Establishing and administering a change network is an effective tool in the delivery of change on large projects.
A change network is a strategically assembled group of individuals within an organisation who play a pivotal role in driving and facilitating change. These individuals are often selected for their influence, expertise, and ability to advocate for and implement the desired changes. They act as liaisons between the project team and the broader organisation, helping to communicate, champion, and sustain the changes being introduced.
Establishing a change network offers the following key benefits:
- Diffusion of Responsibility: In large projects, there are often numerous tasks and responsibilities. A change network helps distribute these responsibilities across a group of individuals who can collectively drive the change forward.
- Diverse Perspectives: A change network typically consists of individuals from various departments, roles, and levels within an organisation. This diversity of perspectives can bring a wider range of expertise and insights, leading to better decision-making.
- Improved Communication: Large projects often involve a multitude of stakeholders. A change network acts as a communication channel, ensuring that information is disseminated effectively to all relevant parties, reducing the risk of miscommunication.
- Increased Engagement and Ownership: When employees are involved in the change process, they are more likely to feel a sense of ownership and commitment to the project’s success. This can lead to higher levels of engagement and buy-in.
A study conducted by Prosci, revealed that change networks play a vital role in facilitating successful project outcomes, particularly in scenarios where stakeholder buy-in may be lacking.
Source: Prosci
In my position at a major federal government agency in Australia, I led and supported the delivery of change management on a large-scale IT project which required extensive engagement with seven distinct areas within the organisation. Before I joined the project, buy-in and motivation was low, leading to delays and resistance from those stakeholders who were impacted.
I began by crafting a tailored plan for the executive team, which served as a strategic roadmap, delineating the steps and milestones crucial for seamlessly integrating the change network. In addition, I invested considerable effort into delivering presentations to enhance communication and engagement. These presentations were thoughtfully structured to offer a concise yet comprehensive overview of the project’s status, progress, and critical updates. They also included well-defined timelines, ensuring that all stakeholders gained a clear understanding of the project’s trajectory. Moreover, action items were delineated, furnishing a concrete framework for the implementation phase.
In my experience, setting up and managing a change network has proved to be an invaluable undertaking when implementing substantial changes on large-scale projects.
About the author
Kirtan Jamnadas is a management consultant with over seven years of experience successfully delivering complex IT projects at four large federal government agencies in Australia.
Kirtan is passionate about initiating and driving projects forward while ensuring that all stakeholders are engaged and on board with the project’s goals.
With his employer’s support, Kirtan established the company’s project management practice – this included developing all the frameworks, tools and templates to ensure projects are set up for success.
Kirtan’s mission is to provide current and aspiring project managers with simple and practical tools to help streamline operations, optimise performance and achieve project success.
