Change management means different things to different people. Essentially change management should be an iterative process that utilises a set of organisation-specific tools and techniques to help an entity and its people transition from a current state to a sustainable desired state. When executed effectively, change management will minimise management risk and maximise return on investment (ROI).

Although every change initiative is unique, this paper aims to provide you with an insight into what activities and deliverables could be considered at each phase to maximise the benefits obtained from a clear and practical approach to change management and how the approach can be tailored and or scaled. Our proven approach is practical, heavily integrated with good programme/project management, and focused on the delivery of tangible business benefits. We will exam in greater detail the five "Es" that underpin our methodology: Explore, Expose, Engage, Educate and Embed.

Multiple common reasons for failure will be explored and practical steps to mitigate these will be explained. A demonstration of Science Applications International Corporation's (SAIC's) Practical Approach to Change Management is covered as a case study and noted throughout. This is based on a programme we recently worked on with a major North Sea operator. This was a digital oil field programme that has been recognised as the pacesetter within a global network of related initiatives.

The intended audience for this paper is people who are planning, designing and carrying out change and communication efforts in support of the digital oil field project, primarily the project team and commissioning manager. However, the principles of this practical approach to change management are applicable to any organisational change activity in any industry.

Many myths exist about change management, and we aim to address at least ten of these throughout this paper in an attempt to debunk them for you.

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