Organisational change
Organisations whose success depends on being able to deliver benefit through project and programmes, sometimes struggle with the ‘softer’ side of implementing change - getting people to change the way they work.
Helping organisations with this type of work is a core skill of ours where we have more than 20 years experience of leading change that is labelled as ‘soft’ but is actually very difficult for organisations to do well.
We assist organisations in different ways:
Managing the change on your behalf: we take responsibility for the change management part of the work reporting into an internal sponsor and working in partnership with others responsible for the delivery of specific capabilities, process or structural changes. We design and adapt the change management approach and interventions, supported by internal managers and staff as appropriate, and deploying our team of specialist consultants as needed. We track and report on the effects of the interventions and take responsibility for performance against agreed success criteria.
Providing advice and assurance: we act as advisors on the design and content of the change management elements of a project or programme, working closely with the internal team. We advise on the human aspects of the change including on communication and consultation activities, involvement of and education and support offered to those affected by the change, and the engagement of key stakeholders.
Providing support and expertise: we design and adapt the change management approach in collaboration with the internal team, and undertake agreed interventions and support elements of the work. These elements might include drafting communications, setting up and monitoring dedicate intranet sites, arranging ‘Town Hall’ meetings or facilitating focus groups.
We are currently supporting a major international company with 70,000 employees across 40 countries to transform their culture for risk management. We have taken responsibility for planning and implementing the change programme, reporting to an executive sponsor.
After the first workshop with the sponsor and the internal team, the sponsor said:
“We all discussed the day at our get-together the following morning and there was strong agreement that you were helping us see the wood for the tress, and there was universal confidence that you understood our requirements and would steer us forward.”
We are also active writers and researchers looking at what it takes to do organisational change well.