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• January

  31
  2019
  

  Making the most of the digital turn with Change Management (I)

  The process of digitalization has caused massive disruptions, presenting major challenges for organizations the world over, but has also opened new exciting avenues for those who can surf the wave. This is a revolution in itself, one that has spurred the creation of new business models and scenarios, challenging longstanding players in every industry. Uber and Airbnb … are just a few outstanding examples of entities that made their way to the top without owning tangible assets (cars and accommodation respectively). The once acclaimed “blue ocean strategy” is now being questioned as selling high-priced, high-value products - or conversely, cheaper products relying on a limited service - has proved insufficient to stay ahead of the game. Smaller and highly reactive players have gained the upper hand over their competitors by making the most of the digital turn. Think of an idea today, turn to crowd funding tomorrow and smart ...

  Written by
  Antoine WOUTERS

• January

  14
  2019
  

  Auditing CM Maturity: 5 Capability Areas

  You may already be familiar with the PROSCI’s CM maturity audit model. Perhaps you have hands-on experience working with its five-levels rating tool. If you want to dig down a little deeper, here are the five capability areas that underlie the model and must be factored in to determine the “maturity” of an organisation. 1. Leadership. The leadership capability area includes all activities specifically led by senior leaders and aimed at developing Change Management aptitudes and skills. However, it is not just a generic description of what leadership and sponsorship involve. This ability area focuses on (1) leadership involvement and (2) any activities or messages that stress the importance and value of CM, as well as on (3) what is done to build organizational competencies. Typical questions to ask are: who is sponsoring the implementation of Change Management methods and tools; how do sponsors express their support? If ...

  Written by
  Vincent PIEDBOEUF

• December

  10
  2018
  

  When it’s time to change: managers, drivers of flexibility.

  In a state of constant flux, organizations cannot but note how their capacity to support their employees and help them evolve is becoming a key factor to success, if not to survival. Although most recent organizational models (shared leadership, freedom-form company) are prompting us to rethink the missions and even the very raison d’être of middle-management, the (proximity) manager is ideally placed to support his team members in the most efficient way. PROSCI’s research shows that for 67% of all collaborators, the voice of the direct manager has the most impact with respect to everything that concerns their everyday life and working environment. In a sense, managers help make any organizational change or evolution successful while also bringing about systemic changes for the people involved. This role, often undermined by organizational optimizations, is therefore somehow restored. Simply put, it implies supporting the continued development of the team(s). It is thus clear ...

  Written by
  Rémy Texier