Don’t Miss the Latest
Life Science and Healthcare Information

When you subscribe to the d-Wise blog, you’ll get the latest
industry trends, news and tips right in your inbox!

No, thanks. I don‘t need to stay current.

Industry News - It Takes More than Building a Beautiful Ship

Excerpt from Prosci's Article "It takes more than building a beautiful ship" by Tim Creasey | August 10, 2017


(image credit: 

Changes ultimately come to life through the individuals who have to do their jobs differently as a result of a project or initiative. Whether the project involves a process impacting 15 people, a new technology impacting 150 or a transformation impacting 15,000, the success of the project is inextricably linked to the success of each of those individuals. Did they get on board, or did they stay on the shore?

To help visually depict this, imagine two ships: one where the people side was managed effectively, and one where it was not. In both cases, a beautiful ship was constructed, and it now needs a full working crew. However, one ship was left isolated and empty while the other ship was full of life and people who "got on board." Below are the types of things you might hear from a project leader in each situation.


Read Article Now

d-Wise's Insight on Prosci's Article

People, Process, Technology. You’ve likely heard those words before in the context of a project or organizational change. But, have you ever really paid attention to the order of the words?

We enter a project or organizational change because there is business value in that evolution. Many times, this change concerns a modernization of current technology.  This undertaking becomes the organization’s sole focus, limiting the success of the overall adoption or implementation.

Once the business value is determined and a change is approved, the planning stage can begin. It is then time to stop and consider the elements “People, Process, Technology.” There is a reason “People” is listed first. People can make or break the success of an organizational change. For example, if people do not embrace the new technology, then the technology implementation will fail. Employee engagement and participation are consistently identified as top contributors to change success.

Planning for change must also acknowledge that people accept change at different rates. For example, a group of 500 people going through a change comprises 500 unique paths to change. The core of change management is supporting individual employees through their own personal change process by utilizing change management tools and techniques specific to the project.

As stated in the article, the success of an organizational change is tied to the success of every individual employee. An organization will only realize full business value when the beautiful ship is full of people who are “on board.”



About the Author

Leave a Comment