In April, Cambria hosted an OCM meet up in conjunction with the Association of Change Management Professionals in Northern California. Our goal was to take advantage of the opportunity to talk with other practitioners about the intersection of OCM and Agile, and facilitate discussion about their experiences.
An ACMP colleague agreed to apply her sketch-noting skills to capture the conversation in real time. Admittedly, the conversation didn’t go exactly as planned. We were hoping for a list of tactical steps and real world examples from our audience members.
After processing this artifact, we realized this was more than a list. The sketch notes were a summation of the reasons people resist change and the parallel concepts that influence change success. We walked away with an inventory of underlying causes, theory and drivers for why OCM is needed on an Agile project. Dozens of individual insights filled the white board and the following themes began to emerge:
- Start with the Why
- Leadership Alignment
- Strategic Planning
- Current State/Future State or Process Improvement
- Risk Intelligence
- Emotional Intelligence
- Benchmarking and Metrics
In the meantime, here are some of the important statistics we compiled for colleagues who were looking for persuasive OCM content to share with clients. These are excerpts of survey results from VersionOne’s 12th Annual State of Agile Report and Prosci’s Agile and Change Management Report. Both reputable studies target industry practitioners to learn from their practical experiences.
Based on the study findings shown below, what stands out to you in regards to the importance of OCM in an Agile transformation?