Change management can be part of one of many processes that impact an organization on many levels: a change of leadership; implementation of strategic reforms; massive, cross-organization software adoption; sudden expansion, downsizing (sudden or otherwise) and quite a few more.
Localized as the change may be, its impact can resonate for months afterward. Successful change management is evaluated not by whether the change actually went through, but by its lasting effect on the organization. Careless change management can amount to a decrease in productivity by employees whose confidence has been rattled. It can also result in employee turnover, or simply misuse of new tools implemented. All of these outcomes cost the organization dearly.
Most “guides to effective change management” address the process from a business perspective but few of them touch on the employee perspective. This article will be focused on the human and technological aspects of change management, including risks and possible solutions.