Thought Leadership Articles

    A Survival Guide To Overcome Change Saturation In The Fourth Industrial Revolution - Part 2

    Aug 12, 2021 | Posted by Andre Low

    In part 1 of this blog, we made a brief and simple attempt to explain how organisations are being forced to transform both in processes and in their technological capabilities to prepare for the Fourth Industrial Revolution. We also shared the challenges and consequences that many organisations are facing when they attempt to implement more change than they can manage without establishing excellent change management capability. We stopped short of providing some answers which we will explore in this post.

    We must establish clearly that overcoming change saturation is a highly complex and challenging task to achieve, as there are many interdependencies. In this blog, we are briefly sharing the use of the Navigational Framework from Prosci but as all models and frameworks have their limitation in addressing complex issues, it is imperative that our readers recognise that this framework only serves as a guide to the Change Portfolio Management approach. Unless the framework is applied expertly with a structured approach and appropriate set of tools, the likelihood of success is greatly undermined.

    Building Strong Change Management Capability Has Strategic Purpose.

    Having said that, organisations that learn and establish more holistic and robust change management capability will be more agile and successful at navigating through the Fourth Industrial Revolution. Based on Prosci's 2016 Best Practices research, only less than 14% of the surveyed organisations were at a Change Management Maturity level of 4 or higher. Building a strong enterprise change management capability and integrating it with other capabilities may take a long time and is difficult to achieve. But because of it's complexity,  it also makes it difficult for rival firms to imitate, giving pioneering organisations a significant and sustainable competitive advantage in their industry when they succeed in doing so. According to Prosci's 2018 Best Practices benchmarking report, projects with excellent change management have a 93% rate of achieving business results; a figure that is 6 times higher than projects with no or poor change management.

    Change is inevitable and necessary but Change Saturation is not. 

    Here are a couple of next steps for you to take:

    a. Download your Survival Guide handout and start addressing Change Saturation within your Organisation

    This handout is particularly useful for C-suite executives, change leaders and practitioners managing a large change portfolio. 


    b. Register for the ECM Boot Camp

    Whether you are a senior leader/executive in management or someone who is tasked to spearhead a centre of excellence, our Prosci Enterprise Change Management Boot Camp will take you through the steps required to build enterprise change management capability to better manage your organisation's portfolio of change and reduce the detrimental effects of change saturation. In the Boot camp you are shown how to use Prosci’s Change Management Maturity Model™ to assess the state of your organisation's readiness in handling a large portfolio of changes and to set an improvement goal which can be socialised with the leadership team. Further, you will use Prosci's Project ECM approach to craft a customised, structured and intentional plan to grow the ability of your organisation to successfully deliver ever increasing volumes of change. In short you build a version 1 plan for improved organisational change management capability and capacity.

    c. Register for Experienced Practitioner Programme

    If you are a seasoned change practitioner who is responsible for driving multiple, large and complex change projects, our Train-the-Trainer level 1 and 2 programme will prepare you to internally teach programs for front-line employees, people managers, and project managers and teams.


    Topics: Business Transformation, Change Saturation, Employee Engagement, Leaders of Change


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