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Every organization will, at some point, need to make changes in order to improve, remain viable, and drive business or mission success. Changes are often the result of implementing new business strategies, adopting new technologies, adapting to new business processes and organizational change initiatives. Changes are associated with risks. Organizational culture, workforce readiness, instinctive resistance, and the concern of ambiguity and uncertainty are commonly major contributing factors to the failure of changes. DMI offers an effective organizational change management (OCM) solution and incorporates the OCM practices in all our business consulting and technology engineering and development projects.

Our organizational change management skills build awareness, competence, and confidence for stakeholders, empower our clients’ employees to embrace, adopt, and sustain the changes successfully. Our OCM blunts cultural dynamics counter to strategic success, reduces confusion, and addresses the anxiety that disrupts business, impacts continuity, and erodes return on investment.

organizational change management important transcend methodology

The DMI TRANSCEND methodology helps our clients transform their organization and Ascend to new heights by aligning strategic milestones, predictive stakeholder behaviors, proven Organizational Change Management process and human-centered OCM delivery to empower employees ownership of successful, sustained adoption.

In order to TRANSCEND, we help our clients enable:

Trust is the essential starting point for any successful change and its adoption. Trust means transparency from the top down; awareness across the entire organization; communication that is timely, targeted, and accurate; candid conversations about change impacts; and empathy for those key stakeholders who might be impacted.

Our Organizational Change Management practice addresses the importance of clearly conveying the value of change and essential principles of the new technology to non-technical audiences. We engage executive sponsors, key leaderships, and stakeholder communities for consensus building and apply user-centric design principles to build Organizational Change Management strategies. We leverage proven approaches from human-centered product design to establish an early foundation of trust and stakeholder buy-in. We promote timely communications from executives and leaders, build the change agents community, and thoughtfully translate visions into OCM actions and journey maps.

Having an accurate understanding of organizational readiness to manage change, both from a cultural perspective and specific to knowledge and skills on the new technology to be adopted, is important to OCM planning. We perform a thorough evaluation through surveys, interviews, assessments, and structured analyses.

These discussions could be difficult, as they may challenge convention, perception, and entrenched positions and biases regarding change. Nonetheless, by identifying the true health of an organization’s change culture, we can unveil risks and issues early and develop a successful Organizational Change Management plan.

We start stakeholder engagement and readiness assessment immediately upon the project kickoff. Through targeted training, systematic communication, partnership workshops, and managed coaching, we can improve the organization’s readiness.

A robust, well-communicated and collaborated network of change agents and SMEs breaks down silos, drives holistic OCM actions to resonate across all stakeholder communities. Networking is an intentional activity that is included in our Organizational Change Management practice. For example, in cloud migration and adoption, we foster and orchestrate collaborations among cloud engineers, application developers, infrastructure teams, network teams, security practitioners, system admins, service management teams, data service teams, application testers, and end-user support service team members to build a well-connected community with a strong common understanding of cloud services.

Change is not a one-off event. To have sustainable success, an appropriate mindset and “muscle memory” for operating under the new change needs to be developed. Sustainment culture needs to be developed in tandem and in advance of when impacted stakeholders must begin to internalize the change as part of their day-to-day work. For example, Cloud is a technology with a broad and significant impact. While planning cloud migration, an organization needs to include cloud FinOps, cloud service management, cloud service O&M, cloud security, cloud integration, quality management, and user support in the planning, designing, prototyping, and training.

Our Organizational Change Management strategies build the foundation of a sustainment culture during the Strategy and Governance phase and perpetuate through Training and Enablement. We lead or facilitate education workshops, Dojo trainings, and guided prototyping. The key is iterative and increased employee-led ownership and adoption of the change as they become more comfortable with the transformational dynamic. Our OCM practice cultivates a culture of innovation and continued learning.

Our Organizational Change Management practice enables actions and outcomes that make good on the common organizational assertion “Our people are our greatest asset.” As employees become more comfortable, knowledgeable, and skilled with the use of a new technology, they will explore ways to innovate, form or seek peer groups and communities of practice that are extensions of their change agent networks and the associated task groups. Employee-enabled OCM converts this premise into action by creating a dynamic that empowers them to own the success of organizational transformation and the associated goals and benefits.

By fostering awareness, competence, and confidence in stakeholders, our OCM practice empowers an organization to blunt resistant cultural dynamics, reduce confusion and anxiety, and minimize business disruption. As noted above, employee-led communities of practice and continued professional development play a key role to manage organizational change successfully.

It’s trite but true to say that managing change is hard, something anyone who has ever experienced a significant period of innovation or transition knows all too well. Before, during, and after the change, discipline is required to ensure everyone maintains focus on the vision, scope, value streams, and continuous measurement and continuous improvement.

Our Organizational Change Management practice sets up and enforces governance policy, organization’s structure, and processes; applies metrics based progress measurement; and drives a structurally adaptive Organizational Change Management process to yield the desired outcome for our clients.



Gary Wang

Chief Technology Officer

“In the ever-evolving digital landscape, we stand as the bridge between the public sector’s mission-driven innovation and the commercial world’s relentless pursuit of progress. With visionary cloud solutions, we redefine what’s possible, transcending boundaries to empower both governments and industries. Together, we’re reshaping the future, unlocking opportunities, and securing the digital frontier for a brighter tomorrow.”

GaryWang CTO for overall success


Eric Hutchins

Director, Organizational Change Management

“A cloud migration’s impact on employee communities is difficult to quantify but frequently underestimated. For employees, it is similar to picking up their house, all their valuables inside, and moving it out of sight. The understandable discomfort employees feel during migration can disrupt their focus on the anticipated benefits of cloud migration. Holistic organizational change management reduces disruption and enables employee ownership of changes essential to realizing the ROI associated with cloud migration.”

Eric Hutchins for effective change management


Ajay Shukla

Director-Infrastructure Services

“In the realm of cloud architecture, we meticulously design systems that seamlessly meld form and function. Our solutions don’t just align with best practices; they set the pinnacle standard. We’re not just technology experts; we’re the architects of reliability. Together, we forge the technological backbone of success, enabling organizations to thrive in the digital age.”

AjayShukla director of digital transformation




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Organizational Change Management (OCM) at DMI is led by an award-winning, global change team comprising more than 35 years of experience in change communications, strategy, enablement, sustainment, and coaching. We have experience engaging discrete leadership and stakeholders during the cultural, technological, process, human resources, and organizational transformation to your strategic engagement, giving your organization a competitive advantage.

The DMI OCM team is accomplished at driving people-centric change and engaging stakeholders via cross-functional dialog; alignment, engagement, adoption, readiness, and risk-mitigation activities; change networks and sustainment structures; operationalizing process and behavior change; reducing transformational disruption and realizing return on investment.

The OCM team’s client portfolio includes healthcare, manufacturing, financial institutions, IT, biotechnology, energy, government, and defense.

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