I laughed out loud when I first saw this. Its so true, how the journey to a goal really happens.

As Change Managers we laugh, but this is a common truth, well, in many projects.

The need for the early entry of a Change Manager to consider all things ‘business readiness’ is developing. Sometimes it ‘because our competition has one’, or ‘well it made a difference last time, didn’t it?’

The need for early entry of a Change Manger is crucial for the success of transformational change activities; to maximise ROI, to realise benefits, to make business readiness happen, to raise the change leadership capability of the organisation, to leave lasting tools & techniques for future change success.

Change Managers are more than just ‘comms and training’, and have been for years, but in many cases the change management understanding, and change awareness of business leaders, is still immature.

So a key role of the Change Manager, whether arriving early or late, or on departure post-project, is to raise the awareness at the senior leadership level about the value added by structured change planning and the development of change leadership competency.
I’ve always believed that in every Change engagement I’ve been involved in I need to leave the organisation with more change understanding than when I arrived.

As a profession, I guess we need to have this purpose too.

It’s why I love what I do.