Within the realms of a digital transformation, the Organizational Change Management (OCM) group is an important player in the overall health of a program. They are tasked with multiple initiatives in order to be effectual in the successful implementation. They can be overlooked by some in their role, but let’s look at the simple layout of their positioning.

They are tasked with assisting program leadership (often in a PMO structure) with communicating both upwards to the C-Suite and Board, as well as cascading information down throughout the ranks of employees on the project, the vendors, and consultants. They are also tasked with communicating the goings on to the general population of an organization (and or company) of what might be transpiring, what will (or should be) coming down the pike, as well as the future state (what will be). Often taking into account the sensitivities and oversight of information flows that at times can be dizzying to even seasoned professionals.

The OCM group is also paramount in effectively communicating an organization’s (or company’s) culture, to ensure that what was built in the early stages (mission and or reason for being) is not lost or forgotten throughout the business transformation portions of the process. Also communicating how that mission and or future state of it will look and function to ensure better adoption from the whole organization.

In this consideration, there are three interwoven focal points. Company Culture, Corporate Culture, and Operational Excellence. More succinctly, a direct correlation of Customers, Employees, and the Operational Excellence that serves them.

Company Culture is the personality of a company. It DEFINES the environment in which employees work. Company Culture includes a variety of elements, including work environment, company mission, value, ethics, expectations, and goals.

The organization lives and grows by how it views itself, and what importance it brings not only to the market or industry but the community (both internal and external).

Corporate Culture refers to the beliefs and behaviors that determine how a company’s employees and management interact and handle outside business transactions. Often, corporate culture is implied, not expressly defined, and develops organically over time from the cumulative traits of the people the company hires. An organization’s Corporate Culture defines the basic principles, objectives, and values of its actions.

The how’s and why’s are often held within this vantage point, in order to better understand, be able to pivot and or catapult forward within the scope of customer service.

Operational Excellence is the execution of the business strategy more consistently and reliably than the competition. Operational Excellence is evidenced by results.

Digital Business Transformations are the challenging initiatives that define both the future state of an organization as well as how and why the organization will exist in that state.

A clearly defined (and well communicated) Corporate Culture practiced by the entire workforce contributes significantly to the satisfaction of employees and an organizations success in the market. Not to mention the happy customer base and those toiling away on the digital transformation program that will benefit them all.

In the end, the OCM team is not only a key asset, but also a KPI of sorts in measuring the interaction, and adoption of the program’s roadmap, efforts and eventual rollout. They shouldn’t be overlooked or underappreciated within the overall digital transformation picture.

At Platinum PMO, we welcome any opportunity to assist and guide your organization with the many aspects of large-scale programs or initiatives. Please, do not hesitate to contact us if can we be of help.

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