Change management Prepared by Kudashkin Danila

Change management is a systematic approach to dealing with the transition or transformation of an organization's goals, processes or technologies. The purpose of change management is to implement strategies for effecting change, controlling change and helping people to adapt to change. Such strategies include having a structured procedure for requesting a change, as well as mechanisms for responding to requests and following them up.

Digital and nondigital change management tools can help change management officers research, analyze, organize and implement changes. In a small company, the tools may simply consist of spreadsheets, Gantt charts and flowcharts. Larger organizations typically use software suites to maintain change logs digitally and provide stakeholders with an integrated, holistic view of change and its effects. Popular change management software applications include: 1)Change Gear Change Manager (Sun View Software): change management support for Dev Opsand ITIL automation, as well as business roles. 2)Change Scout (Deloitte): cloud-based organizational change management application for evaluating sea changes, as well as incremental changes. 3)Change Manager (Giva): a cloud-based, stand- alone IT change management application. 4)Fresh service (Fresh works): an online ITIL change management solution featuring workflow customization capabilities and gamification features. 5)Remedy Change Management 9 (BMC Software): assistance for managers with planning, tracking and delivering successful changes that are compliant with ITIL and COBIT.

1)Strategic Change 1)Strategic Change 2)Structural Change 3)Technological or Process-Oriented Change 4)People-Oriented Change

1.Strategic Change 1.Strategic Change Strategic change refers to a change made to important features of an organization's business to mitigate new threats or leverage new opportunities in the market. This type of change affects the organization's strategy and various other components. It could be something small like a change in management style or something large like a change in its overall ideology. When the current strategy is no longer suitable for the company's situation, strategic change can be implemented to improve an organization's strategy. Implementing a new strategy in the organization is expected to have a cascading effect on the entire organization and influence the company's overall performance. Strategic change helps companies stay competitive in the market.

2. Structural Change 2. Structural Change Structural change refers to a change in organizational hierarchy, chain of command, management systems, job structure, or administrative procedures. A merger is the most common cause of a structural change in an organization. For example, let's say Company A decided to merge with Company B, and as a part of that merger, many changes need to be made. Job functions need to be realigned to fit the new organization's structure, new policies and procedures need to be implemented, duplicate departments need to be eliminated, employees may need to be relieved or reassigned to new positions, managers may acquire new employees, new departments may need to be created, etc.

3. Technological or Process-Oriented Change 3. Technological or Process-Oriented Change These types of organizational change are related to changes in technologies that the business uses or the processes it follows. This could be the introduction of new software or system. Organizations may re-engineer processes to optimize workflow and increase productivity. Technology or process-oriented change relates to how an organization runs its operations and the technology and processes, assembles its products, or delivers its services. Digital transformation and innovation are rapidly changing the business landscape, and organizations are finding new ways to improve their business processes by leveraging new technology and frameworks. This has drastically increased the need for technology-oriented change.

4. People-Oriented Change 4. People-Oriented Change Employees are the main propagators of change, and they are involved in every step of the process. However, people-oriented processes refer to changes in the skills or performance of employees or the process of hiring new employees. People oriented change requires transparency, communication, and effective leadership. It may involve changing how problems are solved in the workplace, training employees to acquire new skills or knowledge, or bringing new hires to the organization. The change managers must effectively communicate the benefits of the change to the employees to get them on board with the process. If they fail to do so, employees will resist the change.

Change management challenges Companies developing a change management program from the ground up often face daunting challenges. In addition to a thorough understanding of company culture, the change management process requires an accurate accounting of the systems, applications and employees to be affected by a change. Additional change management challenges include: 1)Resource management 2)Resistance 3)Communication 4)New technology 5)Multiple points of view 6)Scheduling issues