Pervasive Change Needs Specific Leadership Skills
From the Eye on the Workforce Blog
by Joe Wynne
Workforce management is a key part of project success, but project managers often find it difficult to get trustworthy information on what really works. From interpersonal interactions to big workforce issues we'll look the latest research and proven techniques to find the most effective solutions for your projects.
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The pervasiveness of change throughout today's enterprises means that special leadership skills are needed in IT organizations - skills in organizational change management. These skills are needed up and down the organization chart.
So the next questions are: Do the vast majority of IT organizations have these skills? Do C-level execs realize they need these skills?
The Institute for Corporate Productivity completed a survey this year and found that
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Yes, 75.3% of leaders in organizations surveyed realized that "Leadership Development" was important, but
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Only 24.1% reported that they were effective in achieving that development.
(Here is a summary table for the survey results but you may need to register. )
Even in this era of pervasive large change, organizations have not responded to upgrade the skills of project managers and others.
I'm starting a series of posts on leadership (with an article later in July) and would like your opinion about the change management leadership specialty.
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How many of you feel prepared as leaders to coordinate your projects with larger organizational change management initiatives?
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Is there a working mechanism in your organization to get prepared for change management (e.g. existing training or mentoring)?
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For that matter does your organization/company even have organizational change management initiatives in play?
Let me know by responding.
Posted on: July 07, 2010 12:19 PM |
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Comments (2)
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Thanks for the link to the survey. I am looking forward to the series of posts.
Cheers
Bas
In my experience (albeit limited) Change Management has not been driven by the organization at all, but rather by I.T. Even when managing change is successful by involving business sponsors, it still tends to not be driven by OCM, but rather by an I.T. effort to prove the benefit of a specific project or process. Is there such a thing as OCM driven by I.T.?
To answer your questions, though...
We are preparing coordination of projects by defining Services through collaborating with our Strategic Planning Office, which is a first for us (and probably many others). I feel comfortable in our ability to be successful; the question then becomes how to manage and maintain that success - especially since it will be an I.T. initative and those tend to be minimized by "the business".
We have a working mechanism in our I.T. Division for Change Management that includes a CAB (I.T. only, presently) and works through internal and external auditors and their annual reviews. The training and mentoring exists internally; the mechanism to include those areas outside of I.T. (and subsequent training and mentoring) is still being developed.
Based on my response so far, I would say we do not have an OCM effort initiative, although we seem to be inadvertently working towards one.
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