People engaged change
No matter how well defined your strategy, today’s VUCA climate means there will increasingly be challenges that require an agile response. Both the planned for – such as, digitisation and new systems platforms, or a merger/acquisition – and the unplanned.
Key to success is your ability to respond and take your people with you in ways that retain customer and staff loyalty and engagement.
Change management as it is traditionally applied is outdated. We know, for example, that 70% of change programs fail to achieve their goals, largely due to employee resistance and lack of management support. We also know that when people are truly invested in change it is 30% more likely to stick.
1 Jul 2015 – Changing change management | McKinsey
We help organisations achieve great results and build their capability to adapt, by delivering people engaged change.
Not all change is equal and not all colleagues will be impacted equally. A colleague journey map segments colleagues and plots the change events they will experience. Using a RAG system draws attention to which segments are impacted most and when.
This relatively quick and simple process enables you to address specific requirements – putting greater emphasis on colleague segments who need it most and saving time and money on unnecessary initiatives. Capacity crunch points become apparent, with plans refined to be ambitious and achievable. Engagement increases – people trust leaders’ judgement and feel they are in touch with the grass roots of the organisation. Challenging outcomes are more readily accepted.
This is best done as a ‘brown paper’ exercise so you can see, at a glance, all the segments and how change is impacting each
People want to know what the change means for them in practical terms – what is going to be different and what will be the same? They want to be reassured that important stuff has been considered. How is it going to impact customers? How will I get my job done? Will my critical tasks take longer?
Day in the life is an experiential workshop where teams walk through (physically or virtually) their new model day and what it means in terms of processes, systems and handoffs.
Giving people the opportunity to experience what is coming and the space for challenge and questions speeds up acceptance and flattens any performance downturn of change. It also flags subtle but critical improvements to make ahead of change implementation.
Create as sensory an experience as possible. What will people’s workspaces look sound and feel like? Can they have a play with new systems and processes? Demonstrably capture feedback and act on it
Being able to lead your people through change whilst managing your own concerns and uncertainty is a core skill for all leaders and managers.
We build those skills and confidence using a change toolkit, creating the mindset and behaviours necessary for successful change leadership, developing understanding of emotions experienced during change and how to navigate these effectively, building trust with colleagues and stakeholders.
Change leaders deliver effective change that sticks. They create a culture of continuous improvement and innovation, generating benefits for colleagues and customers alike. Too many change programmes fail to deliver their expected benefits. Investment in how change is led dramatically improves successful implementation.
Establishing cross-functional peer coaching strengthens networks and opportunities to learn from one another
A set of digital frameworks and tools for anyone involved in change. From assessing change readiness, to realising the benefits, via mobilisation, implementation, embedding and review. Customised to fit your existing change frameworks and available as an app, as required.
Tools and frameworks are quick and easy to use and can be used on a standalone basis, or in combination with one another.
The toolkit provides non-change practitioners with the means to plan and implement change consistently and effectively and in ways that take your people with you. The tools speed up change acceptance and realisation of customer benefits.