This paper aims to demonstrate why a people-focused strategy is vital to ensuring the successful implementation of large-scale organizational change initiatives.
This paper shares insights gained from the creation of a “Program Acceleration Office,” which saw the bringing together of 15 different organizations and aligning their implementation of workforce-related policies and procedures to foster employee buy-in and to care for the different needs of the individuals in these organizations. This aimed to support the transition of government employees in the State of Alaska to a remote and hybrid working environment as a result of the COVID-19 pandemic.
Project managers are motivated to ensure the successful implementation of their projects. This creates a powerful internal focus, i.e. what is happening at a project-level. However, when an organization requires a multi-project, multidisciplinary program of activity, this internal focus can become a derailer with opportunities missed to optimize total resource utilization, reduce overall program costs, minimize organizational disruption and appropriately synchronize or sequence implementation. The creation of a dedicated “Program Acceleration Office” enabled the State of Alaska to implement broad, transformational changes to the fundamental way work was accomplished. The multi-projects were centered around human capital strategies, and this meant focusing on ensuring the workforce have a positive experience during and after this transition so that the changes would be sustainable.
By prioritizing workforce involvement through this multi-project, collaborative approach, complex workforce-related projects have a better chance of success. The findings will help organizations accelerate this implementation and return on investment of synchronous, complex, multi-project, multidisciplinary programs.
Holland, A. (2023), "When the stars align: how to accelerate the implementation of human capital strategies through multi-project initiatives", Strategic HR Review, Vol. 22 No. 1, pp. 12-16. https://doi.org/10.1108/SHR-10-2022-0058
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