Today’s dynamic environment is fast-paced, from the rapid development of new technologies to new and innovative ways of conducting business.

Kleo Georgiou, business development and alliances manager at EOH Global Application Solutions (EOH-GAS), says that organisational change management (OCM) is an essential framework for managing the effect of new business processes, changes in the organisational structure or cultural changes within an enterprise.
Kribin Moodley, service delivery manager at EOH Governance and Process Automation (EOH-GPA), says that in simple terms OCM addresses the people side of change management, and is a vital element to all projects.
EOH-GPA is a division of EOH-GAS, and delivers governance, process and automation services.
“OCM is part of the implementation approach and allows us to identify issues at the start of a project, include the appropriate actions and assign roles and responsibilities,” says Moodley.
EOH GPA, in partnership with Exactitude Consulting, a South Africa based management consultancy, provides customers with value added services in the form of organisational change management and business process innovation and re-engineering.
Moodley says that the partnership provides a team of change consultants that work with clients in leading their own change process while managing the people aspect of an implementation.
“Our combined expertise means that we can focus on facilitating and understanding what is changing, the impact of this change and how to proactively intervene.”
Georgiou says that the Project Management Body of Knowledge touches on organisational influences on projects, project communication and stakeholder management, but there is no discussion about OCM.
“Any changes – whether these are to the processes, systems or an organisational structure – have a technical and a people side. For there to be a successful acceptance of the proposed change, both these aspects need to be managed effectively.”
Distinguishing between project management and change management can be challenging.
“In practice, these three components are intertwined and to deliver a positive outcome a proper relationship needs to be maintained between the people, processes and product,” says Moodley.
Many companies measure the success of a project based on the criteria of on time delivery, within the budget and within scope.
Georgiou advises that a key measurement tool has to be how well the deliverables fit within the company’s vision.
“To achieve maximum output and benefits, a sustainable long term behavioral change that is aligned to the project goals needs to be implemented.”