Trends I am seeing that will influence change management’s future-
- Stakeholders get it- often more so than their leaders
- Executives are trying to establish control over the various organic change movements within their organizations
- External consultants are endlessly debating the definitions of project management (PM) and Organizational Change Management (OCM)
- The Big 3+ firms are subbing independents for strategy and high level change work
- PMO’s are being used less and less as the placement area for change agents and change management consultants
- Change consultants are being moved from function to function (rather than serving as HR business partner types)
- Organizations are creating roles at all levels with the word change in titles.
The list goes on but it all points to an acknowledgement of CM and confusion with CM and a look-back on reasons for the gossamer 70% failure statistic. Those claiming success or a level of success have separated CM into its own entity. Those with the potential to repeat success on the next initiative have raised CM higher in the organization for ownership (which has created OCM).
The future of Change Management could be a people/business focus high in organizations with supporting infrastructure guided and mentored by external influence from small objective focused independents and boutiques firms. Implementation would happen through the direction of program and project streams with both change and project competencies. The best of the best would layer in the development of Human Capital so that change is integrated into culture, improvement, succession and career development.