The Change Management Office (CMO)
At the heart of successful transformations
Change initiatives rarely fail for lack of willingness—they fail for lack of structure. Those responsible for leading or driving change need more than commitment and good intentions. They need an organizational foundation that makes change possible to plan, manage and sustain.
A dedicated Change Management Office provides exactly that: it brings together expertise, coordinates initiatives and systematically increases the likelihood that your transformation will succeed. We help you build this foundation, tailored to your organization, your goals and the pace your company needs.
What sets the undconsorten approach apart?
undconsorten combines the establishment of a Change Management Office with the development of the capabilities needed to manage change effectively and embed it in the organization for the long term. We clarify its mandate, responsibilities and structures, develop suitable methods and tools, equip those involved with the necessary skills and build confidence in the change process through visible pilot projects. Rather than becoming just another project office, the CMO becomes an effective hub for transparency, participation and a lasting culture of change.
The CMO performs several key functions at once:
It acts as an advocate for change management with senior leadership, encouraging strategic thinking that supports the intended changes.
It supports implementation by providing expertise, methods and guidance.
It strengthens understanding and acceptance of change initiatives at all levels of the organization.
It creates transparency around ongoing and planned change initiatives.
Setting up a CMO: A step-by-step approach
Step 1 – Define goals, responsibilities and structures
First, the CMO’s role and scope need to be clarified. Should it act as an internal center of excellence, providing advice and sharing knowledge? Or should it lead and implement change projects itself? The resources required differ considerably depending on the answer. Whether the CMO should be organized centrally or across different parts of the business also depends on the company’s structure and the changes planned.
Step 2 – Select methods and develop tools and templates
The next step is to select change management methods that fit the company. Where possible, these should build on established internal structures and ways of working—this increases acceptance and conserves resources.
Step 3 – Engage stakeholders early
Leaders at all levels and other key stakeholders should be involved from the outset. It is essential to make the benefits of the changes clear for each area of responsibility and to communicate the CMO’s role in the overall process. At the same time, operational teams, HR and IT need to be connected. Employees affected by the changes should be kept informed from the beginning.
Step 4 – From knowledge to action
Experience shows that turning theoretical change management knowledge into concrete action can be difficult. Coaching and practical internal training tailored to each area of work can help bridge that gap. This practical focus also matters when external resources are brought in.
Step 5 – Build momentum with pilot projects
Once the necessary structures and knowledge are in place, implementation can begin. A good starting point is to identify projects that are highly visible within the organization and have a strong likelihood of success. Successful pilots build trust and noticeably increase people’s willingness to participate in subsequent projects.
A CMO is not (yet) the right choice if:
- You are dealing with a one-off change initiative with a clearly defined scope.
- Your organization is too small to justify a dedicated unit.
- There is no clear mandate or resources available to set one up.
A CMO makes sense if:
- Changes occur repeatedly, in parallel or on a larger scale.
- Change initiatives have so far been uncoordinated or lacked a clear methodology.
- You want to build a lasting culture of change within the company.
- Leaders and employees need to be actively involved in transformation processes.
CMO vs. Project Management Office (PMO)
A CMO is not a PMO. While the Project Management Office primarily manages the operational aspects of projects—schedules, budgets and resources—the CMO focuses on the human and cultural dimensions of change: acceptance, communication, knowledge transfer and cultural development. The two units can and should work closely together, but they do not replace one another.
The result of a CMO: A culture of change that lasts
A well-established CMO delivers benefits beyond the short term. It helps embed change as a natural part of the company’s ongoing development—not as an exception, but as the norm. That is the crucial difference between companies that manage change and those that are caught off guard by it.
Frequently asked questions about the Change Management Office
