The ITIL® (Information Technology Infrastructure Library) Change Management Practice is a widely adopted framework, aimed at helping organisations implement technical changes efficiently and to minimise disruptions.
However, despite its importance, it's comprehensive guidelines, and the fact it's been around for so long, Change Management often encounters roadblocks that lead to failure. Unfortunately we see this time and time again with many of our clients and often we end up redesigning, or at least re-establishing and re-embedding Change Management on their behalf.
I'm afraid to say that nothing written here is very exciting and not exactly bleeding edge either, in fact quite the opposite! But its such a hot topic that we come across over and over again, so in this blog we will explore the reasons why Change Management often falls short of its intended objectives.
Resistance to 'Change' (and to Change Management)
One of the most significant challenges faced when implementing Change Management is resistance from within the organisation itself. Employees, especially those who have been accustomed to existing processes (or lack of), often resist following, what on the face of it can appear to be an overly bureaucratic and time consuming process, fearing that it could disrupt their daily routines or create even more work for them. In short, unless communicated and 'marketed' correctly, the likelihood of it's success is very low.
A lack of Proper Training
A really important thing to remember, is that no matter how good a process is, the effective implementation requires well trained and knowledgeable personnel to deliver it. Insufficient training can lead to misinterpretation of ITIL® guidelines, resulting in flawed processes and mismanagement of changes. One of the main issues we see here is that organisations often underestimate the importance of continuous training and education for their delivery teams and stakeholders of the Change process, often leading to Changes flowing through the process without the right questions being asked, inevitably leading to both minor and major incidents.
Overly Complex Processes
Change Management processes can sometimes become (or at least appear to be) overly complex, involving excessive documentation, approvals, and stages. While thoroughness is essential, overly complex processes can lead to bottlenecks, delays and avoidance behaviours. Streamlining and simplifying processes by introducing 'Standard / Pre-Approved Changes', as well as aligning with DevOps related activities, can have a huge impact on the speed of the process and therefore its perception of adding value. Rather than just appearing to be an overly bureaucratic or unnecessary practice.
Insufficient Resources
Plain and simple; Change Management requires resources to deliver and govern it. Many organisations underestimate the resources needed for effective Change Management, leading to understaffing, inadequate tools, and budget constraints. Often in smaller businesses and their IT Departments, the Change Manager role often becomes just a part of someones other job, leading to limited time allocation to run it appropriately and with enough discipline, often leading to unsuccessful changes and the cause of more Incidents.
Inflexibility
While Change Management aims to standardise processes, it can sometimes become too rigid, especially in more recent years with the rise of the 'need for speed'. Organisations can become overly reliant on traditional ITIL® guidelines, leading to a lack of adaptability in responding to unique situations or urgent changes. We see the balance between following best practices and flexibility being crucial for success.
Change Management vs DevOps
Let's make no bones about it, DevOps is very powerful and where possible, should be explored and exploited. The key words there though are 'where possible'.
We often see a scattering of DevOps activity, which some then think paves the way for "We dont need Change Management anymore, we have DevOps". The problem here of course, is not all of that creaking legacy estate is going to work particularly well under a DevOps regime.
Finding the balance between DevOps and Change Management isnt easy, but they can and do work hand in hand. The mistake we see a lot is a perception that one trumps the other, when in fact the should have a harmonious relationship where they compliment each other.
No support from Senior Management
Just as employees can resist change, so can Senior Management. If senior leaders do not fully understand and support Change Management, or fail to provide the necessary resources, the implementation is often likely to fail. Often we see 'urgent projects' needing to bypass processes, or phrases like 'we need to be agile', being used as excuses for poor planning, or because those sponsoring Projects or Changes not fully understanding the implications of not following this critical practice. Leadership commitment is therefore vital for 'leading by example' and driving the process adherence, or much needed culture change across the organisation itself.
Inadequate Measurement and Feedback
ITIL emphasises the importance of measurement and feedback to continuously improve processes. However, many organisations fail to establish meaningful Key Performance Indicators (KPIs) around Change itself, or do not collect data effectively. Without proper measurement and feedback loops, it becomes challenging to identify areas for improvement and gauge the success of change management efforts.
Conclusion
ITIL® Change Management is a robust tried and tested (and in our opinion essential) framework, designed to help organisations implement changes smoothly and efficiently.
However, unless implemented in an effective way that matches the culture and risk profile of an organisation, and unless people are trained and fully empowered to govern the practice correctly, it is destined to fail (or at least the full benefits will not be realised).
By understanding and mitigating the common mistakes mentioned however, organisations can enhance their ability to adapt and thrive in an ever-evolving IT landscape, keeping unnecessary downtime at a minimum.
In addition, whilst many organisations continue to explore opportunities with DevOps (and so they should), for us, in most organisations there will always be a place for good old Change Management.
If you'd like to speak to us to understand how we help organisations improve their Change Management activities, you can reach us at hello@itsmpeople.co.uk
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