Sometimes, change is natural. The caterpillar changing to a butterfly, the tadpole changing to a frog – these types of changes happen all the time in nature. Yet, change in business can feel anything but natural. And it’s not just at your place of business. According to McKinsey research, “nearly 70% of change programs fail to achieve their goals, largely due to employee resistance and lack of management support.” That’s a powerful stat. It tells us not only that most change projects fail; it even gives us insight into why. It’s the people side of change.
Change is hard, but not impossible. Understanding how change works, considering how people will react to change, and planning a thoughtful roll-out are all ways to ease the burden of change. It’s a practice called Change Management, and for organizational change, it can be your key to success. It’s also important to recognize that not every change situation can be managed in the same way. An important first step in enacting change is to understand which type of change your change management project falls under. In organizations, change can be grouped into two broad categories – transformational and transitional.
Making an ECM implementation successful requires planning and attention to detail. The best way to create the right solution is to identify organizational goals and priorities. Learn how to manage a successful implementation in our free guide.
How Do I Know I Need Change Management? The funny thing about Change Management is that it’s one of those things that you probably don’t know exists until you need it. Yes, I know that’s an odd thing to say, but hear me out on this. With change management, here’s a very common scenario leading to awareness.
Here at AIIM, we believe that information is a business asset. Your information has the potential to help you digitally transform and understand, anticipate, and redefine experiences for your customers. But, information is a different type of asset. An asset like money is much more straight-forward because it’s easy to see its value and easy to understand. Your information is much different in that it needs attention in order to become an asset.
When the dominant terminologies to describe a problem change, there is often a corresponding confusion in the roles that individuals play. In the broader content space, we experienced some of this disorientation as the core language used shifted from “ECM” to “Content Services,” and then with the incorporation of “Content Services” into the broader framework of “Intelligent Information Management.” This same terminology disorientation has been true in the governance arena as well, with varying uses and interpretations of “Records Management” and “Information Governance.” The confusion has left some organizations asking, “Do we need Records Managers, or do we need Information Governance professionals?”
Before we start, let’s take a minute to address the big elephant in the room. You’re probably thinking, “Where are you going with this sales angle, Sean? I work with records and information, and my job is all about managing, protecting, and storing it. I don’t sell a thing!” Well, what we’re going to cover today will show you that you ARE, in fact, in the business of selling when it comes to Information Governance – it’s just a slightly different model than we’re all used to. In this selling model, we’re not exchanging goods and services for money; we’re exchanging ideas for acceptance.