Organizational Change Management

Setting and managing expectations

Isn't Organizational Change Management (OCM) really just expectation management? To be successful in this field, empathy is imperative. OCM has been a sellable service offering long enough that methods are mature and well-tested, though people have more options today than ever before to prefer particular means of communication, engagement, and training.

It's not rocket science?

If OCM isn't rocket science, why do so many clients continue to enlist outside support for something that's so straight-forward? While the work isn't overly complex it does takes 100% focus and specific skills that most clients don't have internally to commit. Each client must still be the face of change to its stakeholders and a change practitioner's primary goal is to upskill the client partner to do this effectively.

Enterprise focus

One specific area companies continue to overlook enlisting change practitioners is at the enterprise level. Too often change managers are allocated to expensive projects or strategic roadmap initiatives but no one's focusing on anything not being managed by a project plan. A clear company-wide understanding of capacity for change is difficult to understand, especially the impact and risk to individual roles.

Change Management Experience

​Planning, partnering, and executing stakeholder management, engagement, communications, training, readiness and support tactics for:

  • Process improvement and enabling technologies

    • SAP​ (multiple finance, supply chain, and quality modules)


    • Ariba procurement

    • Provider care claims

    • Commercial lending

    • Windows OS

  • Finance and Supply Chain transformation

  • Compliance/ Cybersecurity

    • SailPoint​ (IAM-Identity & Access Management)