This is a tale of two regions within one organization: both with the common goal of developing enterprise organizational change management (OCM) capability, but each with their own approach, and vastly different end results!

“You can’t build a great building on a weak foundation.” – Gordon B. Hinckley

Like the strength of a house is dependent on the foundation upon which it is built, the stability, strength, and ultimately success of an organization, are dependent upon its cultural foundation. For an organization and its employees to be the most successful, a culture that merely supports diversity, equity, inclusion, and belonging is not enough. Rather, diversity, equity, inclusion and belonging must be the cultural foundation upon which the organization is built.

Often when speaking with fellow seasoned organizational change management (OCM) practitioners, the question is raised, “Is digital transformation really something new? Does it require a new OCM approach?”

As organizational change management (OCM) practitioners, we are accustomed to looking through the lens of our clients while helping them navigate change. We know that while sometimes our clients do change well, other times it is messy. However, what happens when we ourselves as professionals and as individuals experience unexpected change and are struggling to move forward?

Innovation. Collaboration. Passion. Too often company’s values are defined by these rather “generic” North Stars that most companies would want included as part of their cultural and brand definitions. But values such as those are now table stakes. It’s a new day, and time for companies to deeply examine who they are, who they want to be, and the behaviors that will get them there. In the New Normal, will your brand shine or cling to the old way of doing things at the risk of getting left behind?

The remote work environment disrupts the old “butts in seat” management style. For many managers, the inability to see their employees every day will be a new and perhaps challenging experience. I recently had the opportunity to chat with Tori Tipton, an experienced organizational change management and HR consultant, about her workplace strategy experience, helping managers to transition their teams from traditional workspaces to agile work environments.

Organizational change management consultants are known to quote the Greek philosopher, Heraclitus, “The only thing that is constant is change.” This sentiment could not be more true for organizations right now. If we were able to fast forward 12 months into the future, I bet most companies will not look the same as they do today. Are CEOs and leaders prepared and equipped to navigate their organizations through these changes?

Our client, a Fortune 500 utility company, implemented Autodesk Inventor to introduce new design system capabilities and build the foundation for future process automation. ChangeStaffing was engaged to provide organizational change management (OCM) support. We recently sat down with one of our consultants, Ricky Mathis, to discuss the criticality of process work to the success of this seemingly simple software upgrade.

Many of our consultants recently transitioned to remote organizational change management (OCM) support of their clients for the first time, while others have been supporting their clients from afar for a long time. We reached out and asked them to share the top critical success factors for providing effective remote organizational change management support.

The transition of millions around the globe from office settings to working from home, has left many wondering if the old way of working is dead and gone. What does the new normal mean for organizational change management (OCM) practitioners? Can they continue to add value in a remote capacity? I recently sat down with one of our consultants, Tori Tipton, an experienced OCM and HR consultant, to discuss potential challenges of providing OCM support from afar.

Most organizational change management professionals can relate to this…your client asks, “Can you make these slides “pretty?” How do you react? Are you offended? Too good for this? That’s not your job? Don’t be too quick to say no, or you might just lose out on a great opportunity to do some real change work.

When discussing potential organizational change management (OCM) assignments with candidates, nine out of ten times they ask, “Is there an opportunity for remote work?” While the majority of our clients welcome flexible work arrangements – such as working from home one day a week, or a reduced travel schedule – we find that far fewer are open to truly remote organizational change management support.