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CIO in Telecommunication, 1,001 - 5,000 employees
Not having a good understanding of current processes and procedures is a challenge for all organizations, especially ones in the midst of a transformation. One of the approaches that I've found successful starts with active listening and transparent communication. Then I try to understand and map out what they do and how they do it, and then help them understand those things as well. Then I can say, "Now that we understand how it works today, here's how it will work in the future with the new processes, new systems, etc." I’ll map between the two states and show them the roadmap for how we're going to get there.

You’ll calm many people's concerns if you can show them the map from point A to point B. If you're looking at a map and you have to start driving before you know where you’re starting from and you’re not sure where you’re going, it’s really scary. But if you can see where we're going to stop along the way — where there will be training, testing and migration from one system to another — it can help people a lot and develop them into a new role. Many times on my projects I would get the people who were available, who may not be the company's top performers. But by the end of the project, we'd done a massive transformation and these people are now prime resources in the company. They not only transformed the business, but they transformed themselves in the process. They now understand the new operating model, the new business model, and they go on to great success in the company.
C-PIO in Software, 10,001+ employees
Change management is about Change. People as a whole resist change. Only those that champion change are eager to see it through. Our Job is to convey  the value of change. We need to show how change benefits the work that is being done and how it improves the product/organization. Communications at every step of the process is crucial to success. Creating an atmosphere of buy in is imperative. 
Sr. Managing Director in Finance (non-banking), 5,001 - 10,000 employees
Change could be related to people, process or system.  Some ideas to improve change management:
- to start with create a ‘Change-able’ organization and culture as change will be inevitable 
- Share Current state and Future state with a plan and address why, how , what and when
- accomplish a bigger change in phases
- after the change is done , ensure that the change ‘sticks’. 
IT Executive in Healthcare and Biotech, 10,001+ employees
Leaders have to cast the shadow. Show that you are embracing the change, and provide comfort to those that are anxious. A degree of empathy helps. 
SVP, IT Enterprise Architect in Manufacturing, 1,001 - 5,000 employees
I have learned that finding early adopters really matters.  They can be advocates for the changes you are striving for.  They will also be champions in other areas and help create a culture that values necessary improvements.  These individuals usually understand change is necessary if you wish to remain relevant in the future.  They are the key to successful change management.
Vice President of Software Development in Finance (non-banking), 1,001 - 5,000 employees
Almost everything we do with regard to change management will definitely have a degree of improvement. What and when depends on the audience, their maturity, and their alignment.
VP IT (CIO role) in Healthcare and Biotech, 1,001 - 5,000 employees
First understand all levels of the change - systems, processes & people.  Assess & plan carefully, Communicate clearly.  Execute with urgency.  Allow for enough focus on projects. 
VP of IT in Real Estate, 5,001 - 10,000 employees
Observe and listen MORE. always start with understanding the as-is process, the thinking of the people, BEFORE we propose any moves or changes..
Director of IT in Healthcare and Biotech, 501 - 1,000 employees
Accountability, Consistency, and Communication. Be sure that everyone playing an active role knows and understand their responsibility(ies) and is capable and skilled enough to carry them out. Be consistent in the change management workflow and policies - once a good system is established, only alter where and when needed. People are accustomed to habit and it makes no sense to keep changing workflows unless necessary. Lastly, communicate each and every change in an effective manner - those who will be affected should acknowledge and understand the implications of any change made and also feel confident that they will receive the support needed if/when necessary.
Director - IT, Enterprise Services and Value Management in Software, 10,001+ employees
The core to success for a change is to ensure we are able to articulate need for the change, being able to establish the benefits and being flexible to gather viewpoint and make appropriate adjustments to achieve greater acceptance. 

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Director of Finance, Self-employed
We have a dedicated change management and communications team who we call in for consult and/or execution of any initiative. Its part of our dept culture at this point. 

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