Organizational Change Management: What It Is and How to Build a Plan

A new system, a reorganization or a change in strategy can look straightforward on paper. In practice, employees need to understand what is changing, how their work will be affected and what support they will receive.

Organizational change management provides a structured way to address those questions. It connects a business objective to the people, processes and behaviours needed to make the change work.

What is organizational change management?

Change management is the planning and support that help people move from a current way of working to a new one. It includes assessing the impact of a change, involving those affected, communicating decisions, providing training and checking whether new practices are being used.

Models such as ADKAR can help organizations consider what individuals need during a transition: awareness, desire, knowledge, ability and reinforcement. The model is one possible tool, rather than a required sequence for every project.

A change management plan should also leave room to adjust the project. If employees raise a concern, it may point to a communication gap, a training need or a genuine problem with the proposed change.

What kinds of change might a business face?

• Structural change: A reorganization, merger, acquisition or change in reporting relationships.

• Technology change: A new system, automation or digital transformation.

• Process change: A new workflow or a different way of serving customers.

• Cultural change: Changes in leadership practices, shared expectations or everyday behaviours.

• Strategic change: A new business model, market or direction.

• Change in response to a disruption: An adjustment required by an unexpected event or external pressure.

These categories often overlap. Implementing new software, for example, may also change responsibilities, processes and the way teams collaborate.

What does change management aim to achieve?

Its purpose is to help people understand and use a new way of working while the organization pursues its business objective. Depending on the project, that may mean:

• clarifying what will change and why;

• identifying impacts on employees and managers;

• addressing practical concerns early;

• providing the skills and resources people need;

• monitoring adoption and adjusting the approach.

It cannot eliminate all uncertainty or guarantee that everyone will agree. It can, however, give the organization a way to hear concerns and respond to them.

What does a change management advisor do?

A change management advisor helps an organization plan for the people affected by a transformation.

The advisor may assess how roles and processes will change, identify groups requiring different kinds of support, help leaders communicate and equip managers to guide their teams. They may also facilitate workshops, develop training plans and track whether the new practices are taking hold.

Leadership and managers remain responsible for decisions and for addressing concerns raised during the project. The advisor helps them do that work with a clear plan and useful feedback.

How do you create a change management plan?

The following six steps provide a practical framework. Their timing may overlap, and the plan should evolve as you learn more.

1. Assess the change and its impacts

Start with the business problem, the desired outcome and the people whose work will be affected. A organizational assessment can help identify existing processes, potential obstacles and the organization’s capacity to take on another change.

Interviews, surveys and workshops can reveal questions that may not be visible from a project plan alone. Document what you know, what remains uncertain and who needs to be involved.

2. Define the strategy and responsibilities

Set out the actions needed before, during and after implementation. The plan should identify:

• the change’s objectives and measures of success;

• affected teams and key stakeholders;

• decisions and responsibilities;

• communication and training needs;

• resources and timelines;

• how feedback and issues will be handled.

Make the schedule realistic. If several initiatives are affecting the same employees, account for that workload when setting priorities.

3. Involve employees and managers

Explain what has been decided and where employees can still influence the approach. Invite the people closest to the work to identify practical issues and help develop solutions.

Participation needs to be genuine. If a decision cannot be changed, say so clearly; then ask for input on how to implement it effectively.

4. Provide support and training

Different groups may need different support. Managers might need guidance for answering questions and addressing concerns, while employees may need demonstrations, practice time or updated procedures.

Support can include training and coaching, team discussions and access to someone who can resolve issues. Make sure people have the tools and time to use what they learn.

5. Implement, measure and adjust

As the change is introduced, check both whether the planned activities happened and whether the new way of working is usable.

Depending on the project, measures may include system usage, completion of a new process, employee feedback, service delays or errors. Review the results by team where appropriate. If adoption is uneven, investigate why before adding more communications or training.

6. Reinforce the new practices

After launch, update the procedures, roles and management routines that need to reflect the change. Recognize what worked, resolve remaining issues and make the new practices part of onboarding for future employees.

A post-implementation review can show whether the change achieved its intended result and what the organization should do differently next time.

What helps a change succeed?

Several practices make a plan more useful in day-to-day work:

• Visible leadership: Leaders explain the reason for the change, make necessary decisions and follow through.

• Honest communication: Teams hear what is known, what is still being decided and when they can expect an update.

• Manager involvement: Managers have time and information to support their teams.

• Attention to workload: The plan accounts for the work required to learn and adopt new practices.

• Useful feedback: Concerns are investigated and lead to changes where warranted.

• Follow-up after launch: The organization measures actual use and outcomes, not just the completion of training.

Make change workable for your teams

A transformation is complete only when the new approach works in practice and supports the goal that prompted it. That requires attention to employees’ experience throughout the project, as well as a willingness to adjust when the plan meets reality.

Mallette’s change management advisors can help you assess impacts, build a practical plan and support managers and teams through implementation.