Managing organisational change involves thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes. In our experience when change is forced on people problems invariably arise. Change must be realistic, achievable and measurable. These aspects are especially relevant to managing personal change. Before starting any organisational change, we ask you: What do you want to achieve with this change and why? We will demonstrate to you how the change has been achieved? Who is affected by this change, and how staff will react to it.  Let us tell you how much of this change can we achieve ourselves, and what parts of the change will need a collaborative approach.

Changes in the IT infrastructure may arise reactively in response to problems or externally imposed requirements, e.g. legislative changes, or proactively from seeking improved efficiency and effectiveness or to enable or reflect business initiatives, or from programs, projects or service improvement initiatives. Change Management in the world of IT is needed to ensure that standardised methods and procedures are used for efficient and prompt handling of all changes to controlled IT infrastructure, in order to minimise the number and impact of any related incidents upon service.

Some of the change management methodologies CSG consultants utilise when undertaking change management processes include:

• John Kotter’s ‘Leading Change’
• Maurers ‘Dealing with Resistance’
• DVF Formula
• Internal Transition vs External Change
• Framing / Storming / Norming / Performing