Dr. Amira Abdulrahman
Abstract:
Background:
Change is ubiquitous in organizations, and so is the need to understand it deeply and efficiently guide people through the evolution using frameworks and processes tailored for anticipating and addressing increasingly complex challenges. Volatility, uncertainty, complexity, and ambiguity (VUCA), combined with rapid technological advancements and shifting market conditions arise, and the change must swiftly be adopted if the organization wishes to survive in the long run. Evaluating the numerous layers that make up OCM and the methodologies to best examine disruption compared to adoption and adaptability to fruition are among the objectives this research sets forth.
Methods:
This work explores the evolution of organizational change management from 2018 forwards through contemporary literature reviews, the development of phenomena within the field, and existing theories. Dissecting, analyzing, and integrating, along with synergy within the relations of outlined components within the OCM structure that make up the dimensions of the framework are the focus of this exploration.
result:
The research identifies “Diagnosing the Need for Change and Assessing Readiness” as the primary phase of a process, outlining where focus and resources must lay. “Planning and Designing the Change” aids vision creation alongside objective planning as the research suggests.
Conclusion:
Effective application of OCM principles and processes results in greater adoption of new initiatives, less adverse impacts, improved organizational agility, and achievement of strategic goals. This study improves our understanding of ОСМ as a strategic capability to cope with uncertainty and sustain success. Organizations can actively manage transitions and cultivate adaptive workforces by embedding OCM into their fundamental philosophy.