Why is Change Management so undervalued?

Picture this ...

You’ve been caught up in a terrible storm and the best you can hope for is to maintain headway and pray you don’t run out of fuel or get caught by a really, really big wave. In short, all you can do is batten down the hatches and try to ride it out. You don’t need Change Management for that but you do need a loyal crew. And if your first response to the storm is to toss some of your crew overboard those who are left just might abandon ship on their own. Unfortunately, they will most likely be the very ones you need to keep your ship afloat and they will take their know-how with them. Besides, payroll savings can be had without slashing staff.

This is another re-purposed article from a UAsk>IAnswer YouTube Channel (Video 60) which was in answer to a question that was asked via a LinkedIn post … "Why is it, during a program/project when timelines and budget are tight, that the first thing to get cut is Change Management. Why is CM undervalued?"

To set some context it’ll be worthwhile quoting a few comments from the original post with my views in italics:

• Often the PM also believes that they can execute the Change Management since it formed part of their PM training. Not realising that it is a science on its own … I never knew CM formed part of PM training!
• This will always happen unless project benefits realisation (including non-tangible benefits) are included on an executive dashboard and the sponsor, CEO is accountable for benefits delivery … but benefits delivery happens post go-live after the PM has finished.
• Unfortunately project reporting focuses more on ‘installation’ (project management) rather than on adoption (change management) hence CM suffers … I totally agree with this … this sounds like it comes from my PM vs CM webinar.
• Because OCM is not fully understood so it is not valued … again spot on.
• We need to focus on being perceived as true business partners (show understanding of & insights to larger business problems from a business leader POV) instead of just tactical change "widget" producers ... until CM is understood this won’t happen.
• One of the reasons IMO is that some project sponsors/owners still do not understand what CM is … correct as mentioned above.
• Our challenge is to move beyond the project-centric approach and to develop leadership in change to uplift our capability and to make "change everyone's business" … that’s a nice goal to have but I don’t think it will happen in my lifetime.

I think that’ll do for now because I’m sure you get my drift or rather their drift.

This next piece of advice comes from an article I found via Google called The Best Way to Sell Change to Management by The Centre for Sales Strategy 

Resistance to using Change Management in a project is generally due to one (or more) of three issues:

• Management isn’t aware of the situation
• They don’t feel the change is necessary
• There isn’t proper funding for the change  

In order to get results, the appropriate tactics need to be used for each specific case:

• If Management is Unaware … if upper-level management is removed from the day-to-day issues your department sees clearly, you’ll need to paint a clear picture of exactly what the problem is and the effects the problem is creating.
• If Management Doesn’t See the Need … once you’ve painted a picture of the problem, if management still doesn’t see the need for change, connect the problem with the bottom line. Show what your proposed change would mean to revenue or profits. Use real statistical information. The more the numbers speak, the more it will help.
• If There’s No Funding for Change … start by demonstrating the financial value of your proposed change. If you can show that your change will pay for itself and generate ROI to boot, you’ll find your idea much easier to sell. Additionally, look around at ways to reduce costs. 

Selling change to management can be daunting, but it is essential for any organization looking to stay ahead of the curve. The best way to sell change to management is to present a clear and compelling case that outlines the benefits of the proposed change and addresses any concerns or objections that management may have. Effective communication, collaboration, and a focus on the long-term vision are key to successfully selling change to management. By adopting a strategic approach and emphasizing the positive outcomes of change, organizations can build a culture of innovation and drive continued growth and success.

These, kind of mirror some of the stuff I mention in my Video 08 on my UAsk>IAnswer YouTube channel (my most viewed video to date) which answers the question” For companies that focus purely on Project Management, how do you convince them that they should adopt Change Management as well?” or another way of putting it “How can we prove that change management is worth the investment? An important question when you consider:

• Change Management capability is no longer a nice to have because it has gone from a novelty discipline to a well-accepted area of executive education in its own right.
• The business environment continues its rapid evolution, driven by new technologies and globalization so change is imperative.
• Change requires constant reinforcement, hands-on leadership, and a courageous mindset that even if plans don’t go as intended, you will get back up and try again, having learned from your mistakes.
• Leaders and budget holders need to extract their heads from the sand and realise that Change Management is the key to success not just delivering to time, cost quality and scope.

Why not take a listen ...

Just to reinforce the need for Change Management in projects I ran a survey in 2021 which was a repeat of a previous survey done many years ago that asked two questions (respondents were a mix of Project Managers and Change Managers):

So what does that tell you?

What it tells me is that organisations Change Management is often ignored because it is often viewed as a “soft skill” that is not as important as other, more technical aspects of running a business.

Additionally, many people are resistant to change, and may not see the value in investing time and resources into Change Management.

Furthermore, Change Management can be a complex and time-consuming process, and some organisations may not want to take on the additional work and responsibility that it involves.

Finally, some organisations may not have the necessary expertise in Change Management, and not know how to effectively implement it. It’s time to reconsider your priorities I think. 

Agree? Don't agree? Have something to say? Just ...