Managing Organizational Transformation. What happens when a department has completed consolidating its e-mail, infrastructure, data center, and service offerings? Is the consolidation complete? What about the most important piece of any consolidation effort – the people ?
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What happens when a department has completed consolidating its e-mail, infrastructure, data center, and service offerings? Is the consolidation complete? What about the most important piece of any consolidation effort – the people? • With the implementation of California Assembly Bill 2408 and the adoption of a Federated Data Model for the State’s Information Technology (IT) environment, departments are finding that these technical initiatives are driving operational changes to the management and delivery of their IT services. The operational changes lead to the restructuring of IT organizations, re-skilling and re-tooling of staff and the development of new processes. • This organizational change document explains the challenges that state departments will face. It outlines how to establish a framework for success, how to meet overall objectives and how to create an environment that is receptive to change and ready to move forward. • It helps answer the following questions: • What are the potential organizational change management challenges to my department/agency as we implement the consolidation initiatives? • How can we assess the readiness of our department/agency for this change? • How can we ensure that our department/agency adapts effectively to the change and ultimately embraces the consolidation initiatives?
Understand the Challenges to Change Figure 1: Barriers to Change from Making Change Work Study, IBM Corporation (2008)
Develop and Implement Change Management Strategies Figure 2 What Makes Change Successful from Making Change Work Study, IBM Corporation (2008)
Moving Forward • How will a department know if the organizational transformation journey they have begun will be a success? A department poised for successful change is characterized by: • Executive participation and strong sponsorship • Clearly defined jobs and roles, responsibilities and accountabilities across the organization • Willingness to provide training and mentoring at all required levels • An employee population capable and willing to adopt change • A commitment to address organizational change management • In addition, the following activities can work together to ensure that the transformation is sustainable: • Organizational work processes and practices • Departmental policies • Decision-making procedures • Operational values, norms and behaviors • Stakeholder engagement • Clear and effective communications at all levels • Organizational change cannot be left to chance – it must be managed. The real authors and implementers of change are the employees. People, and only people, make organizational transformation a success.