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The framework should help us to facilitate the acceptance and adoption of new or updated business processes, procedures, systems and solutions. The framework is is compromised of seven key components that provide a method for designing and implementing change management. The model that we have developed incorporates past experiences with change management on many projects, programs, and strategic initiatives. Instead of choosing one of those models as the base for the HUIT Change Management Playbook we wanted to come up with a simple model that served as a best fit change approach for HUIT. There are many existing change management models that have influenced the HUIT Change Management Framework including Prosci's ADKAR Model, Kotter's Leading Change Eight Step Model and Lewin's Three Stage Model. Many people think about change management as simply communicating to and training those impacted by the change but in order to be successful with change management we have to be broader than that - we have to support people through a change in many ways. However, there are key activities that should take place in a project of any size in order to ensure success. Not every project will need to employ all components of the change management framework nor will it need to follow all the same steps. This is just an example of when change management would be necessary for a project. Just about any project that we are undertaking will incorporate the people side of change even if we are simply implementing a new service within the organization - we have to engage with groups to identify and build the new service, ensure that the support group is prepared to support the service and communicate with anyone that would be using the service. The framework looks at all the components necessary to propel change at Harvard, specifically for technology led projects that HUIT is supporting. Not only must we have leaders aligned to the change but we have to make sure we have the "right" leaders aligned in order to see success from our efforts. The HUIT Change Management Framework allows us to look at all the factors that will influence the success of change at Harvard.
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Whether the change effort was to implement new technology, downsize the organization, restructure business departments or trying to install a new corporate culture if leaders did not challenge themselves to change and model that behavior for their employees then the change effort was likely to fail. The attributed the lack of leadership and alignment amongst leaders as one of the largest contributors to the failure of change initiatives. Michael Beer and Nitin Nohria pointed out in their May 2000 Harvard Business Review article that about 70 percent of all change initiative fail.