At Razorleaf, we believe strongly that Organizational Change Management (OCM) is a critical element in the success for PLM system adoption. Our consulting team has observed more than one implementation going sideways due to a lack of user acceptance of the technology and/or new processes in an organization. That’s why this coming year we will be covering this topic in more detail. We will be sharing tips and best practices. All too often OCM is something left out of an implementation plan, or is something an organization *thinks* they are doing, but do not fully embrace all the pieces needed to be successful.
In 2022, Jen Ferello, started up an article series on OCM. In case you missed it, here are the articles:
A Formula for Change
There is no argument that product development is strategically important to the financial performance and even the survival of manufacturing companies today. Both the pace and complexity of product development has accelerated to the point that even a one percent reduction in the time to market can translate to major financial benefits. Properly implemented, PLM is a technology that connects product development more closely to the voice of the customer, enables information and data to flow more freely between disparate functions and ensures the traceability and accountability today’s growing list of regulations require. With so much violent agreement that PLM can facilitate lower production costs, as well as accelerations in new product designs and launch schedules and engineering cycle times, why is success so elusive? Read the article
Is Dissatisfaction a Good Thing?
In this article, Jennifer builds on her last article on Successful Change and discusses the concept of Dissatisfaction as a motivator for change. To lead an organization through change, you must first begin by admitting there is a need for change. Ironically, one of the biggest obstacles to recognizing the need to change is a success. A successful organization can very easily become complacent. Patterns of behavior and thought become codified and the organization, focusing on its success, becomes unable to accept new ideas or develop new insights.
The inevitable decline in performance, denial that it’s happening, and search for blame can shift focus further from customer input and exacerbate the cycle. We have only to look at the lessons of Kodak, Blockbuster, Sears, and others. Of the companies listed on the Fortune 500 in 1955, only 10% are still there. At the current turnover rate, about half of today’s S&P 500 firms will be replaced throughout the next 10 years. Read the article
The Role of Creative Leadership in OCM
In this article, Jennifer explains how creative leadership is an important quality in those responsible for OCM projects in their business. Without leadership to channel the potentially powerful forces unleashed, companies run the dual risk of the energy dissipating or much worse, burning uncontrolled. All organizations, particularly those seeking to undergo dramatic change, need leaders who can inspire others by communicating their vision of the future and motivate and encourage followers to keep pushing forward. Creative leadership values independence and innovation from everyone on your team and encourages all employees to present their ideas in meetings and help you think through various challenges. It can tap into the “good” dissatisfaction we cultivated last time around and take advantage of the solutions it created. And, because creative leadership is both empowering and decentralized, it is much easier to disseminate new ideas, new beliefs and new ways of thinking until reaching a point in the change management process where the momentum of change becomes a powerful, enabling force of its own, a tipping point, if you will. Read the article
More articles will be posting soon You may want to bookmark this page, as we will keep this page updated as a resource when new articles are added.
Contact us and learn more about our approaches to successful OCM.