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Bc hydro enterprise change management frame work

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Bilal Ali

Bc Hydro needed to transform to respond to changing technological, social, and economic environments. It initiated gradual, transformational change through different projects and activities to improve business operations while supporting impacted employees. The changes at Bc Hydro followed a "blue change" model of careful planning and rational implementation. Change practitioners formed a network to coordinate change efforts across the organization in support of Bc Hydro's long-term goals. This network developed seven success factors to evaluate initiatives and worked to integrate change management into current and upcoming projects. Looking ahead, further priorities include integrating change management into project methodologies for a seamless transformational approach.

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BC Hydro Enterprise Change Management Frame Work A Case Study Need for Change: Bc Hydro is the third largest electric utility in Canada it serves customers in an area containing over 94% of British Colambia. Its endeavors to provide energy solutions to its customers in an environmentally and socially responsible way. For achieving their mission they must respond to changing environment in all aspects, like technological, social, and economical environment. Level of Change: Bc Hydro decided to initiate transformational change implementing gradually through different stages and interrelated activities in their several projects. They are not only stressing business operations but also exposing its employees a host of transformational change. Company needed a consistent and optimized approach to ensure that impacted employees are supported before, during and after the change. Type of Change: The change occurring in the Bc Hydro is Blue Change (Change through design). It is a project management approach to change that involves careful planning and analysis before change is implemented. It is very much about rational way of implementing change. How Change is managed: In Bc Hydro change is managed through Change practitioners dispersed throughout the organization decided to form a community of practice, to come together to ensure that change is addressed in a coordinated and integrated fashion and in full support of the company’s long term goal. This resulted in the formation of Change Management Network (ECM). The network initially consisted of a relatively small number of employees who came together to share best practices, knowledge and tools around change management, ensure links and coordination amongst the many projects taking place in the organization. And works towards increasing the knowledge and use of change management across the company.
How Change Management process is evaluated: The Enterprise Change Management Network (ECM) devises 7 success factors that are used to evaluate the change initiatives. These Success factors are: 1. Clear vision & outcomes 2. Leadership at all levels 3. Involvement 4. Integrated planning 5. Continuous communication 6. Ability to adopt 7. Reinforcement and sustainment How the action plan implemented: The ECM network members worked actively to integrate it into current and upcoming projects. To make the framework come alive and meaningful for employees, the ECM recruited project managers to share their experiences on each one of the seven success factors from the perspective of their projects, why one particular success factor is critical to his or her project, what challenges they may encountered. Future activities: The ECM network is addressing several other strategic priorities to further its mandate, with key ones focusing on external vendors, project management integration, and increasing capacity. A key objective for the coming year is to integrate the change management process into existing project management methodologies. The ECM team is working with project managers across the business examining their process steps to further a seamless approach to transformational projects.

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Bc hydro enterprise change management frame work

  • 1. BC Hydro Enterprise Change Management Frame Work A Case Study Need for Change: Bc Hydro is the third largest electric utility in Canada it serves customers in an area containing over 94% of British Colambia. Its endeavors to provide energy solutions to its customers in an environmentally and socially responsible way. For achieving their mission they must respond to changing environment in all aspects, like technological, social, and economical environment. Level of Change: Bc Hydro decided to initiate transformational change implementing gradually through different stages and interrelated activities in their several projects. They are not only stressing business operations but also exposing its employees a host of transformational change. Company needed a consistent and optimized approach to ensure that impacted employees are supported before, during and after the change. Type of Change: The change occurring in the Bc Hydro is Blue Change (Change through design). It is a project management approach to change that involves careful planning and analysis before change is implemented. It is very much about rational way of implementing change. How Change is managed: In Bc Hydro change is managed through Change practitioners dispersed throughout the organization decided to form a community of practice, to come together to ensure that change is addressed in a coordinated and integrated fashion and in full support of the company’s long term goal. This resulted in the formation of Change Management Network (ECM). The network initially consisted of a relatively small number of employees who came together to share best practices, knowledge and tools around change management, ensure links and coordination amongst the many projects taking place in the organization. And works towards increasing the knowledge and use of change management across the company.
  • 2. How Change Management process is evaluated: The Enterprise Change Management Network (ECM) devises 7 success factors that are used to evaluate the change initiatives. These Success factors are: 1. Clear vision & outcomes 2. Leadership at all levels 3. Involvement 4. Integrated planning 5. Continuous communication 6. Ability to adopt 7. Reinforcement and sustainment How the action plan implemented: The ECM network members worked actively to integrate it into current and upcoming projects. To make the framework come alive and meaningful for employees, the ECM recruited project managers to share their experiences on each one of the seven success factors from the perspective of their projects, why one particular success factor is critical to his or her project, what challenges they may encountered. Future activities: The ECM network is addressing several other strategic priorities to further its mandate, with key ones focusing on external vendors, project management integration, and increasing capacity. A key objective for the coming year is to integrate the change management process into existing project management methodologies. The ECM team is working with project managers across the business examining their process steps to further a seamless approach to transformational projects.