Do Executives know exactly what Change Management is?

It’s an interesting question!

THEY THINK THEY DO

Often, executives think they understand Change Management, but many still view it narrowly or conflate it with communication or training activities alone. A lot of executives see it as a checklist that accompanies projects, rather than a holistic approach that integrates with strategic planning, stakeholder engagement, and cultural alignment.

BUT THEY UNDERESTIMATE IT'S COMPLEXITY

Some executives do understand Change Management's strategic role, particularly those with experience in large-scale transformations. They see it as a means to increase adoption, mitigate resistance, and realize project benefits. However, many still underestimate its complexity, expecting quick wins or under-resourcing it. This is partly because the outcomes are less tangible and more cultural and behavioral, which don’t align as easily with traditional business metrics.

AND DON'T GET GIVEN A CLEAR, UNIFIED DEFINITION

Given that Change Management is still a fragmented field, executives might also find it hard to get a clear, unified definition. Different methodologies, competing bodies, and varying practitioner approaches can lead to inconsistency, which doesn't help to improve executive understanding. So, overall, while some executives “get it,” there's still a lot of work to be done to elevate and clarify the function's true value.

FOLLOW UP QUESTION

Why do you think Executives don't bother with educating themselves as it seems if this were the case they would gain a better understanding of Change Management and therefore get behind it.

BECAUSE THEY THINK IT'S ABSTRACT AND SOFT?

Executives are often dealing with significant pressure to deliver on immediate business metrics, which can leave little time or incentive to dive deeply into areas they perceive as secondary to their primary responsibilities. For many, Change Management seems abstract or “soft,” unlike finance, operations, or strategy, which have clearer, more quantifiable outcomes.

AND THERE ARE TOO MANY FRAMEWORKS, METHODOLOGIES AND PHILOSOPHIES

Additionally, executives may believe that they already understand what Change Management involves, usually a simplified view that aligns with their need for quick results. There's also the challenge of Change Management’s fragmented field: with so many frameworks, methodologies, and even conflicting philosophies, it’s hard for executives to know what to invest time in or trust. Without a clear, unified message from the field itself, it's easy for them to see Change Management as something their teams can handle on a project-by-project basis.

IT ALSO CONFLICTS WITH THEIR NORMAL COMMAND-AND-CONTROL STYLE?

On top of that, Change Management can appear to conflict with the command-and-control style many executives are used to; they may see it as something that could disrupt rather than facilitate decisive action. Investing in education around Change Management requires executives to shift their mindset from "How do we make change happen?" to "How do we guide people through change?"—a more nuanced approach that some may find challenging or even uncomfortable.

THEY NEED TO SEE IT AS A CRITICAL DRIVER OF STRATEGIC SUCCESS

Educating executives effectively on Change Management often requires demonstrating how a well-managed change process directly impacts the bottom line and showing real examples of change done well versus poorly. Executives are more likely to get behind Change Management when they see it as a critical driver of strategic success rather than an optional add-on.

TWO THINGS TO END UP WITH

My article from 2023 called "How do you convince Organisations to use Change Management as well as Project Management to enhance Project Success "

This was taken from my UaskIAnswer YouTube Channel ... Video No 08 from 2000

STILL HAVING PROBLEMS?

Then the ultimate approach to educating Executives is ...