Blog
Free content for food for thought. Read our latest blog articles, we have a lot to say.
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Articles
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December24
2021
How do you set your change project on the right track? And how do you know for sure it is still on the right track as you proceed? Don’t guess your way to success. PROSCI Change Triangle Model[1] (PCT) is a powerful framework that helps you identify risks and improve outcomes. The second instalment of our series provides all the practical information you need not only to secure early wins that build strong foundations for the change but also to create a follow-up system. Leave nothing to chance! To recap: the PCT, at the roots of the 3 Phase Process Driving the change takes a set of actions that unfold in three stages. Just remember the simple triad “prepare – manage – sustain”. Preparing the approach starts with defining what you are aiming for and what the organisation will look like after the change. But it takes a ...
Written by
Morten Kamp Andersen -
December02
2021
Refresh your Change Management tool kit (1/6)! New PROSCI’s 3-Phase Process, an intro.
Familiar with PROSCI’s methods? Here is an opportunity to dust off your knowledge and incorporate developments into your daily practice. New to the discipline of Change Management? Here is everything you need to know about the global leader in CM solutions. Get off to a great start or refresh your tool kit with our brand-new series of posts. This is the closest thing to a refresher course, and it’s packed with infographics you don’t want to miss! In this first instalment, we give you a taste of what’s to come before we go back to the basics … with a twist. Why the update and what to expect. If change wasn’t hard enough, crisis-led changes pose massive human challenges. Those are unprecedented times. In a world marked by escalating levels of uncertainty, we need flexible and easy-to-use tools to deal with the people side of change. That ...
Written by
Renaud de Lombaert -
November10
2021
Moving to the Hybrid Workplace: How ADP and Otis Managed the Change.
The move is having a significant impact on corporate culture, and it is full of human challenges. In both cases, Awareness and Desire are key components and drivers of the change process. The context, nature of the change and approaches adopted create a fertile ground for Enterprise-wide Change Management (ECM) development. Executive Summary The process of hybridisation involves the shift to remote working and, in some instances, the creation of a flex office. We have conducted interviews with Otis and ADP to get the big picture and understand how they deal with the change(s). 1. Sponsors can make or break the change, but sponsorship deficiencies are quite common. The case of ADP highlights the role of CM practitioners, not as substitutes to leaders in sponsoring the change, but as enabling forces. While CM experts lack proper authority or proximity to the field, a close working relationship with ...
Written by
Renaud de Lombaert -
August31
2021
4 Dos and Don’ts when going “Agile” Enterprise wide.
Going Agile entreprise wide? We help you navigate the waters of organisational change. Our previous blog explored the 5 traits most agile organisations have in common. And to get you there, we are now taking a deeper dive into Change Management best practices. Key contributors, obstacles, lessons from past experiences … here is all you need to keep in mind before embarking on the journey. “How did they get there?”: 4 success factors Worldwide surveys conducted by PROSCI over the years pinpoint 4 success factors[1], closely tied to how well organisations can manage the change in a structured and consistent way: # 1. Ensuring solid executive sponsorship. This is the number-one success factor, no matter the nature and scope of the change. To make it high-impact and long-lasting, change champions count on active and visible leaders who walk the talk. Sponsors create awareness and embody the ...
Written by
Claus Fjelding Whitt -
August17
2021
5 Traits most Agile Organisations have in common.
Reasons to go “Agile” enterprise-wide[1] are plenty. Think of customer satisfaction, employee engagement, operational and financial performance … all these key indicators of long-term success get a massive boost, if you go Agile the right way. Our last post took a data-driven approach to explore the outcomes. But while there are many clear benefits, there are also a number of pitfalls. No “Agile” transformation is meant to be easy. From vision to action and deep-seated change, the road to implementation is probably longer than you think. This series of two blogs shares Change Management best practices to guide your efforts. But before we discuss lessons from past experiences (part II), let’s start with what most agile organisations have in common (part I)[2]. 5 Traits Long gone are the days when businesses were relying on hierarchy and specialisation as performance drivers. The accelerated pace of changes and technological disruptions are forcing organisations ...
Written by
Claus Fjelding Whitt -
July07
2021
4 reasons why you should embrace Agile, the smart way.
Agile. It’s everywhere around us. Agile has gained a lot of traction since its inception back in the 90’s. And with bigger and faster changes now facing organisations worldwide, it is more than ever before under the spotlight. Agile methods are further expanding beyond software development to go enterprise wide. Transformations of this magnitude span multiple organisational dimensions at once: strategy, structure (networked teams), processes (fast learning cycles), people (empowerment) and (cutting edge) technology. But as adoption keeps growing, some ask whether we are taking it too far. If you feel pressed to jump into the Agile bandwagon, here is a cold, hard look at its business impacts[1] to help you decide. Should you embrace and fully scale Agile? The answer is in the numbers. However, here is the thing: speed isn’t everything. Top 3 reasons why organisations choose to go Agile enterprise wide How do organisations usually justify the move ...
Written by
Claus Fjelding Whitt -
June22
2021
Innovation is now part of our DNA – Go innovate.
The new CEO knows that culture affects an organisation’s success. She knows that changing it can be a way to improve organisational performance, efficiency, employee engagement, and many other parameters. And she has been in the organization long enough to have a sense that the culture is a restraint on the new vision and strategy for the coming years. However, culture is often considered to be somewhat beyond our control – too difficult to measure and manage. This is not the case. Culture can be quantified and operationalised with the purpose of managing it. And we can change some of the aspects in our culture that antagonise the way forward. In this article, you will get a clear-cut guide as to how you change your organizational culture. Right or wrong culture depends on the purpose Do collectivistic cultures produce better team performance? Does high-performance orientation lead to ...
Written by
Anna Balk-Møller -
June14
2021
ProCulture: Transforming culture in organisations, elevating Change Management.
Change is never easy. You only make it happen if you make it stick. And that is the hard part of Change Management. There are many reasons why change initiatives fail to deliver lasting results. Think of change fatigue, a lack of change capabilities or insufficient input from frontline employees[1]. Coming top of the list, those are major roadblocks along the change journey. Yet, the key to long-term success has a lot to see with our surroundings and the way we do things “here and now”: culture. A whopping 84% of the respondents to a large-scale survey led by the Katzenbach Center said that culture is critical to business success – and to Change Management, for that matter. But less than half thought that culture was effectively managed. Clearly, people are aware of the importance of culture. So why is it so painfully obvious that organisations overlook culture, or ...
Written by
Renaud de Lombaert -
June07
2021
"Aryan is a Moron – Aryan is Indian".
“He never delivers what we have agreed on, his polite acceptance is false, and I do not trust him. And now his colleague Brinda missed a deadline. It seems that Indian people are difficult to work with.” One of the major tripwires of intercultural collaboration is the risk of drawing conclusions where none should be drawn. To detect patterns where there are no correlations. And such biases are indeed counterproductive for both working relationship and business success. Despite the difficulties of collaborating across border, we really want to do just that. Because an intercultural workforce is an undeniable business advantage. The correlation between diversity and financial results are proven again and again. According to a study by Boston Consulting Group, diversity improves the bottom line with up to 19%. McKinsey has shown that companies in the top quartile for racial and ethnic diversity are 35% more likely ...
Written by
Anna Balk-Møller