Change Management

Change management studies how organisations move from a current to a desired state, and why changes often fail to stick despite a correct plan. It is the general transition discipline that specific changes — technical, organisational, contractual — draw on.

FM's own change capability is an application of this discipline: a technically sound migration to a new provider or a new space concept only survives the organisation if change management, not only the project plan, has been carried out. Where leadership influences people's behaviour, change management supplies the structured methodology behind it (communication, sponsorship, resistance analysis).

• Who is the visible sponsor of this change, and is that sponsor credible to the audience?
• What resistance is expected, and is there a plan for it, or only a communication schedule?

• Kotter's eight-step model; Prosci's ADKAR model.

• A sourcing transition without an explicit change-management plan treats the human factor as an afterthought, when it often determines the outcome.

• Transition and mobilisation support

• Change-programme design for sourcing and operational transitions

• Regieorganisatie — managing organisation / intelligent client function

  Moving to a regieorganisatie is itself a change programme, often underestimated as 'merely' a contract change.

[Content pending]

The standards section arrives in Part 7.

• Change management reduced to a newsletter and an intranet page.

Evidence on which change models are actually predictive of adoption remains weak; most models are prescriptive in nature and poorly validated through comparative research.

• Kotter, Leading Change.