如果没有变更管理，你能实现转变吗？

Thinking about all the procurement transformation advice, theories, presentations, roundtables and panel sessions we’ve witnessed during this year’s conferences and events season, and with more on the subject set to feature in many upcoming events, we thought we’d discuss the topic with one of the leading experts.

We talked to Nital Hooper, Senior Manager Consulting, from consulting and outsourcing firmServita关于将变更管理纳入业务转型计划的角色和结果（与否）。

Her view is simple: “As Sinatra would say,” she said, “you can’t have one without the other.”

Although, she concedes: “Change Management is often seen as the fluffy part of transformation - the love to the marriage of vision, strategy and IT.” But she warns: “Usually we see no investment in change management, or when we do, it’s embraced half-heartedly. Change is a full-time job.”

如果我们不认真对待变更管理怎么办？

“除非改变管理是完全融入的，否则它将不起作用，”她肯定。“由于竞争优先事项，缺乏员工和领导信仰，因此转型项目将受到延迟和升高成本。受到变化影响的人必须具有信念和买入计划，福利和组织愿景。“

谁应该“自己”改变管理 - 它在哪个组织内坐在哪里？

“项目经理管理利益相关者。那是他们的工作 - 对吗？那么，当然这个问题是他们的和他们的独自一人？错误的。目睹了这一对整体项目质量和速度的影响，我认为责任更广泛 - 它需要超越立即报告线。变更管理需要更广泛的更广泛的照片。

改变管理应为任何项目和计划是一个公认的工作组，特别是在涉及其系统的情况下，而不妨碍项目经理和交付人员。有效地是您想要的是一个团队，以便启动，定义，提供和结束成功的转换，以确保营业效益尽可能快速地实现业务益处。转型将始终像往常一样影响业务（BAU），反之亦然;这是我经常找到弱点的地方（无论哪个方面是负责任的），但我确实相信应在OPS和转型之间实现沟通和影响。“

我们认识到变革管理的重要性如何？

“In the UK, we are actually pretty good at recognising change management – I have worked with big clients that understood its necessity at the very start of the project. In those cases, the projects have flourished because projects work well when people know what is expected of them. Problems will always arise when the change is not properly consulted and defined.

For example, back in 2011 the Public Accounts Committee said the Firecontrol scheme, a project to set up nine regional control centres for fire and rescue services in England, had not achieved any of its objectives and that eight of the centres were empty ‘white elephants.’. The project was deemed a ‘complete failure’ and wasted £469 million, MPs say. A total lack of stakeholder consultation was considered as the key reason for the failure.”

What is central to making change management work?

“Often communication is focused on what the transformationwill do. There is very little of what it ‘对你来说意味着.’ It’s understandable. Change is often not thought about in terms of opportunity, but in terms of fear. That’s a basic human reaction. But we need to think of it as the former, and senior management within large organisations need to communicate that effectively.

We need the support of everyone within the business to see a complex, large-scale or high-value business transformation programme to its fruition. You cannot lose out on the motivation and productivity of your team because you haven’t effectively addressed concerns with the ‘what this means to you’ question. Chaos interferes with the IT project being delivered. You need those people on board, working towards the end goal.”

您对采购领导者的整体建议思考或开始转型项目？

“I would recommend change management be incorporated into the scope of a project right from the beginning. If you communicate it well, you can unlock the benefits of shared ideas and joint working to enable quicker, better and more cost-effective outcomes, ultimately achieving the transformational vision you started with.”