Understanding Change Networks

As Oxford evolves to meet the needs of the ever-changing digital landscape, the role we all play in supporting the changes happening has never been greater. We sat down with Claire Eggleton, Business Change Manager on the CRM programme to learn about change networks and their role within a change programme. 

Tell us a bit about yourself and how you first got into change management  

I started in change management about five years ago at the [Said] Business School. I realised the benefits of a structured approach to change after witnessing both successful and poorly managed change. There is a lot of research about how change management increases the success of programmes by supporting the people who are impacted by change. It’s my passion for people and their experiences that drives me to ensure that change is managed effectively. I want everyone to have best experience of change that they can.  

What is a change network and how are they used in programmes and projects like the CRM programme?  

A change network is essentially a network of people across an organisation that support change professionals in connecting with local teams to embed and deliver change. They act as local advocates and play a crucial role in facilitating two-way communication, addressing concerns, and ensuring that the change is adopted.  

Everyone experiences change in a way that is unique to them, meaning individuals vary in the level of support they need when going through a change journey. In large scale programmes, such as the CRM programme, it is important to expand the reach of change professionals to all involved, so we create change networks to help. These networks are very effective in ensuring that change is co-created, that there is open communication and feedback amongst teams involved and the programme/project team and supporting colleagues as the change progresses.

The size of a change network really depends on the size and scope of the programme it’s supporting. The CRM Programme spans the collegiate university so our change network will be broad. In addition, given Oxford's decentralized structure, the network will help bridge gaps, ensuring that the CRM system enhances collaboration and meets the diverse requirements across the University. 

Who are the people that are part of a change network?  

We have three roles within a change network: Business Leads, Subject Matter Experts (SMEs) and Change Champions. They each have a role to play in supporting their teams move through change and each are supported by the programme team to fulfil that role. Our change network will ensure that the teams involved have a real voice in shaping how the CRM works. 

Can you tell us about each of the three roles? 

Sure, 

• A Business lead represents their team at a strategic level and aligns the change with the goals of their team and the University. They are decision makers and will help the programme set priorities. 
• Our Subject Matter Experts (SMEs) have a deep knowledge of their area, systems, processes or technical expertise. They help to bridge the gap between business needs and technical solutions and will help teams to understand new processes or workflows.   
• Then there are Change Champions, one of the most critical roles in helping colleagues with their change journey through to adoption and beyond. They are trusted members of teams who will be able to ensure that the CRM Programme and its value is understood, tailor communications to teams, respond to queries and/or concerns, and provide a critical link back to the programme through regular feedback.  

In most cases, each role is taken on by someone different although in small teams the roles may be combined. They will feel part of something purposeful - working with others across the collegiate University to build a platform that reflects Oxford’s needs and ambitions. 

You mentioned support, how are each of the roles supported by the CRM programme team?  

We will ensure our network have the tools, information, and skills they need to be successful and can confidently support their teams. The roles all have dedicated support within the programme and each group will have frequent connections with the programme team.  

The roles will collaborate with each other to ensure that this change is well-supported within their teams. More broadly, they will have access to a new or additional network across the collegiate university allowing them to learn more about what is happening in different teams whether that is identifying similarities or learning from other experiences on how to locally support change.  

How do change networks help teams going though change?  

They are all about improving the experience of people on a change journey. They ensure that the change is co-created by keeping the voices of their teams and the communities they work with at the centre of the change. They know what is happening in the programme, ensure that the benefits of the change are understood, share key information in a way that makes sense for their team, and ensure teams are fully supported.  

Is there anything else you would like to share about change networks? 

Change networks offer a real opportunity for people to upskill themselves in change management. In the digital world change is constant and being change-ready is such an important skill for the future. I'd encourage everyone to get involved in change networks when there is the opportunity.