1.
All
A Survey of CIO’s & Technology Leaders
opinions and experience with
Organizational Change Management
The Technology Change Imperative
™

2.
Technology leaders are experiencing unprecedented
change across their organizations. Insourcing or
Outsourcing core IT services. Evaluating the role of
automation and robotics for IT and business
operations. Adoption of new service models such as
Agile and DevOps to meet growing stakeholder
expectations and leveraging new platforms such as
Cloud to achieve new levels of flexibility.
Each of these changes are impacting IT employees in
ways never before experienced. For technology
leaders to achieve the performance and operational
efficiency necessary to deliver this accelerating
agenda, technology teams must become ‘change
enabled’ by developing the internal capability to adopt
and optimize transformative initiatives.
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The Technology Change Imperative
™

3.
12-Oct-17
About This Research
To better understand IT leaders current opinion
and usage of change management services, the
Sourcing Change Management Institute
conducted the Technology Change Imperative
Survey. The survey was designed to identify the
effectiveness and usage of Organizational
Change Management (OCM) to support the
following transformation areas:
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Survey Execution:
Between September 25th and October 9th, the SCM Institute received a total
of 37 responses from CIO’s and IT Leaders to the Technology Change
Imperative survey posted on SurveyWizard.com. The following analysis is
based upon these responses and represents the opinion and
recommendations of the SCM Institute.
Sourcing: Outsourcing, Insourcing & incumbent changes.
Automation: Core IT and business process targeted for AI
& RPA.
Methodology: Collaborative methodologies are impacting
traditional processes and work environments.

4.
Effectiveness of Change Management: Sourcing Scenario
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™
Understood nature and impact of the
change
Established Stakeholder & Operational
committee
Monitored Change Adoption
Effectively Identified Resistance and
took mitigation actions
Developed communications for
operational teams
OCM Level of Satisfaction
Not Satisfied Satisfied
Overall OCM Effectiveness
2.2
1 5
To date, CIO’s indicate general dissatisfaction and limited effectiveness of organization
change management practitioners for sourcing transformations.
 Only 30% of respondents indicated
the use of OCM practitioners to
support an IT sourcing
transformation.
 Respondents who did use an OCM
practitioner to support a sourcing
transformation indicated a low level
of effectiveness with a score of 2.2
on a scale of 5.
 CIO’s overall satisfaction with OCM in
support of sourcing transformations
is low. Respondents sited very poor
scores for ability to address
resistance, effectively monitor
adoption and establish stakeholder
coalitions as extremely poor.

5.
Effectiveness of Change Management: Automation Scenario
Organizational Change Management practitioners have a tremendous opportunity to support
CIO’s automation transformation of technology and business processes.
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™
Train internal
experts to
manage
automation
Trained internal
IT team to
support the
automation
platform
Documented
workflows to
facilitate
knowledge
management
Reassigned staff
impacted by
automated
process
Released staff
impacted by
automated
process
Actions to Support AI Adoption
Will Deploy Will Not Deploy Did Not Consider
 Two Thirds of CIO’s have implemented
or will consider implementing
automation (AI) or robotics (RPA) in
their environment.
 Nearly half of the CIO’s (43%)
indicate they have or will consider
utilizing an OCM practitioner to
support the automation
transformation.
 Despite the high level of interest in
OCM support, CIO’s do not appear to
have focused significantly on
employee change issues. The focus
to date appears to be on technology
and process workflow.

6.
Effectiveness of Change Management: Methodology Scenario
CIO’s do not engage OCM practitioners when they deploy new, collaborative methodologies.
Potential is it is perceived targeted methodology training may address individual change issues.
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™
0 5 10 15 20 25 30 35 40
Enabling Team Collaboration
Balance Collaboration with Individual
Assignments
Make available legacy methodology
opportunities
Recognize Individual contribution as
well as team
Monitor resistance & passive
aggressive dynamics
Change Adoption Support
Considered Did Not Consider Will Consider
 Only 5% of the CIO’s indicated they
have or are considering engaging a
change management practitioner to
support adoption of collaborative
methodologies such as Agile and
DevOps.
 10% of the respondents indicated
they believe methodology training
addressed individual change needs.
Potentially indicating respondents do
not believe any change management
investment is required to support
adoption and optimization of the
model.
 CIO’s scored activities associated with
an individuals need to adopt change
very low. Focusing instead on the
methodology elements exclusively.

7.
Summary of Findings
Overall, the Technology Change Imperative Survey indicates a low
level of interest and usage of OCM capabilities by CIO’s when
implementing transformative agendas. Potential contributors to this
are:
 OCM perceived to be corporate responsibility
 OCM practitioners, by focusing on Communications Plans, miss
the root challenge of change in IT operations
 Change management is viewed as a 3rd Party effort and not
integrated with IT operations
 Change management is viewed as an event and not a core
required capability
™

8.
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SCM Institute Recommendations
™
Based on the Technology Change Imperative Survey
results, the Sourcing Change Management Institute
offers the following recommendations and guidance
to CIO’s:
 Ineffective change management impacts productivity,
budget and culture. Look internal to build a cross-
functional team to support the broad change agenda.
 Establish a change management methodology that
supports operational adoption and supports team
members develop competency.
 Collaborative methodologies impact an individuals need
of self-esteem and self-actualization. Go beyond the
methodology and address the people dimension to
achieve productivity.
 When deploying automation, impacted employees will
likely embrace ‘survivor syndrome’ tactics. Be clear with
your vision and define Future State team roles and
responsibilities.

9.
The SCM Institute is dedicated to continual development of change
management best practices supporting sourced IT services, automated
business processes and new IT methodologies. The SCM Institutes’ 12-
module methodology provides a unique operational framework built to cover
the full change life cycle and the unique needs of individuals and impacted
teams. The methodology features multiple tools, activities, calendars and
events to firmly establish change optimization.
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About the Sourcing Change Management Institute
www.sourcingchangeinstitute.com

10.
© 2017 SCM Institute, Inc.. All rights reserved. Reproduction of this
publication in any form without prior permission is strictly prohibited.
Information contained in this report is based on the best available and
reliable resources. Opinions expressed in this report reflect SCM Institute’s
judgment at the time of this report and are subject to change without notice.
SCM Institute, Inc. has no liability for omissions, errors or completeness of
information in this report.
.
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Disclaimer™

11.
Thank you.Thank you.
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