Executive sponsors understand how critical planning for change management in advance is key, elements to include in a successful and effective executive support plan for utilities Organizational Change Management (OCM) are below:
• Establishing a change management strategy and framework.
• Identifying and coaching change champions across and at all levels of the organization.
• Advocating for training sandbox access to new systems and functionality, with the aim to demystify the new features and support better adoption and proficiency at ‘go-live.’
• Encourage post-go-live support for supplemental training and skills development.
• Insist on training activities that use real data (not mocked up data), have a full complement of job-specific procedural documentation vs. functionality-based training.
These are common approaches to help organizations deliver business value from newly implemented systems, technology, and processes. For most utilities, it is easy to deliver a new system/technology but it is hard to deliver one that users will use effectively, efficiently, and consistently. In other words, change management is about delivering user adoption, user proficiency, and business value.
In the utility sector, companies often struggle to follow through with the change management program they initially had success with. Why is this? Good intentions and early planning in the program quickly meet the realities of constrained budgets, resource limitations, and time pressures. Unfortunately, the intangible, though important, components of well-executed change management activities are often the first casualties in sustained operations.