change management

Organisations need to be adaptive and resilient if they are to survive and prosper. We have the tools and experience to enable you to initiate, plan, implement and sustain the transformation of your business culture.

culture change - an elusive goal

Research shows that the majority of culture change programmes fail to achieve their objectives. Reasons for this can include:

  • failure to measure culture at the outset, then re-measure to evaluate progress
  • imprecise identification of the most effective levers for change
  • lack of senior management commitment
  • insufficient resource allocation
  • stamina - it's a long haul

valuing people and performance

The outcome of a change management programme is an organisation that can manage change by being resilient and adaptive.  A high value is placed on performance, developing people and achieving objectives.

structured approach, sustainable change

Our change management process is based on experience and underpinned by research.  Change cannot be imposed; hearts and minds need to be won over. We follow a four stage process to bring about sustainable change.

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the need for a constructive culture

Achieving a constructive culture is a key element of most change management programmes. Constructive cultures place an equal emphasis on getting the job done and the needs of people. This balanced approach values achievement and accountability while also emphasizing the need for teamwork and effective leadership.

damaging effects of defensive cultures

Passive defensive cultures tend to maintain the status quo and struggle to bring about constructive change.  Rules may be considered more important than ideas; there is often an aversion to risk-taking and difficult problems are best avoided!

Where aggressive defensive cultures are found, the emphasis is on forceful behaviours.  Little value is placed on people, blame cultures frequently operate and turf wars can drive decisions.  While some success may be enjoyed in the short-term, this culture has a damaging effect on performance in the long-term.

elements of change management

Our organisational change programmes are tailored to the needs of individual clients.  The following elements are typically included:

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four stages of change

initiate

Initiation of change is often triggered by external events such as losing a major customer. Consensus for change needs to be built by gathering, analysing and sharing information relating to the internal and external environment. A culture audit would normally be completed at this stage.

plan

A plan for culture change includes the identification of levers for change, setting cultural targets and clear descriptions of outcomes. Mission, vision and values are developed or clarified. A diverse, credible culture working group steers the programme. Ongoing communication of the vision is crucial.

implement

Resources are allocated and plans refined; the programme is cascaded through the organisation. Systems, structures and policies are aligned; training is provided; upward and downward communication is established; early wins need to be identified. The culture working group needs to meet regularly to guide the process.

sustain

Lessons learned are shared and documented. Energy and momentum has to be maintained; culture change processes are evaluated for effectiveness and mechanisms are established to maintain the gains realised.

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