Change management has become an integral part of an organisation’s infrastructure. However, in recent years, questions have been raised over where the change management responsibilities should sit and whether they are deserving of their own dedicated team or individual resource. We put this question to our experienced guest panel to understand their views on who should actually lead business transformation.
According to Dr Heidi Sundin, Management Consultant and ex-Chief of Staff at KPMG and Group Head of Transformation and Strategy at Coates Hire, business leaders need to ensure that the following key factors are considered when it comes to change management:
We used to see transformations take 3-6 years, now the same transformations take 18 months. We need to build our leaders to think about what is coming next and what disruption my business will see, Dr Sundin says.
For Dr Sundin, the role of a change manager is not to own transformation change, it is to bring people together so that they build connections to manage the change and become accountable for it.
Andrew Biro, Change Manager at Commonwealth Bank of Australia argues that ‘the difference between change instilled by leadership vs dedicated change managers is the execution. Unfortunately business leaders don’t have the time to dedicate to efficient change management. Although they don’t own the change, a change manager can drive the change to implement effectively across six months instead of 18.
According to Devi Rajcoomarsing, Senior Change Manager at Allianz, change is like changing the wheel on a bike while still riding it. In other words, her role is to:
When asking Jane Counsel, Principal Consultant, MBA facilitator and ex-Head of Diversity & Flexibility at Westpac, agility is an essential component for change and leadership.
It is critical that leaders buy into change by mirroring behaviours they want to see within the organisation while overcoming barriers such as: artefacts, mission statements/processes, underlying tactical assumptions.
Nathan Sri, Director of Workplace Strategy and Change at JLL sums up change in three principles:
Kurt Hunziker, Change Manager at BlueSeed explains that large organisations are complex systems andleaders are only one part of it. Change managers take the view that is a little external, with a broader picture in view and a specialised skill set and commitment.
Our role is to look at the system objectively by using all the parts to work with leaders to achieve change, Kurt Hunziker explains.
To be effective, change needs to be created and communicated by business leaders and implemented and driven by change managers.
Social media in the recruitment process
Many organisations look to social media to add another dimension to their recruitment and attraction strategies. However, despite their huge numbers of participants, social networks are still immature in terms of business models. A good social media approach begins with knowing where your target audRead More
How to avoid bad hires
Hiring the right person for a role is never easy — but dealing with the fallout from a bad hire can be even more challenging. We asked our experts to share the red flags to watch out for… A bad hire can be a significant financial cost for a business and in terms of morale and productivity the real cRead More
Five things to think about when hiring a manager
A managerial hire can be one of the most important and influential hires you’ll ever make and has the power to make or break your department, so it’s essential you get it right. A good manager should be experienced, dynamic, trustworthy and have strong leadership skills — but finding a candidate whoRead More
Come join our global team of creative thinkers, problem solvers and game changers. We offer accelerated career progression, a dynamic culture and expert training.