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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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December10
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 -
December07
2018
The recipe for a compelling story – Rich and light versions
A compelling story is a simple dish. The beauty of it is the potential of using it as a base for a multitude of servings. But as simplicity is the ultimate sophistication, the process of preparation is less simple. As you are looking at a recipe for the compelling story, I assume you already know what it is and why it is necessary. Briefly explained, it is a well written piece of paper that contains a combination of words and sentences so well chosen that the 2-4 key messages prevail and leave a lasting impression. It is seldom used directly in the original format but will be ‘Ctrl C + Crtl V-ed’ again and again to re-use different bits where most relevant. For more information you can read this article in Danish. Below you will find a recipe for both a rich and a light version. If you do not ...
Written by
Anna Balk-Møller -
November27
2018
Communicating change: Don’t rush it!
Automation of communication enables communication departments to reach out to multiple communities instantaneously. However, this creates an environment conducive to “pulling the trigger” too fast, too often. While a plethora of tools and platforms have been emerging in the last 10 years, none of them can perform the most important task facing you - that is to say, to take the time to think it through. Just you, your coffee and a set of basic questions in front of you. Creating change is a long-term endeavour that must be backed up by a robust communication strategy. As change happens one person at a time, it is of utmost importance to get everyone on board and aligned with the vision. The ultimate goal is to maximize adoption and utilization. Before you start crafting the “story of change”, make sure it is built on solid ground and, most of all, know ...
Written by
Connie Reber -
November27
2018
A good start is half the battle. It just takes a day or two to complete the eight steps below, and then you will be well on your way to harvesting the benefits of your next change project. In a rapidly changing world, change is the only constant. Many changes are initiated to improve efficiency, increase customer satisfaction or even to transform an entire enterprise. But change is a risky business. When well- prepared, changes can have an extremely positive effect and realise all the anticipated business benefits. If not, the likelihood of failing is high. #1: Define your case for change. Your first step is to formulate the compelling story. Be precise on: Why you are making the changes and what is the expected value of the change? Envision the future state. The process around the employee contract will be automated and digitized. We expect that the ...
Written by
Malene Kingo -
November06
2018
Change Management: Process and Relationships
In an age of fast-paced changes, reactivity and flexibility are survival skills. As competition intensifies on international markets, organizations are urged to improve their working processes to keep clients satisfied and stay in the game. Parallel to that, automation and artificial intelligence are quickly transforming the labor market, which makes soft skills (empathy, self-confidence, EQ, creativity, communication, leadership, …) even more essential[1]. It is therefore not surprising to hear a lot of talk about process management and relationships. But because it creates a disconnect between these two otherwise interrelated issues, the discussion is inherently flawed. We argue that most problems arising within an organization usually stem from a mix of process and relationship deficiencies. Process or relationships? Thriving in a hypercompetitive environment depends on both reducing costs and providing excellent service that can make you shine with your customers. Any organization can be understood as a ...
Written by
Philippe Bourgeois -
October29
2018
"How to": Demonstrating CM effectiveness.
Like any CM practitioner (or advocate), you will increasingly be faced with the challenge of providing hard numbers (or facts) to prove CM effectiveness. Fear not, as advances in the field have made the task much easier to handle. Remember that your scoreboard should include performance variables at the organizational, individual and CM levels. Here is everything you need to implement a robust measurement strategy[1]. Five main criteria categories. Before we dive into the nuts and bolts of performance measurement at each level, keep in mind that there are roughly five types of criteria commonly used to assess change effectiveness[2]. Adoption metrics focus on how employees adhere to the change, that is to say, the percentage of user adoption and proficiency in new processes. Qualitative/feedback metrics relate to the perceived effectiveness of change among employees and end users alike, as collected through multiple channels or formats: surveys, informal feedback, clients’ satisfaction reports. Employee ...
Written by
Vincent Piedboeuf -
October24
2018
Resistance to change is the expression of a grief process – Here is how you handle it
To succeed with changes, you must be ready to deal with issues such as loss and emotional grief. Complex, emotionally challenging changes have little chance of success, unless the severity of loss is acknowledged and grief is redeemed. As you probably have realised, it is inevitable that changes in your organisation will happen. And often there will be resistance to the changes. The default reaction is to blame employees for being resistant. While this might be the easiest thing to do, it does not deal with the root cause and the real issues. Instead, it is vital that you understand the human dynamics of changes to better support your employees through the process of grief. That is what some organisational changes are to employees: a grief process. Why organisational changes are a loss to employees Have you ever been surprised by employees’ reactions to even small organisational ...
Written by
Annika Lagoni -
October09
2018
Change Management: Latest Trends in Change Management (II)
The first part of this series looked into what has happened on the CM front over the last two years. But no trends report is ever fully complete without a prospective view. This new instalment further explores the findings of the latest PROSCI survey on state-of-the-art practices[1]. From what respondents expect to happen in the next five years to whether and how to join the bandwagon, we trace the moving contours of the discipline in simple and practical terms[2]. So, plan for the future accordingly! *PROSCI’s survey focused on what developments practitioners anticipate or expect to intensify in the next five years. Each trend is summarised with cross references to articles previously published by NEXUM for further reading guidance. 1. Continued alignment with other “improvement” methodologies. These last years have witnessed a more wide-ranging application of CM, with a particular emphasis on AGILE projects. Alignment with other methodologies such ...
Written by
Vincent Piedboeuf -
September27
2018
Stop failing in mergers and acquisitions!
Whether it is 70% or 90% of Mergers and Acquisitions (M&A) that fail is a much debated topic. It hardly matters though, as both numbers are unacceptably high. Failure is the unrealised potential of the benefits initially calculated. And it can be extremely expensive. But why are we failing? Research shows that current success has very little to do with previous success, as the success and failure rates are similar for both experienced and novice acquirers. In the due diligence phase of an M&A process, the focus is strictly on financial, strategic (products, customers) and legal considerations. A post-mortem analysis of merger failure and underperformance usually only examines the factors that initially determined the decision to engage. The argument here is, that the cause of death (figuratively speaking) is often found where nobody is looking – in the human factors. Here's why Mergers are decided and designed ...
Written by
Anna Balk-Møller