6.6 Change management

All NSOs have to deal with change. Change involves an organization moving from its current state to some desired future state. Modern demands towards statistical offices require them to implement changes almost constantly if they are to remain competitive. Change management provides a systematic approach to dealing with such transformations within an organization. These transformations cover strategic objectives, processes and technology and change management consists of a number of formal procedures to help plan and control change and staff to adapt to change. An effective change management strategy needs to focus on the human behaviour element.

Resisting change is a natural reaction when those affected by the change are not involved in the process. Staff resistance can have a significant negative impact on the short- and long-term success of a business improvement project. Resistance is a very normal part of change management, but it can threaten the success of a project. Most resistance occurs due to a fear of the unknown risk associated with change – hence the importance of involving all concerned staff in any change process.

Change management should start at the top management level and ensure the involvement of all staff who are concerned. Senior management should be seen to be involved and committed to the changes and to communicate this clearly and regularly. A clear business case should be presented to stakeholders at all levels both within and outside the NSO as all stakeholders have different expectations, and there must be a high level of buy-in across the spectrum.

Good communication is vital. The goals and objectives of the changes should be clearly identified as well as issues to be improved as a result. It is critical to identify the focus and to clarify goals.

Change needs good planning to put it in place. This involves outlining the project roadmap using clear steps with measurable targets, incentives and measurements.