Change is good if done for the right reasons.  Change is endemic. Change is inevitable. Change is happening faster. So why do organisations often see the pro-active management of change as a ‘nice to have’ activity rather than something that is fundamental to their programme or project of work?

Organisations ignore change management and/or underestimate the effort required at their peril. Little wonder that many projects/programmes fail to deliver on planned benefits.

Successful change is dependent on a number of key factors - here are some of the more important ones:

• Clear vision/purpose and a compelling/powerful need for change described in a way that will resonate with staff at all levels

• Clear accountability for change, augmented by the appropriate authority and resources

• Preparing leaders for change; and having strong leaders who understand the importance of pro-actively managing change and don’t see it as a ‘nice to have’ activity

• A recognition that you need to understand the extent to which the business is ready for change - because resistance to change is natural and inevitable

• Identifying and empowering champions for change

• Clear division of responsibility between the programme/project team and the business managers responsible for preparing the business for change and realising planned benefits

• Dedicated resources to plan for and deliver change

• Simple to use but powerful and understandable media to communicate change