Learn about the Royal Bank of Canada’s journey to establish a comprehensive and cohesive enterprise change management capability
How to create and sustain change capability across an organization
Change Management is more than a trendy buzz word. Organizations that recognize this and take action to build meaningful capability will have a clear advantage over competitors as the pace of change continues to quicken.
Traditionally, organizational change management expertise has resided within a single department or function, usually HR or a Project Office. As key initiatives would arise, change experts would be deployed to manage employee readiness and engagement to support successful project outcomes. More progressive organizations recognize the value of change management and develop broader capability through some level of change training to a wider population. However, most stop short of taking a strategic approach to establishing change management as a core enterprise capability. As companies continue to face fluctuating economic conditions, increases in non-traditional competitors, new technologies, and new ways of working, the need for change management and resiliency as a core capability will become even more critical. Organizations that are reliant on heavily centralized delivery models will limit their business agility and will be at risk of being outpaced by other more resilient and change enabled organizations.
As HCI examines HR’s role in Change Management, it has become clear that people processes within and across an organization are integral to achieving an agile environment where organizational purpose is connected with individual meaning. While HR can be expected to continue to play a lead role in processes like change management, there is a clear opportunity to align, enable, and advise others across the organization for greater momentum and impact, exemplified by the Royal Bank of Canada (RBC).
In 2010 RBC established Organizational Change Management as a business imperative and a required core capability. The bank embarked on a journey to strengthen its resiliency through a purposeful strategy focused on centralized enablement, decentralized change management delivery, and integration with existing project and work routines. This strategy was driven in large part by the pace, magnitude and complexity of change which the global financial industry was undergoing and as well, anticipating.
In this webcast you will learn about RBC’s journey to establish a comprehensive and cohesive enterprise change management capability. Sean Bartman and Hashmeen Hosein will share their blueprint for success and some practical examples of how to create and sustain change capability across an organization.
Q: What is in it for you? A: Understanding of how to create a change management ecosystem that improves business agility, an ability to adapt to market changes and that inspires employee resiliency.
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