As much as change is an integral part of our personal and professionals lives, many people would rather avoid it at all costs. Not surprisingly, our inherent aversion to change can be a major stumbling block to managing a successful business or department. Change is a necessary step to continually grow and prosper. In no industry is that more true than information technology.

The demand for instant communication, ever-changing technology, and an increasingly mobile work force place information technology at the very heart of change management. When asked to describe successful companies, Harvard Business Professor Rosabeth Kanter suggested they share a “…culture that just keeps moving all the time.” Recognizing change is a prerequisite to growth does not make change management any easier; it just makes it imperative.

The following five key characteristics of change management will provide a foundation for your efforts. Recognizing these and incorporating them into your action plan will dramatically increase your chance of success.

One

The first is the scale of change, in other words who and what will be impacted by the change or changes?

Two

Another consideration is gaining an understanding of, and planning for, the extent of the change. Will the changes result in a dramatic or subtle alteration to existing processes, procedures, or culture?

Three

How long will the change impact the company and the people in it? Some change is required based on short-term market conditions, as many IT professionals have experienced first-hand these past few years. Other changes can alter the way your company or division is managed for years to come.

Four

Recognizing the expected outcome before undergoing change management will make clear the benefits of change and the value each can expect when implemented.

Five

The most important aspect of change management is the impact it has on people. To be successful it is imperative to consider the results of change on company culture, values, behaviors, and morale. Without addressing the people component all the planning, effort, and changes are left to chance.

Here are few tips to get your Change Management processes started:

Start at the top. As we all know change can be difficult to internalize, and even a little frightening for some. Embracing change at the top of the organization better positions you to gain buy-in from others. Bottom line is if you aren’t sold on it, what are the chances anyone else will be?

Once management has bought-in develop a sound argument for the change. In this way you are able to confidently deliver the message to all stakeholders when you’re ready to implement your plan.

Divide ownership of the change to appropriate parties. The more stakeholders are involved in the implementation the more likely you are to change effectively.

Prepare for the unexpected because it will happen. What it will be and where it will come from is impossible to predict, but invariably change will result in unexpected occurrences. You can limit unexpected outcomes by following these steps, but be prepared to handle situations as they arise in the appropriate context.

Be methodical and systematic in your management of the people component. Just as you would develop a process for upgrading a system or application, approach change management efforts in like fashion. And involve everyone, even those not directly influenced by your efforts. The invariable impact on culture and morale will permeate the organization and taking the time to systematically address that impact individually is invaluable.

The effort to plan and implement a change management solution successfully is critical for the growth and sustainability of your business. You’ll find doing it well will result in your people seeing change for what it truly is – an opportunity.