De-commoditizing change management: A call for the re-positioning of change management on IT projects

Abstract

Purpose – The purpose of this paper is to begin the discussion about re-positioning change management in information technology projects and to propose a framework for improving the quality of decision making in change initiatives that may contribute to that re-positioning. Design/methodology/approach – The paper analyzed all change management job advertisements in Australia in both the public and private sectors for May 2015, to identify which change management-related skills were being sought. The purpose was to try to identify any patterns that would confirm or negate the original observations, and to help develop a research question for a subsequent, substantive study. Findings – Change management may be perceived as predominantly comprising communications, stakeholder management and training. The quality of leadership decision making in change initiatives may also be contributing to the consistently high failure rates. Research limitations/implications – The analysis of job advertisements was a sample only, and requires more quantitative research. Practical implications – The required alignment of leadership, ethics and change can only be achieved by first improving the quality of leadership decision making, which demands a values-based approach. Originality/value – The paper highlights a restriction to the scope of practice of change management, and how that contributes to continuing high failure rates. The value is that it provides deeper insight into the commonly accepted “leadership alignment” issue, as well as demonstrating that this is probably the least practiced aspect of change management. The paper also challenges to build strong ethical foundations for the practice.