Модель управления практикой внедрения инноваций в организациях и на предприятиях в США

Abstract

The article introduces a new approach to managing change in the United States industry. In the United States, managing change is a subject of a separate discipline called Organizational Change Management. Organizational Change Management studies and manages human behavior and the ways to influence it and steer it in the desired direction when a change occurs. In the United States, this discipline is independent and fairly mature. In other countries, however, this field may be considered as a part of project management, organizational development, or industrial psychology. In this article, before introducing a new model for managing change, the author provides a definition of Organizational Change Management and reviews its purpose, benefits, key pillars (components), and the risks of ignoring or underestimating OCM. This discussion provides those who are new to change management with a framework for their understanding of the proposed OCM model. Next, the author introduces the OCM Capabilities model for supporting change management activities in a company. The United States industry is going through a transition and is experiencing its own challenges right now. One of these challenges is a conflict between a growing demand for OCM services and a conservative approach to funding OCM activities. The proposed model allows companies to efficiently address these challenges. Target audiences for this article include senior management, members of the Planning and Project Management Organizations (PMO), training teams, organizational development consultants, and project managers.