Deriving Value From Change Management

A theoretical analysis on the perception of change management initiatives, with a focus on how one can one optimize and derive increased value from change management efforts. The context of this capstone is to determine the degree to which change management initiatives are successful. I intend to explore and catalogue reasons that control and predict change management success, and provide best practices identified from the scholarly literature. Creating a base level of knowledge, I present a literature review in which I summarize from the body of knowledge key theories and contributions to effective change management in the modern workplace. Building upon this baseline, I present the details of why it is important to derive specific value from a change management initiative, outlining the key areas where the facilitation of the strategy of change can promote impact. Based on the research, it is apparent that change should always be results driven. It is imperative for change agents; leaders, managers or even consultants to create a sense of urgency amongst the community chartered to implement change. A collaborative environment that facilitates two-way communication from leadership and the community at large creates a heightened sense of change ownership and active involvement which are crucial to the change effort’s success. A change path must be outlined and defined, planning a change effort is involved as various facets of an organization and its people need to be considered. Communication initially, and throughout the change process is imperative.