I recently ran across a nice article describing the differences between Organizational Change Management vs. Organizational Change Leadership. The key themes between the differences are represented below:
Platinum PMO’s role within most digital transformation projects cover both sides of the equation. I like to think of us as “mind and muscle” behind great change management methodology, planning and execution, as well as, thought leadership and advisory around change leadership.
On the change management side of the equation we traditionally provide several team roles to help with the methodology, planning and day-to-day execution of your digital transformation: OCM Manager (Architect responsible for managing the OCM and Transformation initiative), Knowledge Transfer Agents ( Develop and execute the Knowledge Transfer Plan) — This is an EXTREMELY IMPORTANT component of a Program, Organizational Design Liaisons (responsible for defining what your new organizational structure will look like), Change Leads (Identify and mobilizes a network of change agents to act as liaisons between project leadership and target stakeholders).
I feel though that our key differential is providing that thought leadership/consulting/guidance on Change Leadership. We firmly believe, and put into practice, that effective Change Leadership MUST come from within the organization we are advising, and that Transformation Advisors (thought of as Executive Coach for the client) play a key role in accomplishing this.
Transformation Advisors are those executive level advisors responsible for preparing the organization’s executive members for the transformation that is about to occur and the accountability within that transformation. They work with Leadership to maximize capabilities and or impact the organization. They focus on Role Modeling to ‘right’ change behaviors, while ensuring that leadership reassures employees on future state and the benefits of the changes. Leadership Development Initiatives are given to executive counterparts.
For most Programs, the Transformation Advisors are not on a full time position within the project scope. Depending on how the Program Structure is built, there are some additional duties that the Transformation Advisor can take on (or you might have a separate team perform them). This is as your Benefits Realization Lead(s).
The Benefits Realization Lead(s) is responsible for building out original benefits case, identifying tangible benefits, bench marking historical benefits obtained from like organizations against the benefits that your organization is capable of gaining, defining potential Benefit Owners within the organization, to working with Organization Leadership in defining post project change and ensure they are committed to delivering those defined benefits. They also will establish how future benefits will be measured. They work with Business Process teams, ensuring there are mechanisms designed into the processes and software to quantify and measure the benefits identified. Lastly, they work to Track the benefits and assist Leadership to fine tune various approaches to maximize those defined benefits.
Of course, this is a high pass overview of the typical roles and activities within a digital transformation project/program. For a more detailed discussion, please feel free to contact us directly.
