Blog

Articles

• March

  05
  2019
  

  Changes coming soon? What to discuss with Staff.

  Being faced with a barrage of questions from anxious and defensive employees is certainly not a pleasant experience. Nor will letting things spin out of control under the highly misleading claim that change is not something to be discussed, only enforced. Resistance is the byproduct of a lack of awareness among employees[1]. Our partner PROSCI has collected most frequently asked questions and concerns and how to properly address them. Preparation is key. Here are a 5 key messages and a few guidelines we believe may greatly help approach open-ended or face-to-face discussions with confidence and determination. Business reasons or the “why” WE change. “Why is change happening now”, “what if we don’t change” and “what the rush” are just a few questions that fall under the heading of “business reasons”. Dialogue is key in mitigating the effects that a sudden sense of urgency may trigger. The effects of ...

  Written by
  Vincent PIEDBOEUF

• February

  18
  2019
  

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

  Digitalization is a long and above all holistic process. It takes a deep-seated reform that goes beyond technology to embrace new working routines and business culture.

  “If a company’s leaders are taking a technology view of digital transformation, they are doing it wrong.” George Westerman, MIT researcher and co-author of Leading Digital. In our previous article, we set out to explain how the digital turn disrupted the global economic landscape and why it is urgent to jump into the bandwagon or risk losing to smaller and highly reactive entities. Digitalization is a long and above all holistic process. It takes a deep-seated reform that goes beyond technology to embrace new working routines and business culture. At stake is customer experience excellence. In this second instalment, we tell you how to play your cards right. Key factor 1: Leadership and vision Hiring a Chief Digital Officer “won’t fix it”. Nor can a single person bear the weight of transformation, be (s)he the CIO, Marketing or IT Director. If the Board of Directors ...

  Written by
  Antoine WOUTERS

• 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

• November

  27
  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

• November

  06
  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

• October

  29
  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

• October

  09
  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