Change That Endures

The greatest constant of modern times is change, yet commentators agree that over 70% of change initiatives have failed to deliver the results that were envisaged at project appraisal time. There are many possible reasons for failure, but one of the more insidious is reliance on a prescriptive recipe for change and not appreciating that any approach to change depends on the internal and external business context. Only when that context is understood, can a meaningful approach to change be designed.

Formulaic, ‘one size fits all’ approaches, or approaches selected because they worked well somewhere else are unlikely to be successful. We therefore are suspicious of claims to ‘best practice’ preferring best questions instead.

Organisations typically choose to approach change either as a continuous series of small initiatives designed to maintain alignment with a reasonably stable business environment or as a step change response to some significant event. Despite the frequently expressed rhetoric about the need for organisations to be agile and flexible, to cope with changes in the external environment, it seems likely that the need for the step change response is not going to go away for the foreseeable future and as a result, change leadership has become a vital organisational competency.

Our approach to change is based on four foundations:
  1. Analysis -
    Change Skills a
    the ability to design effective change based on a holistic, systems view of the organisation
  2. Judgement - working out what is important and focussing on those elements rather than simply following a predefined one-size-fits-all formula
  3. Alignment - getting the workforce committed to the change before embarking on the transition
  4. Action - Implementing change initiatives at the right time and in the most effective sequence
Another problem often encountered, is that while a lot of effort has been put into describing the current state and designing the future state, insufficient thought has been put into planning the transition. It is relatively straightforward to design new structures and processes etc., but change is first and foremost about people and to change such intangibles as behaviours, expectations, shared beliefs and values not only takes time and skill but allowance has to be made for the fact that different groups of people will change at different rates a fact that will confound the most carefully crafted project plan.

We firmly believe that the degree of alignment which can be achieved prior to implementation will make or break a change initiative. For us it is a critical success factor. Similarly, we are convinced that change will only be successful if led from within the affected organisation. Consultants, however well meaning and talented will not have the credibility necessary to introduce change that sticks and doesn’t dissipate when they leave. With that in mind, we put our clients firmly in the driving seat, limiting our role to one of helping them succeed. Using our know-how and tool set combined with a good understanding of the problem to be addressed, we will help design the change path, moving from transformation to continuous improvement and ensure that the timing of the people related elements of the plan is realistic.

By tailoring the change plan to your organisation and the specific situation it finds itself in and
  • focussing on early workforce alignment
  • allowing for people’s different adoption rates
  • dealing with all change dimensions holistically
we aim to ensure that your change initiative is one of the successful 30%.

Legal | Privacy