No organisation can afford to stand still. There are always new challenges to meet, and better ways of doing things. However, every change you need to make should be planned and implemented with care, otherwise it could end up doing more harm than good.
70% of transformation programmes fail because of manager behaviours or employee resistance to change. We understand that making change happen depends on engaging and supporting the people involved. Our tried and tested change management methodology helps build sustainable transformation. Our tools have been developed and honed over many years, and we know they work. We will create a model and framework for change that supports people at all levels.
For change to be successful, it needs to be locally owned and delivered. Our approach focuses on communicating frequently, with tailored messages delivered through appropriate channels. We want to allow individuals to feel listened to as part of the approach and win hearts and minds.
To support change, we will identify training needs and execute bespoke training on change management, communications and stakeholder management. Topics may include working with resistance, managing change, communication of difficult messages and dealing with volatile, uncertain environments.
Principals of Change Management
Address the “human side” systematically
Any significant transformation creates friction. Dealing with issues on a reactive, case-by-case basis puts speed, morale, and results at risk. A formal approach for managing change, starting with the leadership team and then engaging key stakeholders and leaders, should be developed early.
Start at the top
Because change is inherently unsettling for people at all levels of an organisation, when it is on the horizon, all eyes will turn to the CEO and the leadership team for strength, support, and direction.
Involve every layer
Change management must include plans for identifying leaders throughout the company and pushing responsibility for design and implementation down, so that change “cascades” through the organisation.
Make the formal case
The articulation of a formal case for change and the creation of a written vision statement are invaluable opportunities to create or compel leadership-team alignment.
Communicate the message
The best change programs reinforce core messages through regular, timely advice that is both inspirational and practicable.
Prepare for the unexpected
Effectively managing change requires continual reassessment of its impact and the organisation’s willingness and ability to adopt the next wave of transformation.