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Research
Change management
research comes from many resources, disciplines
Long before President Barrack Obama
made “change” a buzz word, the change management discipline was
founded. Before such a discipline had a name, much research was
conducted for many decades on the personal psychological impact
and sociological issues of change.
The Communicate-Change methodology evolved out of this history,
combined with experience and research of the IT project life
cycle, the Project Management Institute’s methodology for the
project management profession and various methodologies of
Change Management, such as the ADKAR model by Prosci. This led
to the realization that communications in these models was
treated as a silo and not integrated well enough throughout all
stages and elements.
Our view of change management communications is broader and
holistic, integrated into every aspect of a project.
Communications is not a silo. It is woven in different ways in
every function.
The advent of new research, a lengthy career in all
communications disciplines and our combined experiences with
different technology companies resulted in Communicate-Change.
It integrates traditional communications stages with market
research and segmentation techniques and maps to the stages of
the IT project lifecycle and PMI’s project management model.
This section is intended to share some of the research we found
on change management and its importance in technology in various
industry sectors. Some of this research helped in refining our
methodology. Some was simply interesting. And, other is
pertinent to the many changes taking place today, particularly
as the healthcare industry ramps up its IT initiatives.
Get Started: watch this 30-second video on Change Management
http://www.youtube.com/watch?v=fpuHUiy_xog
McKinsey & Company
These McKinsey reports back up core Communicate-Change tenets—that
communications is more about listening (feedback, assessment and
measurement) than about top-down communications and all change
initiatives are unique among themselves.
 “What the leader cares about (and bases
at least 80 percent of his or her
message to
others on) does not tap into roughly 80 percent of
the workforce’s primary
motivators for putting extra energy into the change program.”
“The Inconvenient Truth About Change Management,”
published May 2008 by Scott Keller and Carolyn Aiken
Download
full report now.
 “The
Irrational Side of Change Management,”
published May 2009 by Scott Keller and Carolyn
Aiken
Download full
report now. (Show cover of report in miniature)
IBM Global Business Services
Many reasons contribute to a project failure, but our take-away at
Communicate-Change from this IBM 2008 study is how much
communications and feedback play a role in IT project failures.
“Making Change Work”
“Most projects fall short of objectives. . .41 percent
of projects were considered successful in meeting project
objectives within planned time, budget and quality constraints.
Conversely, nearly 60 percent of projects failed to fully meet
their objectives: 44 percent missed at least one time, budget or
quality goal, while a full 15 percent either missed all goals or
were stopped by management.”
Download full
report now.
Forrester
“Creating A Culture Of Performance And Value,”
published January 2008 by Craig Symons and Alex Cullen with Tim
DeGennaro
“The rate of change is increasing and accelerating.
Both business and technology change continues to increase at
accelerating rates. This requires an adaptable workforce and
expectations that IT staff has business, technology, and
communications skills to meet its strategic priorities.”
Download full report now.
Prosci
“State of the Union for Change Management”
Download PDF
From Prosci’s “Why Change Management” Tutorial Series
“Data on impact
of effective change management”
http://www.change-management.com/tutorial-why-correlation.htm
(This link takes
you to the Prosci web site)
“The emergence of change management”
http://www.change-management.com/tutorial-why-emergence.htm
(This link takes
you to the Prosci web site)
“Cost benefit
analysis for change management”
http://www.change-management.com/tutorial-why-cost-benefit.htm
(This link takes
you to the Prosci web site)
From Prosci’s “Five Tips” tutorial series
“Five Tips
for: Better communications”
http://www.change-management.com/tutorial-5-tips-communication.htm
(This link takes
you to the Prosci web site)
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Featured Work
Communicate
Early, Often and Personally for an EHR Deployment
This presentation was given at the HIMSS 2009 Fall Technology
Conference in Grand Rapids, MI on Nov. 3.
Download
HIMSS attendees
ready for change
Results of HIMSS attendees attending Communicate-Change session.
Click here for large image
Integrating Change Communications into IT
Larger IT organizations need a dedicated communications
professional to direct change management communications
programs. This white paper outlines why this function is
important to your organization.
Learn
more
Change Communications a Value-Add for IT Consultancies
IT professional service firms are a primary resource for
companies deploying a large technology initiative. This
abstract provides insight as to why an IT consultancy would want
to offer Communicate-Change
as a value-add to their service offerings.
Learn
more
Change Communications
Case Study
Download
You’re welcome to share information
in this section with us. Just email
info@communicate-change.com .
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