You hit the nail on the head on the PROCSI certification and my experience with those that have that certification. I think it's interesting that organizations place so much value on that certification despite the templates not being effective if the person doesn't understand how to collect and analyze the data.
Actually Eric, your take on the academic perspectives is the core of my disagreement with some business academics especially from the old generations who have a fixed mindset on certain matters , and i do agree with everything you've pointed out because it simply makes sense , you can't get things right if you don't have the knowledge and the experience to understand what comes in between the process , the word is "Practicality" After all "Knowledge is power - Wisdom is priceless and Simplicity is greatness"
Hi Eric, as someone who has been delivering technical change for 30 years (some people now call it digital transformation) , I agree with the points you make in this video. I dont have any formal Change Management certifications but I have various Project Management and technical certifications and have worked with or managed people who have Change Management or Six Sigma certifications and learned a lot of techniques from them. However, to be fully effective and add value to an an organisation you need a combination of Change Management, Project Management , Business Process Re-engineering and communication skills.
To use an ‘80s expression: “Awesome” video. As a CIO I became very frustrated with the OCM offerings I would get from consulting firms. You definitely need someone who has a feel for what the change will look like, and going into some level of technical training of the new platform is definitelty a way to acquire it to do OCM well. I criticized many OCM vendors by telling them that you can’t win over hearts and minds with aircraft from 30,000 feet...you need campaigns from air, sea and boots on the ground to with over the hearts and minds of the organization. Keeping OCM as a purely “HR academic” effort is like trying to support a ground war with leaflets from aircraft high in the sky. So much pain and cost overruns can be avoided by investing in this as a key factor as important as the software itself. Glad to see a firm that finally gets this!
I have had a similar career experience and integrated Change Management and Project Management into Business Transformation. My first experience with Change Management was with HR people playing that role (you know "because HR is about people and so is Change Management therefor ...") but they were often clueless about Change Management and when not they were unable to make a practical contribution. Thus my solution was to train my BPR / Business Process Improvement teams to integrate Change Management into that work. Now its hard for me to differentiate or compartmentalize any longer what purely belongs in which box. Through implementing projects successfully I have become an effective practitioner in Change Management, Lean Six Sigma and Project Management but do not have certificates in any of these disciplines from any external organisation. I also agree that each method in each of the disciplines has something to offer but none offer a complete framework nor methodology. Evidence provided over the decades shows that the industry has not learned how to apply essential Change Management to ensure a successful outcomes despite all the "progress" made in developing some good collateral. Although it's steeped in science it ultimately requires a lot more art from a broadly experienced change agent.
Personality/Personal Style Profiling and other Behavioural/Role Tools - for The Change Team; Key Internal (People) Drivers; Key External (People) Drivers for a start -is critical and almost never utilised.
Great video! One thing I noticed that many lack implementation of is systems thinking. They don’t step back to look at it as a whole and how every part of the system affects each other. I think this is due to what you mentioned about the narrow views of they are “only” a change manager etc. Thank you for your videos!
@@erickimberling Hi Eric, Thanks for all that Information! Recently my organization went through this OCM process and I am in the process of loosing my job. I am currently working as a IT System Developer (Power BI Development). My Organization is going through the digital transformation by implementing SAP S/4 Hana. I have over 10 years of experience in BI (mostly into SQL, Cognos and Power BI now). I dont want to be left out during this transformation (SAP S/4 Hana) and I wanted to be part of this transformation and I am open to learn any new technology or any new role that I can take up. I wanted some suggestions from you on what should be the way forward for me. I know you are not into helping individuals like me. But any suggestion from experts like you will help me in going in right direction during this tough times. Hope you understand.
13:50--I'm just getting into this, and I've already seen this. I feel like this needs to be emphasized. Lots of consulting going on without much change management activity, with change managers as an 'upgrade' to the consulting service. Discussion at 5:00, as an academic from a theoretical field transitioning into Change Management (with an I toward academic consulting), I find this interesting. As I read Kotter and Hiatt, I find myself searching for the practical: I ask the texts, how do you affect these ideas within change processes? I'm turning now towards (I hope) sources that will dig into that nitty gritty. Before I was an academic I managed restaurants, a necessarily practical industry. So, I'm both reflexively interested in the top down view, but also need to see the details. In the restaurant game (and change is constant in that field if the business is run well) EVERY change MUST yield positive results. The margins are too tight, the level of activity for staff is too high to pointlessly add labor or complexity without facing immediate negative outcomes. If no one likes the new specials menu or the new table service or the new wine selection, the feedback is immediate, and the consequences to employees transmitted rapidly to supervisors and hopefully managers and owners, etc. However, what attracts me to the management of change is that, it seems to me, change management is the chief paradigm of the age we are entering. Indeed, the theoretical has its place: Stasis was the norm for thousands of years, indeed for most of the 250-300,000 years of human history, change was either small or generally slow. The transition from hunter gathering to settled existence took thousands and thousands of years. Indeed, someone living in 800CE would've easily recognized a the life of folks living in 1800, there would've been differences, but not many--likewise, folks living in 800BCE would've recognized the lives of 800CE and even the lives of folks in 1800CE, at least much more so that folks of 1800CE would recognize our lifestyles today. In 1820 walking was the chief form of transportation, the horse was the upgrade, the horse and carriage the ultimate upgrade. Ships sailed the seas, and electricity was untamed. Life in 1820 was like life in 1720, 1620, 1520, etc. But in 1920, electricity was in homes and lighting up streets, the locomotive spanned continents, the automobile was in mass production, radio waves broadcast across the world, telephones were in more and more homes and businesses, and before the decade ended planes would cross the oceans. Now the 2020s are more different from 1920 than 1920 was from 1820, what will 2120 be like? Change Management (both practical and theoretical) is the concept of the moment. The pace of change has accelerated about 100 years ago, and it has not slowed but increased in speed, or at the very least has become a fixed constant increase in tempo. That is some esoteric thinking about change. But what does it have to do with where the rubber meets the road? Well, for one it gives an urgency to the work of Change Managers, the field is teaching folks how to be adaptive or professionally, personally, and perhaps culturally dexterous. This is an essential skill for the world today and the world of the future. Further, these truths thus can help breakdown resistance in messaging; although, if not handled carefully such ideas can ossify resistance. The big takeaway is that change is inevitable, indeed looking back to history, change was constant, however the scope and significance of change was less intense than today. But 400+ years ago, a man like Shakespeare like use lived through pandemic, was part of an economy that was becoming global, he saw political upheaval, developing technologies, changing theories of reality, medicine, changing political views, changing economic realities, etc. For a time, humanity worked really hard to pretend that change wasn't a constant--the 1950s--and that effort echoed for a while. But change is. That's to say change is inevitable/certain/persistent/necessary/reality. Thus, strategies of adaptation/dexterity/flexibility/anti-fragility are essential. On the ground though, where the rubber of people means the road of change, that is what matters.
Hi Eric, your thoughts are absolutely spot on to integrate Change Agents while the solutioning is in progress. It really makes things easier. Is there a Template or a step-by-step guide you follow and is it possible for you to share?
Hi Eric I am writing a thesis on change management with dax30 company as case study in Germany.. Are there any tips from your side and material i could use.?
Let's say you have a big box of building blocks, and you love to build tall towers. But one day, your parents say you have to share your blocks with your little sister, who also wants to play. This is a "change" - something is different than before. Now, if you start sharing without a plan, your tower might not be as tall as you want, or your sister might break your tower. This could make both of you unhappy. But what if you and your parents made a "plan" to manage this change? This plan could include rules like: You and your sister take turns playing with the blocks. Your sister can't touch your tower without asking. You help your sister build her own tower. This "plan" is called change management. It's a way to help everyone handle changes and still stay happy. Just like your plan with the blocks and your sister, change management in bigger things like companies helps everyone know what to do when things change, and helps everything run smoothly.
You hit the nail on the head on the PROCSI certification and my experience with those that have that certification. I think it's interesting that organizations place so much value on that certification despite the templates not being effective if the person doesn't understand how to collect and analyze the data.
😂V
Actually Eric, your take on the academic perspectives is the core of my disagreement with some business academics especially from the old generations who have a fixed mindset on certain matters , and i do agree with everything you've pointed out because it simply makes sense , you can't get things right if you don't have the knowledge and the experience to understand what comes in between the process , the word is "Practicality"
After all "Knowledge is power - Wisdom is priceless and Simplicity is greatness"
Hi Eric, as someone who has been delivering technical change for 30 years (some people now call it digital transformation) , I agree with the points you make in this video. I dont have any formal Change Management certifications but I have various Project Management and technical certifications and have worked with or managed people who have Change Management or Six Sigma certifications and learned a lot of techniques from them. However, to be fully effective and add value to an an organisation you need a combination of Change Management, Project Management , Business Process Re-engineering and communication skills.
totally agree
To use an ‘80s expression: “Awesome” video. As a CIO I became very frustrated with the OCM offerings I would get from consulting firms. You definitely need someone who has a feel for what the change will look like, and going into some level of technical training of the new platform is definitelty a way to acquire it to do OCM well. I criticized many OCM vendors by telling them that you can’t win over hearts and minds with aircraft from 30,000 feet...you need campaigns from air, sea and boots on the ground to with over the hearts and minds of the organization. Keeping OCM as a purely “HR academic” effort is like trying to support a ground war with leaflets from aircraft high in the sky. So much pain and cost overruns can be avoided by investing in this as a key factor as important as the software itself. Glad to see a firm that finally gets this!
Thank you for the kind words and for the example from your career!
I have had a similar career experience and integrated Change Management and Project Management into Business Transformation.
My first experience with Change Management was with HR people playing that role (you know "because HR is about people and so is Change Management therefor ...") but they were often clueless about Change Management and when not they were unable to make a practical contribution. Thus my solution was to train my BPR / Business Process Improvement teams to integrate Change Management into that work. Now its hard for me to differentiate or compartmentalize any longer what purely belongs in which box. Through implementing projects successfully I have become an effective practitioner in Change Management, Lean Six Sigma and Project Management but do not have certificates in any of these disciplines from any external organisation. I also agree that each method in each of the disciplines has something to offer but none offer a complete framework nor methodology. Evidence provided over the decades shows that the industry has not learned how to apply essential Change Management to ensure a successful outcomes despite all the "progress" made in developing some good collateral. Although it's steeped in science it ultimately requires a lot more art from a broadly experienced change agent.
Totally agree. "If you leave home with a hammer, everthing you encounter looks like a nail", I still see it too often in change management.
Personality/Personal Style Profiling and other Behavioural/Role Tools - for The Change Team; Key Internal (People) Drivers; Key External (People) Drivers for a start -is critical and almost never utilised.
Great video! One thing I noticed that many lack implementation of is systems thinking. They don’t step back to look at it as a whole and how every part of the system affects each other. I think this is due to what you mentioned about the narrow views of they are “only” a change manager etc. Thank you for your videos!
Thank you, Lynn. I agree with the the need for systems thinking. Great point!
@@erickimberling
Hi Eric, Thanks for all that Information! Recently my organization went through this OCM process and I am in the process of loosing my job. I am currently working as a IT System Developer (Power BI Development). My Organization is going through the digital transformation by implementing SAP S/4 Hana. I have over 10 years of experience in BI (mostly into SQL, Cognos and Power BI now). I dont want to be left out during this transformation (SAP S/4 Hana) and I wanted to be part of this transformation and I am open to learn any new technology or any new role that I can take up. I wanted some suggestions from you on what should be the way forward for me. I know you are not into helping individuals like me. But any suggestion from experts like you will help me in going in right direction during this tough times. Hope you understand.
I find that organizations don't know thy self first and understand the interdependence of how the transformation impacts multiple areas.
Outstanding! THis is it.. You spoke my mind Eric. I admit as a change pro
13:50--I'm just getting into this, and I've already seen this. I feel like this needs to be emphasized. Lots of consulting going on without much change management activity, with change managers as an 'upgrade' to the consulting service.
Discussion at 5:00, as an academic from a theoretical field transitioning into Change Management (with an I toward academic consulting), I find this interesting. As I read Kotter and Hiatt, I find myself searching for the practical: I ask the texts, how do you affect these ideas within change processes? I'm turning now towards (I hope) sources that will dig into that nitty gritty.
Before I was an academic I managed restaurants, a necessarily practical industry. So, I'm both reflexively interested in the top down view, but also need to see the details. In the restaurant game (and change is constant in that field if the business is run well) EVERY change MUST yield positive results. The margins are too tight, the level of activity for staff is too high to pointlessly add labor or complexity without facing immediate negative outcomes. If no one likes the new specials menu or the new table service or the new wine selection, the feedback is immediate, and the consequences to employees transmitted rapidly to supervisors and hopefully managers and owners, etc.
However, what attracts me to the management of change is that, it seems to me, change management is the chief paradigm of the age we are entering.
Indeed, the theoretical has its place:
Stasis was the norm for thousands of years, indeed for most of the 250-300,000 years of human history, change was either small or generally slow. The transition from hunter gathering to settled existence took thousands and thousands of years. Indeed, someone living in 800CE would've easily recognized a the life of folks living in 1800, there would've been differences, but not many--likewise, folks living in 800BCE would've recognized the lives of 800CE and even the lives of folks in 1800CE, at least much more so that folks of 1800CE would recognize our lifestyles today.
In 1820 walking was the chief form of transportation, the horse was the upgrade, the horse and carriage the ultimate upgrade. Ships sailed the seas, and electricity was untamed. Life in 1820 was like life in 1720, 1620, 1520, etc. But in 1920, electricity was in homes and lighting up streets, the locomotive spanned continents, the automobile was in mass production, radio waves broadcast across the world, telephones were in more and more homes and businesses, and before the decade ended planes would cross the oceans. Now the 2020s are more different from 1920 than 1920 was from 1820, what will 2120 be like?
Change Management (both practical and theoretical) is the concept of the moment.
The pace of change has accelerated about 100 years ago, and it has not slowed but increased in speed, or at the very least has become a fixed constant increase in tempo.
That is some esoteric thinking about change. But what does it have to do with where the rubber meets the road?
Well, for one it gives an urgency to the work of Change Managers, the field is teaching folks how to be adaptive or professionally, personally, and perhaps culturally dexterous. This is an essential skill for the world today and the world of the future.
Further, these truths thus can help breakdown resistance in messaging; although, if not handled carefully such ideas can ossify resistance.
The big takeaway is that change is inevitable, indeed looking back to history, change was constant, however the scope and significance of change was less intense than today. But 400+ years ago, a man like Shakespeare like use lived through pandemic, was part of an economy that was becoming global, he saw political upheaval, developing technologies, changing theories of reality, medicine, changing political views, changing economic realities, etc.
For a time, humanity worked really hard to pretend that change wasn't a constant--the 1950s--and that effort echoed for a while.
But change is.
That's to say change is inevitable/certain/persistent/necessary/reality. Thus, strategies of adaptation/dexterity/flexibility/anti-fragility are essential.
On the ground though, where the rubber of people means the road of change, that is what matters.
Hi Eric, your thoughts are absolutely spot on to integrate Change Agents while the solutioning is in progress. It really makes things easier. Is there a Template or a step-by-step guide you follow and is it possible for you to share?
All of your videos are fantastic!!
Glad you like them!
Hi Eric
I am writing a thesis on change management with dax30 company as case study in Germany.. Are there any tips from your side and material i could use.?
Let's say you have a big box of building blocks, and you love to build tall towers. But one day, your parents say you have to share your blocks with your little sister, who also wants to play. This is a "change" - something is different than before.
Now, if you start sharing without a plan, your tower might not be as tall as you want, or your sister might break your tower. This could make both of you unhappy.
But what if you and your parents made a "plan" to manage this change? This plan could include rules like:
You and your sister take turns playing with the blocks.
Your sister can't touch your tower without asking.
You help your sister build her own tower.
This "plan" is called change management. It's a way to help everyone handle changes and still stay happy. Just like your plan with the blocks and your sister, change management in bigger things like companies helps everyone know what to do when things change, and helps everything run smoothly.
Every word!
7 minutes in and it's 100% lost with no value whatsoever... wasted those minutes just to find another source