hacking change management

Volatile challenges require non-traditional techniques

There are many times in life and business, especially when undergoing big change, when traditional methods no longer cut the mustard. All hackers leverage techniques, whether sinister or benevolent, that garner rapid and disruptive results. In organizational change management, rapid and disruptive are the names of the game.

Together, we’ll look at some examples of when my teams embedded “hacking” techniques into a transformation or project as part of our Organizational Change Management (OCM) processes. We see that when the transformation, or OCM, leader becomes the lead hacker and champions the use of nontraditional techniques to lead change, we were able to rapidly pivot, overcome volatile challenges, and reach the desired state of operations quicker.

Real-world client examples inside Hacking Change Management Ebook:

  • One client’s attention had been stolen by competing priorities and an overemphasis on desired outcomes – instead of defined objectives – and needed to be reclaimed.
  • Another was micromanaging, expending too much energy fighting human nature. They learned they needed to allow their people to own certain challenges themselves.
  • A financial services organization with 2.5k employees missed a few transformation red flags, including not embedding the OCM teams with the delivery teams, and neglecting to create an end-to-end view of the value stream.

About the Author

Kevin Smith is a Lead Consultant with Impact Makers. He has a proven track record of successfully creating and implementing governance structures related to Transformation, Project/Program Management and Organizational Change Management. Kevin has robust experience in managing multimillion dollar transformational and core programs while managing resources across multiple disciplines and geographic proximities.

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