"Culture eats strategy for breakfast." - Peter Drucker

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It won't matter how technically robust or comprehensive your plans are if you can't inspire your people to execute them. 

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Organizational Change Management (OCM) is perhaps the most complex element of any major enterprise-level technological or strategic transformation. Effective OCM, while requiring the ability to fundamentally connect on a personal level with your team, is not a “soft skill”. Modus has learned through first-hand experience that leaders cannot figure out the approach for OCM on the fly or hope the realization of change will just eventually start to materialize if you assign your best “people person” to lead it. It is not a side-job or a part time effort and many well-designed deployments of new technologies, methods, processes and tools have failed because they did not win the hearts and minds of their greatest asset – their people.

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There can be no realization of change without proper planning that recognizes the unique aspects of your culture and organization - hope is not a plan.

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OCM is - by itself and by definition - a complex project with the target of effectively modifying or transforming your organization to do something innovative, different, or completely novel. It should be treated like a project with a proper scope definition, an implementation schedule, a budget, a managed risk profile and effectiveness measures. Beyond the complexity of OCM, it is also complicated because it involves the active involvement, effort and integration of many human beings at many different stages of their careers, each with unique motivations and large variations of professional and personal goals.

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Whenever an organization is undergoing substantial change, they must proceed with the mindset that you can buy people’s time but you cannot buy their commitment. Commitment is earned through trust and clarity of an end state vision; and the more complex or revolutionary your organizational change is, and the more people it impacts, the more simple and straight-forward the approach must be.

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