What is Organizational Change Management (OCM)?

Organizational Change Management (OCM) is a structured approach to preparing, supporting, and guiding individuals and teams through changes that affect the broader organization. It focuses on the people side of change — how shifts in processes, systems, structures, or strategy impact employees and how those employees adopt new ways of working.

OCM is broader than traditional Change Management, which often refers to managing specific changes in scope, schedule, or resources within projects. That kind of Change Management usually focuses on controlling change at a procedural or project level. OCM, on the other hand, looks at how changes impact employees and the organization as a whole, addressing the behaviors, habits, and mindsets needed to make change successful.

It also differs from IT Change Management, which is usually limited to changes in infrastructure or software. IT Change Management follows strict approval workflows to minimize disruption to systems. OCM addresses how those system changes — or any other organizational shift — are understood, accepted, and adopted by people.

Why is OCM important?

Without deliberate efforts to support employees through organizational shifts, even well-planned changes can stall. Studies support this statement: According to Gartner, only 34% of change initiatives are deemed a clear success. Meanwhile, employee willingness to support change dropped from 74% in 2016 to 38% in recent years.

People may resist changes they don’t understand or weren’t involved in shaping. Communication gaps, unclear roles, and a lack of alignment between leadership and staff often lead to confusion or pushback.

OCM helps reduce these risks by creating a consistent, people-focused plan for guiding adoption. It doesn’t guarantee success, but it creates the conditions for change to be absorbed instead of ignored.

"Change is like a wave, and it's a massive wave. Some are bigger than others, but they'll knock you over if you stand still. It'll take you with it, and you'll go under. And when you try to come up for air and get back on your feet, the next wave comes crashing over you. So, we need to find ways to ride the waves of change. It's about being prepared for it, and that's where Organizational Change Management comes in. OCM needs to fundamentally change the way we prepare people for the next change."
Karren Ferris, Service Management Expert at Macanta Consulting
Episode 61 of Ticket Volume

5 benefits of Organizational Change Management

Faster adoption of new processes or tools: When people understand the reason behind a change and receive the support they need, they adopt it more quickly.
Reduced resistance and disruption: Effective communication and involvement help lower confusion and friction during implementation.
Higher employee engagement: People are more likely to contribute to the success of a change when they feel informed and involved.
Smoother transitions: Clear plans for training, communication, and feedback loops make transitions less disruptive.
Better outcomes for business initiatives: When people follow through on a change, the business is more likely to see the intended results.

What causes organizational change?

Organizations change for many reasons. Some changes come from within, while outside pressures force others.

Internal factors include new leadership bringing fresh priorities, strategic shifts like entering new markets, and mergers that require blending different company cultures.
External factors that force companies to adapt quickly could be technological advances, competitive pressures, and shifting economic conditions.

Regardless of the trigger, successful change requires more than updating systems or processes. People need guidance to adapt and embrace new ways of working. The human element ultimately determines whether organizational change succeeds or fails.

Types of Organizational Change

Organizations typically experience several distinct categories of change:

Structural Change: Involves reorganizing teams, reporting relationships, or hierarchies to improve efficiency or adapt to new goals.
Strategic Change: Occurs when an organization shifts its fundamental approach, such as entering new markets, changing target customers, or pivoting business models.
Process Change: Focuses on improving workflows, systems, or methodologies to enhance productivity or quality.
Cultural Change: Addresses shared values, behaviors, and attitudes within the organization to support new ways of working.
Technological Change: Involves implementing new tools, platforms, or systems that change how work gets done.

OCM examples

Here are some concrete examples of Organizational Change Management to illustrate the idea:

Digital transformation: A traditional retailer moving to e-commerce needs to train employees on new platforms, reorganize fulfillment operations, and shift from in-store to online customer service approaches.
Agile implementation: A manufacturing company transitioning from traditional project management to Agile methodologies requires new team structures, changed meeting cadences, and different performance metrics.
Downsizing: During economic downturns, companies reducing their workforce must manage morale among remaining employees while redistributing responsibilities and maintaining operational continuity.
Cultural change example: Fostering a new organizational culture often requires a deep commitment from leadership. For instance, Google has made significant efforts to promote an environment of innovation and inclusivity, encouraging employees to share ideas and take risks.

What does Organizational Change Management entail?

Organizational Change Management covers all the planning and coordination needed to help people adapt to change across an organization. It’s not just about communication or training — it includes identifying how the change affects different roles, defining support strategies, building leadership alignment, monitoring progress, and gathering feedback.

OCM aims to guide both individuals and teams through transitions while keeping operations stable. The scope can span departments, locations, and even external partners, depending on how far-reaching the change is.

Who is responsible for managing organizational change?

Responsibility for OCM is shared across several roles. Senior leaders typically sponsor the change and communicate its purpose. Change managers or dedicated OCM specialists design the approach and coordinate communication, training, and stakeholder involvement.

Department heads and team leads often serve as change agents — they’re responsible for reinforcing the change within their teams. HR and internal communications may also contribute. The level of involvement depends on the size and impact of the change.

The Organizational Change Management plan

A typical OCM plan outlines how the organization will support people through the change. It often includes:

A stakeholder map that defines who is affected and to what degree
Communication strategies to share updates, clarify objectives, and gather feedback
Training or onboarding plans to build new skills or awareness.
Reinforcing the change through coaching, incentives, or regular check-ins.
Metrics to track adoption and identify areas where support is lacking.

Plans may vary in complexity, but the goal is the same: help people understand the change, prepare for it, and adjust their behavior to support it.

Organizational Change Management models

Several OCM models offer frameworks to structure the change process. Here are some of the most widely used:

ADKAR (Prosci): Focuses on individual change with five stages: Awareness, Desire, Knowledge, Ability, and Reinforcement. Helps identify where individuals may be struggling to adopt the change.
Kotter’s 8-Step Process: Outlines steps for building urgency, forming coalitions, communicating vision, enabling action, and anchoring changes into culture.
Lewin’s Change Model: Breaks change into three phases: Unfreeze (prepare), Change (transition), and Refreeze (stabilize).
McKinsey 7-S Framework: Analyzes seven internal elements (strategy, structure, systems, shared values, skills, style, and staff) that need to align for successful change.
Bridges Transition Model: Emphasizes the emotional and psychological experience of people going through change: Ending, Neutral Zone, and New Beginning.

Each model approaches change from a slightly different angle—some focus more on structure, others on individual behavior. Organizations often blend elements depending on the situation.

How InvGate can support organizational changes

Effective organizational Change Management benefits greatly from dedicated software solutions that can track progress, maintain communication, and measure results during complex transitions.

InvGate Service Management can be a valuable tool to implement your OCM strategy through:

Workflow automation: By automating approval processes and change request workflows, InvGate reduces implementation delays and ensures proper governance while changes move efficiently through required stages.
Knowledge Management: The platform's knowledge base capabilities preserve institutional memory during transitions, allowing teams to document best practices and create training resources that support employees adapting to new systems or processes.
Service catalog: InvGate enables organizations to clearly communicate available services during transitions, helping employees understand what support resources are available as changes unfold.
Metrics and reporting: The platform's analytics capabilities can be used to create custom dashboards and reports that track change implementation progress, adoption rates, and related service requests. These visualization tools empower leadership to measure success, identify areas needing additional support, and communicate results effectively.

Organizational Change Management best practices

Here are some tips to keep in mind when starting with OCM:

Involve stakeholders early. Get input from the people affected by the change from the beginning. Their feedback helps shape a more practical and accepted approach.
Communicate consistently and clearly. Avoid vague or one-off announcements. Use regular updates, tailored messaging, and open channels for feedback.
Train based on actual needs. Don’t overdo generic sessions. Focus training on the specific behaviors, tools, or processes people need to adopt.
Assign change agents across departments. Local champions help reinforce messages, gather feedback, and keep the momentum going within teams.
Track adoption, not just completion. Don’t just measure who attended a session or received an email; track how behavior has actually changed over time.

Organizational Change Management training

If you're eager to expand your knowledge on Organizational Change Management, these resources can provide deeper insights and practical guidance:

Change Management Certifications and Courses:

Introduction to Enterprise Service Management (Udemy course by InvGate) – The ESM framework supports change adoption at scale, making it a practical resource for OCM. This course covers how to implement structured processes across departments. It’s especially useful if your organizational changes involve IT or cross-functional service delivery.
Prosci Change Management Certification Program: Globally recognized, this program focuses on the Prosci ADKAR® model and practical change management planning. It’s available online and in-person, suitable for HR professionals, project managers, change leaders, and more.
APMG International Change Management Certification: Offers three levels: Foundation, Practitioner, and Advanced. It covers the basics of Change Management, practical application, and strategic leadership. Training is available through accredited providers in various formats.

Books:

"Leading Change" by John P. Kotter: This is a classic book that introduces Kotter’s influential 8-step process for leading organizational change. It provides a clear framework that remains highly relevant for managing change effectively.
"Making Sense of Change Management" by Esther Cameron and Mike Green: Now in its sixth edition, this guide covers various models, tools, and techniques for managing transformative and disruptive organizational change, with practical case studies and well-researched content.