Leading Change

Have you established clear objectives for change that everyone understands? Have you got a change management strategy? Is it about doing things more efficiently, or about doing different things? What is going to enable change to take place?

When we hear that organizations are implementing ‘change’ it is often expressed as ‘process re-engineering’; ‘organizational restructuring’; ‘outsourcing’; or ‘efficiency improvement.’ For many organizations the consequence of these also involves dealing with redundancies, which themselves bring their own consequences.

However, there is plenty of evidence to suggest that change programmes frequently under-deliver against their objectives, and studies have suggested that it’s the amount of attention devoted to the ‘people factor’ that makes the difference.

Our experience with managing change successfully suggests that real change involves helping people to behave and think in a different way and to sustain it, where ‘uncertainty’ is the norm. So it’s ultimately about leadership and organization culture, values, structure and process, and a shared understanding of what is to be achieved.

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“It is not the strongest of the species that survive, nor the most intelligent, but the ones most responsive to change”

(Charles Darwin)