Would it surprise you that the majority of individuals who work on a CRM project, or other IT projects, believe that the people responsible for Change Management are the top leadership? Would it also surprise you that a little under 15% of all top leadership thought this to be true?
Well, if you are surprised, you are now seeing the problem with Change Management.
The Change Problem
Unfortunately, the core problem is that leadership teams often consider Change Management to be someone else’s problem. This is why Change Management is either never initiated, or it’s executed poorly. Ironically, Change Management is a problem for someone else who has no power to enforce or make change happen.
A consulting company can help you get a Change Management program going. After all, according to Gartner Group “59% of all CRM projects fail because of a lack of senior management involvement and Change Management,” so having a Change Management program in place is a best practice, but is this the entire answer? Not so much. It’s part of the answer, and here’s why.
The Change Answer
Management’s active involvement is what makes Change Management work. Often, when a Change Management program is brought in, only the IT consultants are doing the Change Management. The problem is the consultants are seen as temporary, with no authority and are not the “true experts” in your organization, although they are experts in Change Management for CRM projects. Therefore, the individuals who need to change the most won’t because there are no accountability drivers (management involvement). In many cases the attitude of, “I am not letting those consultants tell me how to do the job I’ve been doing for the past 21 years,” is more of the rule than the exception when the top leadership’s presence and interaction is insignificant. However, when a leader is a part of the Change Management program, and has both authority and accountability in the project, the game changes.
Resistors begin to buy into the change because they know a manager with authority is providing guidance and governance over the change. However, and most importantly, the resistors see that management embraced the project. The result usually means much less resistance and much more adoption.
So, remember the best practice for any Change Management program is bringing in the expertise for the change knowledge and bringing in the top leadership to make it happen. This is what heroes are made of…