Projects and programs can critically depend on users learning new tools or adopting new processes to be successful. However, project failure increases exponentially without an effective organizational change management plan, especially for significant transformational changes (for instance).
The root cause of this problem often stems from a lack of accountability for change management success: who in the organization is accountable for changing user behaviours? Since there is no other identifiable OCM leader within an organization, it falls upon a PMO- as the focal point for facilitating successful outcomes across multiple IT departments-to step up and assume that role.
As part of your organizational leadership responsibilities, you need to craft an implementation strategy around OCM practices that will ensure completion and positive impacts among stakeholders; you can do so by amplifying existing efforts with additional funding streams such as training initiatives.
Many change initiatives fail due to a lack of stakeholder adoption. This is because project planning tends to focus on technology and neglects the cultural, behavioural, and organizational factors that inhibit user adoption; accountabilities for managing change are often not clearly defined in advance.
There is a tricky balance between empathy and confrontation. Providing people with what they want to persuade them means being empathetic, but it will also require confronting the issue or topic if promises are not kept. The critical point is that persuading people requires soft approaches for those who do not like conflict and hard ones when necessary to ensure trustworthiness and maintain momentum towards an outcome.
"Change" is an increasingly normal thing to happen in the world. While this normality may help make people more open to change, it also means that specific changes need to be planned and managed with care. To prevent volatility or instability, transformation and continuous improvement are also required.