What is change management? A practical introduction

A straightforward change management definition is the structured approach organisations use to support people through a transition from one way of working to another. It covers the human side of organisational change, from preparing employees for what will happen to supporting adoption once new ways of working are introduced. Organisations invest in change management because achieving the intended outcomes from change can depend on people understanding what is changing and being able to put new ways of working into practice.

What is change management?

Change management is the process of preparing and supporting people as an organisation introduces change. The change itself could involve anything from a new technology or operating model to a fundamental shift in working practices.

Change management is often confused with project management, but their focus is different. Project management concentrates on delivering the project within agreed parameters, whereas change management focuses on how people experience and adopt the resulting change. The two disciplines frequently work alongside one another.

There is also an important distinction between organisational change management and change within an IT service management context. Organisational change management deals primarily with the impact of change on people. In ITIL 4, Change Enablement focuses on assessing risks, authorising changes and managing changes to products and services. Although the areas can overlap in practice, their primary purpose is different.

Why change management matters

A project can deliver exactly what was planned and may still fail to produce the expected benefits. If employees do not understand why a change is happening or feel unprepared to work differently, adoption may slow.

This can become visible as resistance, but reluctance is not necessarily opposition to the change itself. People may be concerned about how their role will be affected or lack confidence in a new process. A considered change management approach can help organisations identify these concerns early enough to respond meaningfully.

Significant changes can cause disruption while people adjust, which may temporarily affect productivity. Supporting employees through that transition can help reduce the time it takes for new ways of working to become established and for the organisation to begin realising the intended benefits.

Starting change management before implementation gives an organisation more opportunity to understand how people will be affected and prepare them for what comes next. Waiting until a new system or process is ready to launch can leave limited time to address these needs.

Change management models and theory

Change management theory provides useful ways to understand how individuals and organisations respond to transition. Different models emphasise different aspects of that process, so the most appropriate approach depends on what an organisation needs to achieve.

Lewin's change management model

Kurt Lewin's model describes change as movement from an established state towards a new one. Its value lies in recognising that organisations need to create readiness before introducing change and reinforce the new approach afterwards.

The model is simple enough to provide a useful overview, although complex organisational change rarely progresses as neatly as its structure might suggest.

Kotter's 8-Step Process

John Kotter's model places greater emphasis on building momentum for organisational change. It can be particularly useful for large-scale transformation, where visible leadership and broad organisational support are important.

Its structured sequence can provide direction for leaders, although organisations should avoid treating the steps as a checklist. Real change often requires teams to revisit earlier work as circumstances develop.

ADKAR

The Prosci ADKAR® Model looks at change from the perspective of the individual. It focuses on five outcomes a person needs to achieve as they move through change: Awareness, Desire, Knowledge, Ability and Reinforcement..

This makes ADKAR particularly useful when organisations need to diagnose why adoption is struggling. A problem that initially appears to be resistance may instead reflect insufficient knowledge or a practical barrier to working differently.

Other approaches, including those explored through APMG International Agile Change Agent™ training, combine Agile principles with change management practices to support change in environments where needs and priorities may continue to develop.

Whichever approach an organisation chooses, change management principles should guide thinking rather than dictate every action. Models provide a scaffold for understanding change; they are not substitutes for a strategy built around the organisation and its people.

What a change management strategy looks like

A change management strategy sets out how the people affected by a change will be supported throughout the transition. It should begin with a clear understanding of who will be affected and how critical the impact will be for different groups.

From there, the strategy defines how the organisation will build understanding and prepare people for new ways of working. Responsibilities should be clear so employees know where information comes from and managers understand their role in supporting their teams.

The strategy also needs to connect directly with the wider delivery plan. Training delivered too early may be forgotten before it is needed, while communication that arrives after employees have already experienced a change creates unnecessary uncertainty. Change activity should therefore be timed around the points at which people need to understand or do something differently.

What does a change manager do?

A change manager focuses on the people affected by organisational change. In practice, this means understanding the impact on different groups and developing an approach that supports successful adoption.

Much of the role involves working closely with project teams and organisational leaders. Change managers may assess readiness for a proposed change, develop communication activity or determine what employees need before a new way of working is introduced. They also monitor adoption so emerging problems get addressed as implementation progresses.

Strong communication skills are important, but the role also requires the judgement to understand why people are responding in a particular way. Experience of projects or organisational transformation can also be valuable alongside formal knowledge of recognised change approaches.

There is no single route into the profession. People move into change management from project roles, HR and learning and development, as well as operational positions where they have gained experience of implementing organisational change. Certification provides a structured foundation for those moving into the field and formalises knowledge developed through experience.

APMG International Change Management™ Foundation and Practitioner training covers established approaches to organisational change and provides a recognised route for developing professional capability.

Change management ultimately connects successful delivery with successful adoption. For organisations developing capability across multiple teams, ILX business solutions  can support development programmes aligned with wider organisational objectives.

Start your change management journey. You can also learn more about change management on two of our on-demand webinars: ‘Change Management™ in 30 minutes’ and ‘How change management drives long-term success in a volatile world’.