In this Change Management Fundamentals Series, we look at why Change Management is important and how to go about building a change management plan that is robust and workable. Our first paper in the series sets a working foundation by explaining what change management is and how a simple but robust methodology can help. In organisations large and small, projects are being initiated to achieve some kind of business outcome. Quite simply, Change Management is the process, techniques and supporting tools to manage the people-side of change to achieve the required business outcome or outcomes. Benefit Realisation and Management is another set of activities that needs additional executive focus and attention but is really outside the scope of this paper. Undertaking change management well significantly increases the likelihood of a project meeting its objectives, finishing on time and on budget and achieving the return on investment articulated in the projects’ business case.
Just as Project Management has a formal set of disciplines and processes, so does Change Management.
Whilst this may be true for an organisation, as we know, it is really people that make up the organisation.
Considering the sometimes very considerable number of individuals that are affected by a project (internal and external), you can see that there can be a significant amount of work required in order to make the changes necessary to achieve project outcomes. Fortunately, there is a well-accepted methodology to help people and organisations through the change journey.
ADKAR provides tools and techniques for managing the change process at the organisational level as well as the individual level. From an individual perspective, techniques and tools are available to help understand how a person can make the change from old-state to new-state as well as techniques for managing resistance to change.

From an organisational perspective, there are tools and techniques that help project managers and project teams facilitate the people side of change.
For many projects that GRA gets involved in there are varying amounts of change as a result of delivering a project outcome.
All of these activities typically involve new ways of doing things and people are at the forefront of the change. GRA was founded in 1997 and is Australiaa€™s premier specialist supply chain consulting firm. PHASE 3 a€“ REINFORCING CHANGEPhase 3 a€“ Reinforcing change includes the analysis of the results of  change management activities and implementation of corrective action. We then finish with how to make sure that the benefits you expected as a result of delivering the project can actually be achieved and sustained over the long term.
Whether these projects are concerned with implementing a new tool or technology, building or re-engineering a set of business processes, changing the organisations’ structure or permutations and combinations of some or all of these things, one constant is present in all of these activities: CHANGE! What is important here is that an outcome is actually achieved (rather than an output) and there is a major focus on people. It is the people that must undertake a change journey from where they are today to where they need to be in the future. As with all good methodologies, there’s a good acronym to help you remember the various stages of the change process. Organisations typically want to work smarter, be more effective, get a better return on their investment and maintain or improve their competitiveness.
But as we know, most people are uncomfortable with change and are threatened and frightened by change and what it might mean for them.

Our team has extensive commercial supply chain and logistics experience across a broad range of industries and at all levels of the process, both strategic and operational. We make sure that you feel confident to play yourrole in each of these phases by the time you complete one of our programmes. ADKAR assessments and other assessment instruments are included to assist with this process. Much has been written about the importance of managing change however, it is often an activity that is time and again forgotten when actually running a project. How can we manage this fear and use the project as an opportunity for achieving desired outcomes?
For the last two decades, we have worked with over 200 organisations to turn their supply chains into a competitive advantage.WE WORK WITH YOU UNTIL SUSTAINABLE RESULTS ARE DELIVERED.
This paper will highlight why managing change is just as important as executing the technical activities in a project and a simple and well known methodology for helping in the change process. An outcome is the business benefit that was (hopefully) documented and quantified in the business case justifying why the project was stood up in the first place. By using the ADKAR approach and working with client teams, project success and the ability to achieve desired business benefits is significantly improved.
Just because outputs are produced does not necessarily guarantee that outcomes will be achieved or that they will be sustainable over the long term.

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