Marg Business Transformation

Marg Business Transformation

What is Enterprise Change Management?

 

Enterprise Change Management

 

Many organizations are applying change management to specific projects and initiatives. The most innovative organizations, however, are looking beyond project-by-project application and asking: how can we develop an enterprise-wide change management capability? Since 2005, Prosci has undertaken research and development to address this question. The result is Prosci’s research, tools, and offerings for Enterprise Change Management (ECM).

 

 

Defining ECM

First, let’s get clear on what ECM means:

Enterprise Change Management is the systematic deployment of change management skills, tools and processes throughout an organization.

The goals of ECM are to:

  1. Improve the utilization of human capital
  2. Ensure all projects deliver people-dependent ROI
  3. Mitigate change saturation and its detrimental effects
  4. Instill organizational agility and the ability to respond to increasing amounts of change
  5. Create competitive advantage

Ultimately, ECM comprises three main components:

  1. A common set of processes and tools for managing change
  2. A leadership competency at all levels of the organization, from supervisors to senior executives
  3. A strategic capability that enables the organization to be agile, change ready and responsive to marketplace changes

ECM is not one-dimensional. It is not just offering a training program on managing change, nor is it just hardwiring readiness assessments into your standard project methodology. It is not just a culture that embraces change.

Enterprise Change Management requires a holistic perspective of what it really takes to change the way your organization anticipates, implements and succeeds with change.

Creative work of business team

 

1. Common processes and tools

Many processes exist for managing the people side of change. While your organization can be successful using any one of them, it’s beneficial for the entire organization use a common approach. Regardless of the approach, an effective Enterprise Change Management process should:

  1. Initiate when a new project or change is introduced, and not well into the project lifecycle or during the implementation phase
  2. Integrate with project management activities and present as a unified front for deploying change, rather than being an add-on
  3. Allow you to create a common language for change, so that people in roles across your organization share an understanding and vernacular when discussing changes

2. Leadership competency

Change management skills are evident in all parts of the organization. While individuals can often apply change management (as a tool to make a project more successful), ECM requires change management competencies to permeate all levels of the organization. Although organizations differ, the following groups generally need to understand what change management is, know why it’s important, and be able to develop their own competencies to effectively engage in change:

  1. Senior leaders
  2. Project leaders and team members
  3. HR, training and organizational development professionals
  4. Managers and supervisors
  5. Front-line employees

When an organization builds change capability, the individuals in that organization consider “effectively managing change” to be one of their job responsibilities. They understand their unique role and fulfill it when changes happen.

3. Strategic capability

Treating ECM as a strategic capability allows you to create a competitive advantage for the organization. Change management is a critical component of organizational agility. As organizations tackle more and greater change today than ever before, the ability to react quickly and efficiently is critical for success.

What This Means for You

With the structural elements (processes and tools) and human capital (skills and competencies) in place, organizations can truly set themselves apart. Organizations that build change capability have a higher capacity for change and can implement changes more quickly than their competitors. Building ECM, however, requires intention and focus.

 

Download the eBook, "6 Tatics for Growing Enterprise Change Capability."

Sudeshna Roy Basu

Co-Founder & CEO

Industry Experience: Held positions in Strategic Finance and Business Finance (F&A) at Intel, Bangalore, and Glaxo SmithKline, Gurgaon; Chartered Accountant from Kolkata Spearheaded the formation and set up of Marg as a training and consulting organization since 2007. Marg team delivers training and consulting in the areas of soft skills, Finance, and MS Office across all levels of management. Her present responsibilities in Marg include formulating and implementing strategic goals and objectives, Marketing, Business Development, Finance, and HR. Currently, Marg Business Transformation is the authorized affiliate of Prosci Inc (world leaders in Change Management) in the Indian subcontinent. Marg provides change management certification, enterprise training, and advisory services in the field of change management. Emergenetics and Human Synergistics are also couples of global offerings which have been added to the portfolio. Under severe competition, cost challenges, economic scenarios, and pandemics she has enabled Marg to get a niche share in the training market in India ably managing a team of highly professional and experienced trainers and a fast-paced business development team. She is also responsible for future market expansion and getting Marg to the trajectory of growth. Her experience in business finance (management accounting ) roles (at Intel and Glaxo SmithKline) was mainly around annual planning of business, product and promotion strategies, ownership of the brand and product PnL, product launches, pricing, leading short-term and long-term revenue/margin analysis by product/brands/customers, establishing controls frame for sales and marketing groups, transitioning finance roles from other geographies to India, driving decisions of greenfield sites which formed the basis of taking up the challenge to start up an organization.

Jemimma Flora

Head Operations

Hey 👋 I am Flora, Head - of Operations at Marg. Marg found me 6 years ago and the journey still continues to engage and bring the best out of me. I resonate and connect with the Marg values of Integrity, building a fun workplace, and enabling a great learner experience. Leaders at Marg believe and strive to make our workplace engaging, a culture of continuous learning, and enabling everyone to be great leaders at work. I am a big foodie, an avid traveler, and love spending time with loved ones over a good meal or some intense board games. I am passionate about the people I work with and constantly finding ways to tap into their strengths and work on opportunities - enabling holistic people development and a great workplace.

Bharathi R

Training Enablement Manager

Hello 👋🏼, I am Bharathi, Training Enablement Manager at Marg. After having spent 10+ years in various departments across the Banking industry, I am now part of the operations team. What I enjoy the most in Marg is that we strive to do better each day. We capitalize on our team’s strength and put the experience of our clients at the forefront. 

When am not working, you will find me spending time with my close ones either traveling or watching a movie. I am a yoga freak and do my best to volunteer for various causes whenever I get an opportunity.

Usha Salian

Business Development Manager

Usha comes from a background of business development, sales, and strategic management over 10+ years. Starting out her career in the insurance space, Usha progressed towards business development in the B2B events space and has handled projects across India, Dubai, Saudi Arabia, Qatar, Kuwait, Bahrain, Kenya, South Africa, and the APAC region.

With us for over a year, she now aims to make an impact in the corporate development space, changing the way organizations function through handling our flagship Prosci Change Management. In her own words, she says “Working with Marg has been a fantastic and pleasant experience, were

management doesn’t hesitate to trust you with bigger responsibilities and encourages you to grow always.”  

Leading by example, Usha has remained at the top of most performance indicators within every organization she has worked, from sales generated to metrics of effort such as highest outreach, call

time, or quickest conversions. She is an ardent believer in work-life balance and has showcased equal

attention to other areas of her life, such as fitness, holistic living, and maintaining a positive lifestyle.

The quote, “Hard work beats talent” doesn’t mean a lack of talent in her case, but attributes to her quality of being relentless, when given a task to perform, or target to achieve. Hence if it’s one quality, among many that shine from her, it’s simply her undying work ethic. In her spare time, she engages in Drama and Theatre

K Krishnamurthy [Krish]

Head MARG Consulting

With over 25 years of experience in the industry (Operations, Private Equity, Consulting, and Corporate finance), Krish leads Consulting at Marg.

His focus on Change management has helped many clients develop Change Capability, deliver complex projects, as well as support leadership development in that area. He holds an Experienced Practitioner qualification from Prosci and is also a Prosci Advanced Instructor. He is also a Certified Change Management Professional™, a sought-after Change Management credential, issued by ACMP.

Krish is also an Accredited Practitioner of Emergenetics – a research-based profiling instrument that addresses thinking and behavior styles. His experience in application of this tool is in supporting Leadership [individuals as well as teams] in self-awareness and subsequent coaching.

Lastly, with Marg developing solutions for organizations to address Culture, Krish is an Accredited Practitioner of Human Synergistics assessments that help develop and deliver changes to Organizational Culture, Effectiveness, as well as Leadership behaviors and impact.

He leverages his leadership experience across Indian and global organizations to help deliver results in these areas. His industry experience (has headed Business Lines, as well as Operations, Finance, and HR) has helped him in devising 'Practical' solutions suited to companies of various industries. His prime areas of expertise include Change Management, Culture Change, and Leaders/Leadership Teams Development (Senior Management).