The most serious mistakes are not being made as a result of wrong answers.
The truly dangerous thing is asking the wrong questions.Peter Drucker.

Change Management and Facilitation

The purpose of strategic change facilitation is to ensure your organisation consists of people who are Change Fit, who are competitively strong and are so engaged with their leaders that staying ahead of the market is considered a natural state of being.

This state of being will deliver consistent high performance and different results irrespective of any changes or surprises the environment might throw at you.

Change Management and Change Leadership together is what is leads to successful organisation change and transformation. One without the other is likely to lead to frustration, delays in delivery and reduced performance over time.

Specifically, we offer:

  • Conduct changeability assessment of the business to ensure the Change Plan is relevant to the business today.
  • Confirm and develop the appropriate Change Leadership required to improve successfully managing change.
  • Facilitate Senior Team sessions to confirm outcomes sought; role of sponsor in change implementation; leverage project team’s deliverables; improve decision making at executive level.
  • Design the appropriate change process and methodology to move the change initiatives from the senior team through the organisation. This includes designing: the change plan; strategic communications plan; engagement processes; stakeholder initiatives and skills development.
  • Set up project teams responsible for delivering strategic projects.
  • Facilitate change workshops for managers and teams to ensure clarity and alignment between their individual or team contribution to the success of the new business initiative.
  • Actively develop change skills across teams and projects so they are able to improve their Change Fitness.

Leading Change Initiatives

J.P Kotter is deemed to be the “father of organisational change” in the 21st century. He confirms what we have been working with for years – that change management and change leadership are not interchangeable terms.

Change Management is something we do to the business. It is very project and systems based, includes a variety of tools and methodologies which ensures the change plan gets followed and implemented. It attempts to exert firm control over the project and deliver a very specific outcome at a particular time, for a predetermined cost.

Change Leadership on the other hand is what we do with an organisation and is therefore not about control and procedures. It is more about engaging the experience and insights of people across the organisation so that the change journey itself is smarter, more efficient and delivers more faster.

The real challenge facing managing change initiatives today is that the environment within which we work is not in control, it is itself moving and changing faster than ever before.

Most organisations are good at change management.

Very few organisations are developing and fostering change leadership – and therefore their change ability.

Barriers to Successfully Implementing Robust Change

There are many reasons change programs do not deliver the intended outcomes, on time or even at all. The most common causes are:

  1. Change management being left to chance, individual managers and project management methods only. This approach often results in missed deadlines, increased costs, reduced productivity and increased stress. Sustainability in the short to medium term is weakened.
  2. Not doing a focused and extensive evaluation of the attitudes and assumptions held by the people being affected by the change program. Underestimating the power these emotions have on people’s ability to change more often than not leads to delays and non delivery.
  3. Change leadership is much more effective when it’s design is based on an accurate assessment of where the business actually is, rather than where senior managers think or hope it is.
  4. Assuming managers have the skills to facilitate a group discussion about change during their normal team meetings. Conducting a team meeting requires certain skills – facilitating a change topic requires balancing the group dynamics and discussion of the topic in order to get to an agreed outcome. Most managers do not have these skills.
  5. Trying to achieve too much in too few interactions, relying on facts and data to engage emotions.  Changing people’s views and way of thinking takes more interventions than most people realise – and cutting these opportunities to discuss and openly evaluate options creates more problems than it solves.
  6.  Conducting workshops as an opportunity to lecture/tell and pass on static information as opposed to using them to create the space for creative discussion, interpretation of meaning and alignment of the next step.
  7. The agreement levels amongst senior and middle managers on what needs to change and what it would take for the business to change, has the single biggest impact on its ability to improve its performance.  An independent assessment of this agreement upfront reduces the costs associated with implementing change programs.
Are your Traditions a Barrier or
Leverage point for Change?

  • Organisational culture is a reflection of HOW we do things. It guides and influences expected behaviours.

    It is also a very clear indication of HOW we did things yesterday, which is highlighted in the traditions, routines, ceremonies and rituals businesses use to get results.

  • tradition very powerful

How do you measure whether your Change Leadership
is relevant for the changes you need to implement?

The other services we offer to support different needs in transforming organizations are:

Gaining insights
Business Insights
Team Insights