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Organizational Change Management: The Critical Link to Digital Transformation In the Hybrid Workplace

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Organizational Change Management: The Critical Link to Digital Transformation In the Hybrid Workplace Overview

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With the hybrid office established as the undisputed norm in the post-pandemic world, businesses are in the throes of massive digital upheaval. Technology solutions to support Unified Communications and Collaboration (UC&C) are being rolled out as swiftly as possible to maximize employee productivity across the new hybrid environment. But the right technology does not automatically guarantee employee productivity. Instead, companies reliably see productivity solutions adopted and sustained only when technology is coupled with effective Organizational Change Management (OCM).

Prosci, a global leader in change management, reports that businesses with excellent OCM are an astonishing 6X more likely to meet or exceed their project objectives than those with poor OCM practices. They are also 5X more likely to stay on or ahead of schedule and 2X more likely to stay on or under budget.1

Digital agendas vs. The human factor

The tremendous Return On Investment (ROI) of OCM is the result of addressing the human factor within digital transformation. While companies have digital agendas and want to digitize their workforces, their employees’ digital dexterity and motivation to change vary widely. Some employees are eager adopters, whereas others resist new technologies. A portion of employees can readily figure out how to use new technologies, while another segment cannot do so independently. One group of employees might be motivated by the clear benefits of the latest solutions. In contrast, another group may not see any value in the transition. There are also other considerations. For instance, the needs and responsibilities of division managers faced with digital change are different than the needs and responsibilities of the people they lead. When enterprises roll out new technology and fail to consider the human factor, they do not see the expected cost reductions or productivity improvements they anticipated and counted on. Prosci explains that this results in “redesigning, reworking, revisiting, redoing, retraining, rescoping, and in some cases, retreating.” These words certainly do not describe the desired course of a digital initiative.

Having a robust OCM process with all of the embedded resources and ancillary activities that entails is critical to motivating end users and helping them become digitally dexterous. This is true whether speaking of hourly workers, supervisors, middle management, or the C-suite. Helping end users successfully navigate change is what OCM is all about.


1. Prosci, Best Practices in Change Management – 11th Edition.