As IT undergoes rapid change, it is imperative to manage these changes for the growth of the enterprise, and to retrain and reskill employees. Those in the C-suite, especially CIOs, have to ensure that there is a smooth transition when change is being implemented in the organization. According to Computerworld, the following eight ways can help CIOs master change management.
The IT scenario is evolving constantly, with developments in devices, the cloud or on the Web. To keep pace with these changes, IT management should be capable of making fewer simultaneous changes but at a higher frequency. Also, the management should observe competitors, notice the changes brought about by them and check its feasibility in their organizations.
Changes bring a lot of uncertainty about how processes should be dealt with in-house. Effective communication with the employees will help ease the situation. Not all employees will be on the same page when new processes are rolled out. It is therefore the responsibility of the management to effectively communicate these changes.
Feedback from employees is extremely important when it comes to bringing out changes in the workplace. In most cases, changes and new protocols are conceptualized solely by the upper management. In a PwC survey, 57 percent of the respondents were concerned that changes were not being discussed with the employees. The best insight of whether a policy will work is given by low-level employees, in some cases.
When changes are being implemented, it is difficult for employees to align themselves to new processes in a jiffy. Employees need to find ways to work around them. So, the management has to make the processes more people-centric.
When a change is initiated in an organization, there should be sufficient funds to make sure that the plan sees daylight. New protocols need additional resources and thus it is important to make sure that the right amount of funds are allocated.
For employees, adapting to change is not easy. Looping in the right person to communicate the changes is like half the battle won. The person--not necessarily a CIO, even a low-level employee—should possess leadership qualities as well as be all ears to the employees.
Change processes and protocols should be strong. A weak change process, which may not be understood by the employees, will water down the entire efforts for a successful transition. Documenting these foolproof processes and making sure the same are implemented in the organization, is something that should be at the heart of change management.
A new process does not necessarily mean that it will take off without any glitches. There will be problems and loopholes associated with them. Identifying these and dissecting your plan is important. Listening carefully to the feedback is the best way to come out of such situations.