Enterprise 2.0 Change Management Part 2
Further from my last discussion on Enterprise 2.0 change management post, I would like to add that change managers do not have an easy job. They deal with people and some levels of technology. Their job is to make sure that people knows how to use new technology and make sure they use it the right way together with training, strategy, software releases and managing people different different agendas within the organisation.
Having said this, any good change manager (at least the ones I see around me) has excellent grip of the concepts and implementation of change management. However, in enterprise 2.0, one of the requirements is to engage the c-level people and they have to set an example to use the system, support by providing content and “evangelise” the goodness. Alot of people can’t see the benefits up front but once they start using it, they’ll get it. So how do you get the c-level people engaged in such kinds of implementation.
I believe that change management must be engaged right from the start of the strategy and planning of enterprise 2.0 projects. Benefits and projected strategic outcomes must be communicated well to c-level folks. They need to understand the roadmap very very well and they must also be well-informed of their “to-do” list when the system goes live. A strategy is useless if people do not know how to get there. They must be able to map the execution plan to the strategy to the high level objectives. Someone in change management has to do this, ensure communication is done the right way and people’s comments and feedback are being address promptly and everyone is on track to me culturally and mentally prepared for such a system.
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