During transition initiation, the Engagement Manager (Transition) must evaluate whether the scope of change in the Client organization is substantial and demands significant effort on Organizational Change activities. Ideally, the Organizational Change pre-engagement assessment will assist in determining the people related risks based on factors that define the magnitude of change. The Engagement Manager (Transition) must determine from these results whether the project will need to include an organizational change professional to support the engagement.
There are many dimensions to a change, but by far the most important is the human element.

The primary inhibitions for a change, associate with the below attributes of the human side:

• Lack of leadership alignment to the future
• Leaders and managers unprepared/unsupported in leading the change efforts
• Poor knowledge exchange
• Lack of knowledge or skills around new roles and responsibilities
• Culture working against the change.

Organizational Change Management largely focuses on the human parameter of the change in order to facilitate change acceptance in line with the vision of the change. Understanding the typical stakeholders, impact and timing during a transition assist in preparing the appropriate Organizational Change Management interventions. Effective change planning takes into consideration all aspects of planning including identifying how each stakeholder or stakeholder group will be impacted, benefits mapping, risk assessment, as well as the actual change implementation plan.

One of the critical and foundational tasks in planning for change is assessing the risks and readiness of the stakeholders for the change. This exercise helps to understand the situational nature of the change and unique needs of the Client. It identifies priorities and accelerates the level and effectiveness of change efforts on adoption of the change. It also facilitates in managing risks, resistance and cost associated with the change and contributes to the overall engagement success.

Involvement of leadership and sponsors play a vital role in leading the change. Their role ensures alignment to the vision of change and provides the necessary incentive and motivation to gain buy in across all the stakeholders.

Another key element of change planning is communication. It is critical to identify the audiences, appropriate messages, timing, methods and approvals required to ensure maximum knowledge and understanding across all the stakeholders. Planning of communication would broadly encompass mail communication, surveys, interviews, feedbacks, workshops etc. When the audience is large and geographically spread, a communications network is essential to reinforce the message and gather feedback to validate the understanding.

The organizational change activities must integrate with the Transition Plan to aid tracking of the change as well as ensuring that adequate support is provided during critical project needs.

During the transition initiation phase, the Capgemini Engagement Manager (Transition) may appoint an Organizational Change Lead to own and drive the activities for this stream.