To achieve our goals, we need to manage change. Bringing a process from an AS-IS scenario to a TO-BE one means helping people from different departments move from one way of working to another, and this can cause stress and resistance.
We know that the best way to address this issue and facilitate change is to know the fundamentals of change, which have been widely studied in literature (e.g., Kotter framework or ADKAR). Having led and experimented with these techniques in the field, we know how to make things happen successfully.
To bring effective Change, we also need collaboration from various corporate levels: process owners, SMEs, and sponsors. That’s why we identify change leaders or project change agents who are crucial in unblocking bottlenecks and helping the project move forward when things get difficult.
We were born change agents, starting change wherever we go, but we became change managers because we wanted to be able to bring change to its completion. Change is a process, and as process experts, we know how to get through it the right way.