Practice 8: Change Management

How do we get people, at all levels of the organization, to understand and buy in to KCS? Change Management promotes an understanding of why KCS is important and ensures those involved understand how their participation and contribution makes a difference in the context of the big picture. 

Organizations who treat KCS adoption as a serious change initiative create greater benefit than those who approach it casually. Understanding and communicating the relevance of KCS to the organization—how KCS contributes to the organizational goals and what it creates for all the stakeholders—is critical. It is leadership's responsibility to create an environment where people are willing and eager to change their behavior; it is the behavior change that KCS requires of both the knowledge worker and the leadership of the organization that creates the profound benefits.

To do this, identify an organizational vision (defined as a compelling purpose that people can relate to), a mission statement, and a brand promise. Next, create an impact map that links the benefits of KCS to the higher-level goals of the organization, which align with and support the vision. With the vision and map in mind, a leader helps their team focus on what people need to accomplish, the right objectives and goals, and supports them in figuring out the how.

Organizations that embrace a formal change management methodology like Kotter or ADKAR tend to do well with their KCS adoption. If you have change management professionals in your organization, by all means engage them in supporting your KCS adoption.