So now we’ve identified a couple common elements in change management, specifically the Problem Sensing mechanism that exists in all change management operations, whether they be the IT application change management decision process, the strategic change management office, or even the mind of the guy driving down the street trying to get to the next town determining whether or not to speed up, slow down, or change lanes.
So we have a pipeline of problems feeding into some sort of evaluation framework. If we’re hip to the latest trends, maybe we throw some crowdsourcing and Web 2.0 social networking at the ideas before they consume too much enterprise bandwidth. But still the ideas flow along the pipeline, like natural gas passing through an interstate transmission network.
At some point the problems run smack up against organizational constraints though. As some organizations refuse to admit, most of us live in a world of finite resources or bandwidth. This brings us to the second mechanism in any change management mechanism: the supply/demand modeling mechanism.
Before the problem is approved to become a potential solution, the organization will figure out if the project can actually be performed using existing resources – whatever that may mean to the organization. Maybe that means money, maybe that means people, maybe that just means figuring out how much attention bandwidth the company has, and trying to work within the constraint.
This is the supply/demand modeling mechanism – which is made all the more complicated when operational and project resources collide and are shared in the same resource pool. (See this post on the topic.)
Next up…..problem sensing + supply/demand modeling = decision making…