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How to use Zoom and Mentimeter for remote working and online teaching

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7 tips for remote working

Digital transformation is the biggest organizational change that many organizations are going through right now, but what is next for change management? What is next for organizations who have already go through a digital transformation? The reality is, the need for change never stops. This section looks at the future of change management and some upcoming trends. 

# Change as part of an organization’s DNA

After Digital Transformation, businesses will realise that they simply cannot stand still, and that change cannot be reserved for Change Management type projects. This will mean that organizations will have to make sure that change is part of their DNA. This means everything from hiring the right people to changing the organization to make sure that it can actually cope with fast and continuous change.

# Continuous improvement initiatives
Change Management has traditionally been a relatively isolated project within a company which is only instigated when change is needed. However, many bleeding edge organizations are using continue change methodologies such and lean and agile in order to always be improving and changing. For many companies, this will mean that they will start to use formal change management models to implement all kinds of changes, not just large organizational changes.   

# Automation 
Companies will have to adapt to change due to automation. Change Management will be used to help organizations to adapt to automation.

# Big data 
Organizations are becoming more data-driven and it is becoming a reality for Change Management too. Big Data will become more and more important when it comes to making decisions about what organizational changes to make and how to make them. Change Managers will have to be able to adapt to the data-driven workplace and be able to collect and interpret data in a deeper way. Whilst Change Managers themselves will have to adapt to change to accommodate this shift towards data, data will be a useful tool to make organizational change more accurate and predictable. It may also give rise to new models for Change Management.

There are of course limitations with Big Data. Like the traditional Change Management Models, data cannot always predict the human reaction to change, so Change Managers will still have to have a good handle on their personal skills. 

In short, what we can see for the future of Change Management is that it will become more integrated within organizations, and will be driven by data, which will transform Change Management into a more accurate practice - which will increase the importance of it within organizations. 

*This Article is part of a series about Digital Change Management.* 

Read the next chapter: [Tools and resources for change managers in the digital age](https://www.mentimeter.com/blog/digital-change-management/tools-and-resources)

See the whole guide: [Change Management in the Digital Age](https://www.mentimeter.com/change-management-in-the-digital-age)

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After Digital Transformation: What’s next for Change Management?

Change Management has always been associated with change within organizations in a general way. However, as companies move towards digitalization, Change Management is shifting too. There are a number of key areas for Change Management in the digital age: Digital Transformation, Digital Talent, and Digital Leadership.  Digital Transformation is probably the most important and disruptive organizational change to happen in recent times. This chapter explores the shifting importance of Change Management and what it looks like in the digital age. 

# Digital Transformation
In its broadest terms, Digital transformation is the change associated with the application of digital technology in all aspects of human society.

Digital Transformation is the biggest change that organizations will face right now. Restructuring the organization to enable the digital transformation is no small task, as many organizations are currently going through this change.  Prior to initiating the transformation, the leadership team in any organization must align its thought as to what digital means to the organization and how it will fit into the overall business model. 

Whilst the definition of digital transformation is broad, most agree that it contains the following elements:

1. Customer-centricity: moving the focus from maximum profit to putting the customer well and truly first. 
2. Use of iterative and collaborative processes that incorporate the spirit of "fail fast fail often" such as agile and lean methodologies; 
3. Integration of multiple services and channels, enabled by technology.

This is simply a brief overview of Digital Transformation, the next chapter will look at this important shift in organizations in more detail. 

# The Digital Workforce

The digital workforce refers to how the skills needed by organizations from their employees are changing.  HR departments are and should be,  making a digital shift in order make sure that employees have the right skills to be able to take on the challenges of the new digital workplace. One example of this is that there is an increasing demand for marketers that need to have data analysis skills and evening coding skills in order to prestige in digital marketing roles. This could mean the emergence of new roles within organizations too; such as Head of Digital roles. As the demand for skills changes, HR managers need to be instigators of changing themselves and digitalize the recruitment process too.

# Digital Leaders

Digital leaders play a critical role in paving the way for the digital transformation and should heavily engage and communicate with key stakeholders (whether internal or external to the organization) in deciding, designing and delivering the digital organization. This means that the role of leadership will change and this will be a challenge for leaders as they will need to change and adapt accordingly.

# Change Management in a digital world  
As well as new areas to focus on, Change Management in the digital age also brings new models for change implementation. These models, compared to the traditional models, are focused more on fast continuous change, rather than one big time change. We also see that change management becomes more mainstream and a permanent feature within the daily operations of businesses, rather than being exclusive practice for management consultants. 

We can see that Change Management is no longer only reserved for organized projects, but rather it is something that is integrated into all parts of the organization, including HR.

*This Article is part of a series about Digital Change Management.* 

Read the next chapter: [Change Management in Action: Digital Transformation](https://www.mentimeter.com/blog/digital-change-management/digital-transformation)

See the whole guide: [Change Management in the Digital Age](https://www.mentimeter.com/change-management-in-the-digital-age)


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What does Change Management look like in the digital age?

To get the most out of these resources, we recommend that you have a Mentimeter account. You can register for your free account today, and get started in minutes!

# Change Management 101 workshop ideas

For those who are about to embark on a change process, or want to introduce the idea of change to your team, these simple exercises can be used to help open up the topic for discussion and help your team to understand what to expect when it comes to change. 

If you are about to go through a big change process, introducing change and being transparent with your team can help your project run more smoothly. Plan a workshop that is relevant to your team using these suggested templates:

## Exercise: What does change mean to you?

This simple template can be used as an icebreaker for your team to see how they perceive change. To take this exercise further you can then discuss the input, especially if there is a negative response. This can help you to get a quick response from your team and how they feel about change. 

__Access this template:__ [What does change mean to you?](https://www.mentimeter.com/s/b82ae03b22ab13ef9236598a6d10502b/74c911904ff5)

## Inspiration: Change definition slides

These slides can be used as part of a larger workshop, and provide a number of definitions of change. You can use these slides to start a discussion about change, alternatively, they can be used as reflection points throughout your presentation. 

__Access these slides:__ [Change definitions](https://www.mentimeter.com/s/d66d5dd27cf0882395274481ea6bbd05/57f51201a3f9) 

## Exercise: Types of change

This exercise can be used to get your team to brainstorm about different types of organizational change that may have already experienced. The purpose of this slide is to help your team understand that change is happening all time, and most of the time it is positive. 

__Access this template:__ [What types of changed have you experienced?](https://www.mentimeter.com/s/076c755f53ce852749f9b7bd3d339e36/676f702db17e)

# Change Management exercises for your team

For those who want to dive deeper, we have created a collection of change management exercises that you can use with your team. Conduct one exercise or combine them to create workshops that can help you plan projects, get decisions made, and generally ease the tension that change can cause.

To get the most of out these exercises, you should add the templates to your Mentimeter account (If you don’t already have a Mentimeter account, create one for free). Use these interactive exercise templates to engage your team in meetings and workshops and inject some fun into your presentations!

## Exercise: Swot Analysis 

This exercise can help you identify and resolve any perceived weaknesses or threats in your project, strategy, team or organization. This is a good activity to use early in a project or program to highlight what currently works and what doesn’t so you get an accurate feel for the situation before moving on. The outcome of this kind of exercise can help leaders and their teams to decide on what kind of change that needs to be done in order to strengthen a project, team or organization. 

This exercise can also be used operationally as part of a quarterly team or organization review process. Which can give leaders a quick insight into how the team perceives the status quo. As an added bonus, by using Mentimeter to collect this information, the feedback will be anonymous, so you can expect to gather more honest data.  

### How to conduct this exercise

1. The leader of the exercise should create the scope of the SWOT with the group (or beforehand). To scope out the SWOT exercise, choose a project, area or whole organization focus and outline it clearly for the team. Some examples SWOT analysis could be:  ‘Our marketing strategy’, ‘the organization as a whole’ or ‘Our new product’. 

2. Whatever you decide to focus on, make sure that it is well defined so that everyone involved in the exercise knows what is and isn’t included in the SWOT analysis.
3. The Facilitator asks the Participants to brainstorm all the Strengths they can see and add their thoughts to the discussion by answering the question using Mentimeter.
Repeat step 2 for each of the other aspects Weaknesses, Opportunities and Threats. Once each area has been covered, the can discuss and try to identify any links, further thoughts or explanations behind their opinions.
3. The next step of this exercise is to create an action plan Action Plan using the ideas that were shared in the first part of this exercise. The goal here is to turn weaknesses into strengths, threats into opportunities and so on. Try to create a list of actions that the whole team can work on in order to implement change. 

__Access these templates:__ 

- [Mentimeter Free template](https://www.mentimeter.com/s/451f305fa48acff74aabd86a91cb1208/7bd1e4e80719)
- [Mentimeter Basic and Pro template](https://www.mentimeter.com/s/8b27b863da284f64cd8af215183edb88/bc822343b2a9)

## Exercise: Productive Brainstorming 
One important part of change and change management is to have innovative ideas that move the company forward. Without new ideas, there cannot be changed. This exercise maps out how to do productive brainstorming.

Quite often, brainstorming sessions do not result in new actionable ideas, or only the ideas from the loudest people in the room are heard, and those more introverted people who are less willing to speak out in front of a room. This exercise uses Mentimeter to facilitate the discussion, meaning that everyone has a chance to share their opportunity and prioritizes those ideas and turning them into actions is made a lot easier. 

### How to conduct this exercise

1. Before your workshop or meeting, decide on what topic you want to brainstorm about and work on. Some examples of this could be: “how can we get more customers?”, “new product ideas” or “how can we improve our website”.
2. Once you have decided on a topic, add it to them Mentimeter template slide, and get everyone in your team to share their ideas on that topic. You might find that it takes some time for people to get warmed up, but give people plenty of time to fill out their ideas. By allowing the users to submit answers on their smartphones you will create a more inclusive environment where everyone has the opportunity to share what they think.
3. Once you have the ideas on the screen, if you like, you can spend some time discussing and exploring the ideas that were shared. 
4. In the second part of this exercise, you should enter all the ideas that were brainstormed into the 100 point question type. Remember to remove duplicate ideas or group similar ideas together in the list to make prioritization easier. 
5. Now you can ask your team to vote on the idea that they would like to see prioritized.
5. Once you have conducted this vote you should now have a list of prioritized initiatives that you and your team can start planning and working on!

__Access this template:__ [Productive brainstorming](https://www.mentimeter.com/s/e97c230ec172d95f65780db828a98a33/d3eddc042211)

## Exercise: Quick Team Review 

Team Review Workshop is an activity ready-made for any team meeting. You can run in virtually any situation.

It helps you build a shared understanding of a team about what’s working well, areas in need of improvement and areas of opportunity. Use this template on a regular basis to keep your finger on the pulse of your team so you know if something isn’t right and you need to step in to make some serious changes. 

__Access this template:__ [Quick Team Review Exercise](https://www.mentimeter.com/s/18e05bfdd29aded10892ee51590c8a11/bddabdf7a3a8)
# Digital Transformation Resources and Exercises

If the type of change you are specifically looking for is digital transformation, this section will provide you with a range of different resources and exercises you get a test with your team.

__Watch:__ [Digital Transformation webinar](https://vimeo.com/332644235/cee92752e5)

Digital Transformation Exercises:

[What does digital transformation mean to you?](https://www.mentimeter.com/s/f5264731713f651081bf5326c9b89385/2e8576e951a8)
[How familiar are you with Digital Transformation?](https://www.mentimeter.com/s/985d4090c6a8ed246bab6b4ad342acb9/d9e87ce25950)

For more Mentimeter templates on a whole range of topics including icebreakers and just for fun quizzes, take a look at our templates page or log into your account to explore! 

*This Article is part of a series about Digital Change Management.* 

See the whole guide: [Change Management in the Digital Age](https://www.mentimeter.com/change-management-in-the-digital-age)

Tools and resources for change managers in the digital age

Change is ubiquitous in humans. When we talk about change in the digital age, we can talk about the industrial revolution, the incredible development and growth of technology during the past 150 years. We can talk about billionaires sending cars to the stars, the development of smartphones and social media. When we talk about change, we can talk a lot about digitization. 

However, it is not so much about the technology but the raw human drive behind the technology which is the drive for change and will continue to drive us through digitalization and beyond. Without the human ability to adapt and learn we would most certainly not be where we are today. Today, that drive is categorized and monetized into the concept of Change Management.

Change Management is an umbrella term that is actualized in many different ways, and we have tried to capture its broadness in this ebook. This guide explores the background and theory of Change Management, how it looks in the Digital Age, and one of the most important changes that are happening in organizations right now: Digital Transformation.

Within organizations, Digital Transformation is becoming something big. It’s spoken about in board meetings and in Ted talks. There is a flurry of Head of Digital jobs and the like. But what is it? In short, it is not about buying software and upgrading computers. It’s about utilizing the power of digital, to improve our processes and fundamentally the way we work and think, this will in term will have an impact on people, which we need to manage.

Aside from Digital Transformation,  this guide also explores the human force behind digitalization and why Change Management within organizations is needed to ensure digital transformation. We will look at the traditional models of change management, the development of change management, how it looks in a digital workplace, how change management is the key to successful digitalisation and what this digital transformation could look like.

*This Article is part of a series about Digital Change Management.* 

Read the next chapter: [Change Management 101](https://www.mentimeter.com/blog/digital-change-management/change-management-101)

See the whole guide: [Change Management in the Digital Age](https://www.mentimeter.com/change-management-in-the-digital-age)

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An Introduction to Change Management in the digital age


# Change Management: An overview

Change management is a term used for all approaches to preparing and supporting organizations in making an organizational change. Organizational change focuses on the stages that companies go through as they evolve, and it is unavoidable if companies want to survive and be successful. The principles of organizational change can be applied to both short- and long-term changes and changes big and small. 

Change Management includes methods that optimize the use of resources, improve business processes, reallocate budget, as well as other things that significantly change how an organization operates.

# What makes Change Management successful?

There are many models that one can follow when implementing Change Management, however, there are also some core elements that are needed in order for the Organizational change to be a success. These core elements focus on the attitudes and leadership that is essential for any Change Management implementation to be a success:

- There must be a real need for change within the organization
- Before any changes can take place, an assessment of the status quo should be done
- The must be a clear vision and plan for the change
- Good communication within an organization is critical for success 
- Methods for change must be adopted by the organization in order to have successful change
- Crucial is also a true commitment from management throughout the organization
- Measurable, concrete goals should be set in order to evaluate success.

# Key Change Management Models

Change management has been built around different models that help practitioners implement change in a practical way within organizations. There are some core models that are considered the cornerstones of Change Management Theory, this section looks at some of those models.

## Lewin’s Change Management model

Kurt Lewin’s Three Stages model, created in the 1950s  remains relevant today. The model is a simple framework for understanding the process of organizational change and is called the Three-Stage Theory.

The theory behind this model is that change for an organization is a complicated journey which involves several stages of transition. These three stages are a way to visualise change and to make change management easy to implement:

__Stage 1 - Unfreezing:__ This first stage involves improving the readiness as well as the willingness of people to change by fostering a realization for moving from the existing comfort zone to a transformed situation.

__Stage 2 - Change:__ This stage can also be regarded as the stage of Transition or the stage of actual implementation of change. It involves the acceptance of the new ways of doing things. This is the stage in which the people are unfrozen, and the actual change is implemented. 

__Stage 3 - Freeze:__ During this stage, the people move from the stage of transition (change) to a much more stable state which we can regard as the state of equilibrium. The stage of Refreezing is the ultimate stage in which people accept or internalize the new ways of working or change, accept it as a part of their life and establish new relationships.

## The McKinsey 7-S model

The model is based on the theory that, for an organization to perform well, these seven elements need to be aligned: structure, strategy, systems, skills, style, staff and shared values.

Whatever the type of change, the model can be used to understand how the organizational elements are interrelated, and so ensure that the wider impact of changes made in one area is taken into consideration.

## Kotter’s theory
John Kotter introduced 8 Step Model of Change which he developed on the basis of research of 100 organizations which were going through some type of change. The 8 steps are:

1. Creating an Urgency
2. Forming Powerful Guiding Coalitions
3. Developing a Vision and a Strategy. 
4. Communicating the Vision
5. Removing Obstacles
6. Creating Short-Term Wins
7. Consolidating Gains
8. Anchoring Change in the Corporate Culture

## Nudge theory

The theory behind this model is that a nudge makes it more likely that an individual will make a particular choice, or behave in a particular way, by altering the environment so that automatic cognitive processes are triggered to favour the desired outcome.

An individual’s behaviour is not always in alignment with their intentions (termed a value-action gap). It is common knowledge that humans are not fully rational beings; that is, people will often do something that is not in their own self-interest, even when they are aware that their actions are not in their best interest.

## ADKAR

The Prosci ADKAR Model is a goal-oriented change management model to guide individual and organizational change. ADKAR is an acronym that represents the five outcomes an individual must achieve for change to be successful: awareness, desire, knowledge, ability, reinforcement.

When applied to organizational change, this model allows leaders and change management teams to focus their activities on what will drive individual change and therefore achieve organizational results. ADKAR provides clear goals and outcomes for change management activities. It also provides a simple, easy-to-use framework for everyone in the organization to think about change. Employees, managers and senior leaders alike can all use ADKAR to describe and discuss change together.

# Challenges and limitations

There are, of course, some limitations and challenges when it comes to Change Management models. Some models are criticized for being too simple to actually achieve real change within an organization. Other models are considered to have limits because they do not take into account the power and political structures that are often apparent within organizations. Moreover, most models also ignore the feelings and experiences of employees, which can often be unpredictable, and only focus on results in an environment without variables. 

Despite limitations, models can be useful. However, it is important that Change Managers remember that organizational change doesn’t happen in a vacuum and therefore the human experience of change should be taken into consideration when during organizational change. 

# Which model should I choose?

Regardless of the limitations, if you’re going to implement organizational change, then you probably want to follow a tried and tested model. So which one should you choose?

The shortest answer to this question is: whichever one you like. This is also not an exhaustive list, so there is still a lot out there to explore in terms of models. A more concrete answer to this question depends on the situation. If you’re a seasoned Change Manager you might already have a preferred model or models that you use.

However, if you’re new to Change Management, then researching more about the different models and then actually testing out some of these models in your organization will be able to help you to determine which models may or may not work for you and your organization. 

*This Article is part of a series about Digital Change Management.* 

Read the next chapter: [What does Change Management look like in the Digital Age](https://www.mentimeter.com/blog/digital-change-management/what-does-change-management-look-like-digital-age)

See the whole guide: [Change Management in the Digital Age](https://www.mentimeter.com/change-management-in-the-digital-age)

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Change Management 101

# What is Digital Transformation?

“Digital transformation” refers to the changes in the the application of technology and flow of operations in order to create experiences that feel seamless, connected, and easy. 

Whilst digital transformation covers many industries and intersects with everything from education to medicine, we will focus on digital transformation within a business. 

# 4 Examples of digital transformation

In this section, we will explore examples of successful digital transformations from well-recognized brands  to help put it into context what digital transformation can mean and how broad digital transformation can actually be. Most importantly, these examples show us that digital transformation isn’t just about developing new software, but rather, radical organizational change that reimagines a company’s portfolio of product and service offerings as well as its internal operations needed to successfully deliver those products and services. 

## Netflix: from mailboxes to streaming

In 1997 Netflix was launched, offering customers monthly subscriptions so that they could rent movies to be posted to them to their door and so that they could avoid late fees that traditional movie rental companies imposed on their customers. Right from the start, Netflix was a disruptive company which has probably lead to the organization’s ability to transform and adapt to the digital world. 

In 2007, Netflix launched its streaming services. This meant that subscribers no longer needed to order and wait for their DVDs to come in the mail, they could just log in online and watch movies and TV shows whenever they wanted. This would ultimately change the way that consumers would watch content online. 

What can we learn from Netflix’s digital transformation? Past success doesn’t dictate future success. Netflix was already disruptive in the industry when they launched in 1997, however, if they had not completely changed their business model in order to keep up with digitalisation and how consumers were changing the way that they consumed video - especially since the launch of YouTube, they would have probably met the same fate at Blockbuster. This particular case shows that digital transformation can be a matter of survival for some businesses. 

## Dominos Pizza: getting management onboard saved the business

In 2008, Dominos Pizza was struggling. Stocks had hit an all-time low.  The company struggled to maintain a positive brand image. In 2012, all this changed. 

What can we learn from this? For Dominos, success in digital transformation rested on the fact that the key Transformation players managed to get top management onboard, and their enthusiasm trickled down through the whole company. This shows that no matter how good your digital strategy is, if you don’t get the whole company, and most importantly management onboard, your strategy probably won’t fly.

## IKEA: E-commerce and digital content

IKEA has evolved from catalogue store to e-commerce giant with a great focus on content. One of the key features of IKEA’s business has been its strategy of keeping costs down by getting customers to drive to their stores to shop and pick up furniture themselves. However, the changing living habits of consumers had forced IKEA to change how they work. 

For example, with more people living in cities without cars (in particular, Millenials who live in house shares), IKEA has had to expand its e-commerce offerings to cater for these target groups. 

On the marketing side of things, IKEA has experimented with innovative and immersive digital techniques including technology such as AR.

In short, IKEA’s Digital transformation has focused on their target audience and using technology to cater to them best.

## Lego: New sources of revenue through digital

After a period of expansion, the beloved toy company, LEGO suffered a decline and by 2004 LEGO was near bankruptcy. Facing this bankruptcy,  LEGO started restructuring and implemented a Digital Transformation which focused on new revenue sources coming from movies, mobile games, mobile applications and AR experiences. By finding new sources of revenue, LEGO has managed to transform their brand and keep up with the wants of kids today.

# 9 tips for Digital Transformation 

Now that you’ve seen how others have implemented a Digital Transformation change strategy, how can you implement it within your organization? 

For a more in-depth look at how to implement Digital Transformation successfully, we recommend watching our Digital Transformation webinar that we co-hosted with expert, Joakim Jansson. 

Here are nine things to think about when embarking on a digital transformation journey:

__1. Get management onboard from the start__


Building support from the top is important for change to be implemented in the long term. It might be easier to build support for companies that are struggling in the current climate than those who are thriving. Companies who are already feeling the effects of the new digital world maybe be craving change and ready for it, however, those who are not yet feeling this, may be more reluctant to actually embrace new change. 
In order to build C-suite support, Change Managers need to find the pain points that organizations are struggling with and provide actionable solutions. As mentioned above, this transformation can be implemented gradually and doesn’t need to be a dramatic all-at-once change that turns an organization on its head. 

__2. Create a strategy that works for your business__
Change Managers need to make sure that there is an audit of the status quo and then a plan is made from there. Transformative, however, doesn’t have to mean that everything needs to be done at once. By choosing some elements of digital transformation and implementing things slowly, organizations will be able to adapt more smoothly and adopt new processes easily. 

__3. Start small__
Regardless the size of your organization, and the resources that you have on hand when implementing digital transformation, it is better for change managers to start with making smaller changes and scale up over time. This gives employees a chance to adapt to the change and see it as a good thing, rather than a threat to the status quo. 

__4. Hire the right people__
Hiring the right people is so important, and for digital roles, you need to hire digital natives, i.e. a person brought up during the digital age and has familiar with computers and the Internet from an early age. 

__5. Make all roles digital__
The more traditional roles within the organizations shouldn’t be left behind in the digital journey. There should be a plan for how to make roles in finance, sales and marketing digital, for example. This, of course, means that there is a need to invest in training and perhaps the restructuring of roles, however, in the long term, it will mean that organizations will end up with fully-digital teams. 

__6. Support decisions with data__
Whilst data has always been important to many branches of organizations, the term “data-driven” is a relatively new term which has become prevalent as data collection and analytical tools have developed. Deciding to take decisions based on data is an important part of the digital transformation, and it up to change managers to lead the way and try to change how organizations make decisions, moving from guessing to using data.

__7. Understand the impact digital transformation has on company culture__
Digital transformation has also seen a shift in how companies operate on a cultural level. The digitalisation of HR roles has been a factor in this change. However, the digital organization that focuses on data and where management roles are not just reserved for those with the most experience, digital transformation forces organizations to become more open and transparent. It is up to change managers to make organizations aware of these types of changes too and to make sure that they are perceived as a good thing - i.e. a great environment for innovation.

__8. Work it into the budget__
Any substantial change within an organization requires investment. In order for change, and for managers to be successful in a digital transformation implementation, change managers should make organizations aware at the start of the process, that digital transformation requires investment and that it should be catered for in the budget.

 __9. Continue to adapt even after “transformation” __
Whilst digital transformation is one aspect of change management, it should not be seen as the be all and end all of the transformation. Organizations still need to improve on an ongoing basis. Implementing lean and agile methodologies into the workplace may help organizations to become more accustomed to change. 

In conclusion, there’s no doubt that implementing Digital Transformation is a huge task for change managers and employees alike. It should be implemented over time in stages and it is important to make sure that everyone within the organization is onboard.

*This Article is part of a series about Digital Change Management.* 

Read the next chapter: [After Digital Transformation: What’s next for Change Management?](https://www.mentimeter.com/blog/digital-change-management/whats-next-for-change-management)

See the whole guide: [Change Management in the Digital Age](https://www.mentimeter.com/change-management-in-the-digital-age)