Change management
Understanding the organisation's readiness for change and managing the people's emotional cycle of change in any project to ensure adoption.
What we find:
- barriers to achieving technology implementation benefits are typically related to the human dimension — user adoption is critical to achieving benefits
- organisations tend to focus on technology solutions and associated processes, ignoring the people side of the implementation
- communication and training is often either non-existent or uncoordinated
- changes in behaviour need to be driven by increasing an individuals' knowledge, skills and motivation
Our approach:
- assess change readiness in order to understand and address any issues
- understand how change impacts the business, identifying any pinch points
- plan and manage implementations to achieve the appropriate balance of people, process and technology
- manage communications effectively to set context and make it real to the individual (explain how this is part of a bigger picture)
Benefits delivered:
- a focus on delivering the business benefits and not the technology
- a programme that has the right emphasis on people, process and technology
- clear and co-ordinated communication of the change at all levels
- a skilled workforce who understand the rationale for a new way of working
- a change in individual behaviour to ensure that business benefits are realised
- management of the change to reduce the programme risk
Recent Successes
supported a global media organisation during a 4,000 person CRM transformation programme, to include all changes and training
ensured the benefits realisation for a UK mobile operator during the deployment of new front line capability
enabled the deployment of new campaign management capability for a European technology company
