Our change approach relies on two main principles…
People don’t change but adapt to a changing environment
- To achieve change, the reason must be understood and agreed upon
- Change requires stakeholder ownership in addition to top-down leadership
People’s behavior is rational
- Each group of stakeholders knows part of the information, from which they interpret reality
- Groups of stakeholders adopt the best solution they can find to achieve their objectives, according to their constraints and opportunities
… and turns into three steps:
1Conduct an upstream change management diagnosis
2Define the change strategy
3Execute downstream change
The upstream change management diagnosis anticipates key obstacles to transformation
It answers 4 key questions critical for success:
- What is our coherent change story and how should it be structured?
- Which cultural aspects of the organization should be respected to achieve change?
- Which stakeholders should be involved in the project and how? Which groups of stakeholders will support the transformation and which groups will be against it?
- Which levers can be used to make sure stakeholders own the change?
The change strategy includes three components
- Change vision: general vision of change management and integration into deployment program
- Inputs for implementation: recommendation on rollout (pilots, tests…)
- Actions for downstream change management: communication, training, coaching
The execution of downstream change involves changing ways of doing and thinking via communication, training and coaching
Actions from the change strategy:
- Individual actions aimed at changing individual behaviors or influencing the system
- Actual communication based on the communication plan included in the deployment plan
Local and large scale coaching:
- One-to-one, structured coaching of key individuals within the transformation period, Web-based tools to coach large groups of people within the organization (e.g., ‘serious games’)
- Blended learning to adapt to each client’s needs