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In a business environment where changes to ways of working are hitting us more rapidly and of more compex nature (”raplex”) than ever before, change management is a new buzz word. But isn´t that what we have projects and project leaders for and isn´t it the responsibility of the first line managers to drive change? Why should we have change management on top of it?


Well, firstly because it is a discipline of it´s own, but struggling just as project management did some 30 years ago to be recognized as such.  This leads to much confusion and debating, and also a variety of interpretations on what change management ”is”.

Secondly because even though it defenitely is a management responsibility, these skills and tools are currently not part of every managers toolbox.


There is one independent association driving the change management discipline, ACMP (The Association for Change Management Professionals) and there is a standard that anyone can download:


ACMP defines change management as a ”deliberate set of activities that facilitate and support the success of individual and organizational change and the realization of its intended business results”. So no matter the method, be it Prosci, Kotter or something else, the key words are deliberate, individual and organizational.


Organizations need to get a better understanding of what change managment is and what it isn´t, where it fits in with project management, what managers must master and what employees need to be able to do. Research by Prosci (Benchmark 2016) shows that 94% of organizations with excellent change management effectiveness met or exceeded objectives, compared to 15% of those with poor change management effectiveness.


How do you know if your organization is excellent or poor at change management? It can be measured! How do you know if consultants are excellent or poor change managers? Check how they use tools and ways of working in relation to the standard.

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