and management
• a culture that supports and embraces change
• employee involvement and participation
• ongoing, open communication
• focusing on changes that will have a significant positive impact
• a consistent approach for introducing and embedding change.

Many companies find it extremely challenging improving their current business operations while trying to grow. They are also very often unrealistic about what can be achieved with scarce resources. Common issues are as follows:

• insufficient resources for business improvements
• initiative overload
• ensuring new initiatives are embedded
• gaining the benefits from a recent acquisition
• aligning IT with the business.

Coordinating the process, people and technology impacts of a major business change, to ensure successful delivery of defined objectives aligned with the overall business strategy, is a major undertaking that requires specialist skills and a successful approach.