Organizational change management (OCM) has been my primary focus for over 15 years. One thing I’ve learned is that everyone comes to it from a different place. Some have never heard of OCM, others have had mixed experiences with it, and some are experts in managing change. Regardless of their background, I believe OCM is a skill that can always be developed—and I feel fortunate to support people on that journey.
In a recent client engagement, we met with a newly appointed sponsor. It was a pivotal moment for a new sponsor – staff are naturally skeptical about whether things will be different or if they will stay the same. Within minutes, it was clear the sponsor understood the value of OCM – they were listening, inviting input, and making sure people felt included. That personal style of leadership is essential for shifting tone and culture. As the project moves forward, we won’t need to build OCM from the ground up; instead, we’ll focus on keeping the momentum that has been sparked.
At the other end of the spectrum, a Highlands colleague and I recently spoke to a Public Policy graduate class. For most students, OCM was new. We introduced core concepts, helped them explore the change elements in their case studies, and considered what might help or hinder success. As always, a few “ah-ha” moments emerged—those sparks where students began to see their work through an OCM lens.
Whether I’m working with seasoned professionals or introducing students to the field, I’m honored to help guide change journeys – without forcing a “one size fits all” approach. As the pace of change quickens, building our abilities to navigate it becomes essential for everyone.