Change Management: A Game Changer for Effective Digital Transformation

2021 ◽  
Author(s):  
Emmanuel Udofia ◽  
Buduka Stanley
Keyword(s):  
Change Management ◽  
Change Process ◽  
Business Processes ◽  
Oil And Gas ◽  
Digital Transformation ◽  
Sub Saharan Africa ◽  
High Rate ◽  
Management Process ◽  
Effective Change ◽  
Business Objective

Abstract Change Management is a process of adopting appropriate guidelines on how to manage change and meet the set business objective. Change Management could be extended into the realm of providing leadership for a group of persons or organisation alongside the path of change and embed the needed framework in actualising the set business target. Conversely, Digital Transformation could be described as the deployment of technology in a business process to amplify business benefits realisation that include fast decision-making, efficient business processes and significant reduction in risk exposure through managing the operational risk foot print. Failures of many Digital Transformation initiatives around the world is traceable to poor framing or complete lack of change management process embedment in the implemented digital solution, this paper aims at proposing effective framework for embedding orchestrated change process. Several research works show that worldwide there are high rate of project failures in most digital oilfield implementations. The reasons for such high failure rate in the solution of Digital Transformation is poor or lack of experience in change management in such projects resulting in poor framing of the change process that will ultimately assist in orchestrating the disruptions that accompanies the implemented Digital Transformation in different assets. This research based project will be reviewing how effective change management process was implemented in a digital solution by an Oil and gas operator in a field offshore in sub-Saharan Africa. Elements such as proper engagement of the workforce, defined business processes, clear business objectives and experience of the change agents in managing previous projects will be evaluated because these are components that has been identified as key reasons for failure of the change management process implementation in most digital initiatives. What companies need to do is to be strategic with the approach of implementation of digital oilfields transformation to ensure that the disruption brought about by the digital oilfields solutions are orchestrated through effective change management embedment. The effective change management process, when applied, shows that orchestrated technology disruption process is embedded which will ultimately not just lead to benefit realisation of the solutions but will assure continuous business improvement process, overtime. The result of this study, has shown that effective change management processes are beneficial to the effective embedment of Digital Oilfields Transformation solutions. Outcome of this study could form a reference tool for similar robust digital oilfields transformation, elsewhere.

Contemporary Change Management and Leadership in Local and International Businesses

2019 ◽  
pp. 405-430
Author(s):  
Aytaç Gökmen
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Labor Force ◽  
Change Process ◽  
Status Quo ◽  
Technological Changes ◽  
Current Position ◽  
Openness To Change ◽  
Effective Change ◽  
Future State

Organizational change is to transfer the organization from its current position to the desired future state. This process involves the differentiation of the activities, processes, structure, and targets of the organization. It is significant for an organization to decide where it is supposed to be in the future and to comprehend how to get to that new status-quo. Increasing globalization, fast technological changes, necessity of a well-trained labor force, changing social and demographic structures have intensified the competition and organizational change has become inevitable. The elements of an effective change process are openness to change, willingness of the personnel, flexibility, adjustment capacity of the business, optimism, and effective planning of change. The change process affects the organizations at structural, managerial, and individual basis as a result of the success of the change process.

scholarly journals Effective Change Management Process for Mega Program Projects

2015 ◽  
Vol 14 (1) ◽  
pp. 81-88
Author(s):  
Jin Young Cho ◽  
Dong-Youl Lee ◽  
Yong-Jun Lee ◽  
Min-Jae Lee
Keyword(s):  
Change Management ◽  
Management Process ◽  
Effective Change

scholarly journals 13 Organizations' Attempts to Become Data-Driven

2020 ◽  
Vol 11 (1) ◽  
pp. 1-21
Author(s):  
Mikael Berndtsson ◽  
Christian Lennerholt ◽  
Thomas Svahn ◽  
Peter Larsson
Keyword(s):  
Change Management ◽  
Change Process ◽  
Pilot Project ◽  
Data Driven ◽  
Management Process ◽  
Different Types ◽  
Developing Strategies

Becoming a data-driven organization is a vision for several organizations. It has been frequently mentioned in the literature that data-driven organizations are likely to be more successful than organizations that mostly make decisions on gut feeling. However, few organizations make a successful shift to become data-driven, due to a number of different types of barriers. This article investigates, the initial journey to become a data-driven organization for 13 organizations. Data has been collected via documents and interviews, and then analyzed with respect to: i) how they scaled up the usage of analytics to become data-driven; ii) strategies developed; iii) barriers encountered; and iv) usage of an overall change process. The findings are that most organizations start their journey via a pilot project, take shortcuts when developing strategies, encounter previously reported top barriers, and do not use an overall change management process.

Assessing the change process of Lean Six Sigma: a case analysis

2014 ◽  
Vol 5 (4) ◽  
pp. 423-443 ◽  
Author(s):  
Suriya Lertwattanapongchai ◽  
Fredric William Swierczek
Keyword(s):  
Change Management ◽  
Six Sigma ◽  
Change Process ◽  
Success Factors ◽  
Case Analysis ◽  
Lean Six Sigma ◽  
Project Design ◽  
Management Process ◽  
Content Type ◽  
Effective Combination

Purpose – This paper aims to present an integrative conceptual framework of Lean Six Sigma (LSS) as a project and an organizational change process. To assess the process, the LSS success factors are identified. Their impact on both project outcomes and people is determined. Design/methodology/approach – An in-depth review of success factors resulted in a set of indicators related both to the LSS factors and to the change process. A comparative case analysis of three multinational companies (MNCs) implementing LSS in Thailand is presented. The indicators were used to identify patterns in the cases related to effective implementation through content analysis. Findings – The case analysis showed that an effective combination of a strong LSS project design and a comprehensive change management process achieved positive impacts in business results, employee learning and job satisfaction. Practical implications – To be successful LSS cannot only focus on a good project design. Champions and key practitioners must also apply best practices in change management. Originality/value – There are few examples of the integration of LSS project design and the change management process in Asia. Additionally, the case analysis focuses on examples of MNC operations in Thailand. The research supported the importance of integrating change management and project management for success.

scholarly journals THE TRANSFORMATION OF BUSINESS PROCESSES IN CONDITIONS OF DIGITALIZATION OF ECONOMIC SYSTEMS

2021 ◽  
Vol 3 (27) ◽  
pp. 14-21
Author(s):  
Tetiana Gorokhova
Keyword(s):  
Business Models ◽  
Business Processes ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Point Of View ◽  
Economic Effects ◽  
Economic Systems ◽  
Management Process ◽  
Business Transformation ◽  
Methods And Techniques

The article considers to the aspects of identifying key directions that determine the successful functioning of an organization in the context of the digital economy development. The key areas of business transformation have been identified, allowing flexible restructuring of the company management process. Methods and techniques for assessing digital transformation in organizations that are tested for both quantitative and qualitative indicators have been considered. It has been proven that considering digital transformation is advisable not only in the context of studying business models in the development of digital technologies, but also from the point of view of what economic effects are achieved through digital transformation and how justified it.

International Experiences in Restructuring Road Sector

1996 ◽  
Vol 1558 (1) ◽  
pp. 99-107 ◽  
Author(s):  
Antti P. Talvitie
Keyword(s):  
Change Management ◽  
Change Process ◽  
Initial Conditions ◽  
Management Process ◽  
Development Path ◽  
The Road ◽  
The Core ◽  
International Experiences ◽  
Traditional Construction ◽  
Five Phases

An evolutionary continuum on which a modern and mature road administration develops is proposed. The five phases that appear necessary in this evolution are outlined: (a) the establishment of traditional construction and maintenance organization, (b) separation of client and producer functions, (c) separation of client and producer organizations, (d) corporatization or privatization of the producer organization, and (e) corporatization of the (client) road administration. The change management process—the framework process and its constituent cores— is addressed. The framework process is the flow of activities in change management when they move from one organizational phase to another. The core activities are those that the road administration must address in the change process. Both of these are discussed in detail. It is asserted that a quick reorganization of road administrations is neither possible nor desirable. The exact path to be taken depends critically on the initial conditions from which the road administration embarks on its development path.

CHANGE MANAGEMENT IN ECONOMIC SYSTEMS OF VARIOUS LEVELS

2020 ◽  
Vol 10 (9) ◽  
pp. 1991-2002
Author(s):  
I.L. Avdeeva ◽  
Keyword(s):  
Change Management ◽  
Business Processes ◽  
Organizational Transformation ◽  
Global Market ◽  
Economic Systems ◽  
Successful Implementation ◽  
Specific Situation ◽  
Management Process ◽  
Scientific Publications ◽  
Integrated Education

Successful change management in economic systems of various levels presupposes the adoption and implementation of management decisions, which makes a sufficient condition for obtaining the desired result and achieving goals, taking into account the resources at the disposal of integrated education. The change management process involves not only efficiency, but also the efficiency of resource use. The purpose of the study is to identify approaches and methodological tools for managing changes in integrated entities in the face of fierce competition in the global market. Since, in order to improve the efficiency of functioning, integrated entities must purposefully and regularly carry out changes in both business processes and the organization of their implementation. The article uses such methods as: content analysis of scientific publications; a critical analysis of the available approaches to the definition and study of the problems under study; comparative analysis and synthesis. The methodological basis of the study was the works of foreign and Russian authors devoted to the concept of change management in economic systems of various levels. It has been substantiated that the development of integrated formations is due to many factors. This is influenced by changes in market trends, increased competition, improved forms of ownership, functions and management methods. In the course of the study, modern models of change management were analyzed, and the list of tools given in the article is certainly not exhaustive, but the work presents the most common approaches and models today. It should also be noted that there are no universal tools, and the effectiveness of their use directly depends on how the applied method corresponds to a specific situation and the characteristics of the organization. It has been determined that integrated entities planning organizational transformation, first of all, need to focus on economic trends and challenges posed by both the global market and modern realities. It was revealed that the top management of integrated education lacks the appropriate competencies and skills that could contribute to the successful implementation of innovations and changes. As a response to the described challenges, it is necessary to develop a toolkit that would represent a comprehensive solution for the development of flexible skills among company managers, which, firstly, would meet scientific forecasts and together would form a unique model of competencies, and secondly, would contribute to improving the efficiency of the change management process in organizations.

Analysis of Different Change Types in the Management Process of an Organisation

2019 ◽  
Vol 34 ◽  
pp. 326-332
Author(s):  
Cristina Petronela Simion ◽  
Mirona Ana Maria Popescu ◽  
Olga Maria Cristina Bucovețchi
Keyword(s):  
Change Management ◽  
Change Process ◽  
Management Process ◽  
Process Of Change ◽  
Continuous Innovation ◽  
Operational Level ◽  
Development Change ◽  
Different Types ◽  
Transition Change ◽  
The Way

It is recognized that Change Management is a necessity in the current environment characterized by competitiveness and the desire for continuous innovation [3]. In order to answer these questions, the work begins with a secondary research of the different types of organizational change: change as development, change as transition, change as transformation, and then, by analyzing their particular characteristics, the risks associated with the process of change are identified the possible causes of possible implementation difficulties. Research results show that changing as a transition rarely involves adapting processes, existing tools, but rather replacing them with completely new ones (mergers, assignments, IT & C revolutions, etc.). One of the conclusions of this paper is that the success of a changing company depends not only on the way in which it is carried out, but also on the way it is maintained at the operational level during the change, so a complex management structure is needed. ensure the functionality of the company and supervise the change process.

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