Organizational Change Management
Change is the event that occurs in an organization when you break the status quo and transition into a different state. Essentially, something old gives way to something new. An example could be a new system going live, a revised policy taking effect, a new process getting implemented, or a new organization getting rolled out. Whatever the reason for change, there is one underlying characteristic – change happens quickly and often disrupts your organizational ecosystem. Unless handled carefully and systematically, it can trigger resistance and derail your momentum. Obviously, there is more to change than just flipping of the switch. There are people involved who experience different degrees of reorientation, depending on what the change is and how personally it affects them. Our comprehensive framework ensures that your employees receive the right coaching, tools, and assets to embrace transformation and foster a change resilient culture resulting in greater realization of benefits.
The intent of the “Plan” phase is to understand the scope of change, determine its impact, and get the organization ready for transformation. If an organization wants to change, it needs to have a clear business target. Change starts with defining what the intervention is—a new organizational structure, a redefined process, a technology upgrade, or a new policy. Once the scope of the intervention is determined, the magnitude and level of impact of the change needs to be assessed. Finally, the organization’s readiness to implement the change will determine how much change management effort is needed to move to the target state.
This is the time when the “rubber meets the road” and change implementation begins. A combination of change intervention techniques will drive effective sponsorship and resulting employee engagement and ensures that the change is not just implemented but the true business benefits are realized. Coaching, resistance management, communications, and training will be critical to driving the organization from “understanding the change” to “adopting the change”.
Many change efforts fail to realize full benefits because organizations often underestimate the power of reinforcements that motivate individuals to move from the present state to the desired state. The motivation to implement must be stronger than the motivation to continue with old habits. Reinforcements will not be effective if they are painted across the organization in a broad-brush; the reinforcement has to be built from the frame of reference of the individual for them to move from “adopting the change” to “internalizing the change”.