Blog

Articles

• November

  14
  2017
  

  Outperform competition with Enterprise Change Management (ECM)

  Gone are the days when Change Management was conceived of as an emergency kit « addressing the soft and fluffy side of change » [1]. Even though CM has established itself as a discipline with dedicated practitioners, too many organizations are still lagging behind. Integrating Change Management with Project Management is not enough. To deliver the best results, CM has to be streamlined across the organization. Think of it as a strategic lens through which changes of all sorts can be anticipated, handled and sustained across time and space. Here is why and how you turn Change Management into an overarching organizational framework. Set yourself for success by injecting CM across the organization and outperform your competitors in a fast-changing world! Because change is the new norm.  As changes multiply, overlap and grow bigger, instability becomes the norm. Change saturation has turned into an issue of our time and translates into ...

  Written by
  Pieter Demeester and Caroline Morckjensen

• July

  25
  2017
  

  Delivering Change in Practice

  Your team has just designed a robust strategy fitting in with the shape and size of the transformation initially envisioned. It is now time to dive into the nuts and bolts of Change Management (CM) and to enter the second phase of the PROSCI process, managing the change. Here are five plans you need to customize in order to reach the finish line on time and on budget... and exceed expectations! 5 activities, 5 ways to boost the transition. Just as if Change Management were some sort of tightly woven net, each activity plan is designed to bolster the others. In fact, more than activities, communication, sponsorship, coaching, training plans and resistance management are the CM organizational levers. At the end of the day, CM is not about delivering certificates of completion but to effectively drive the speed of adoption of the solution and make sure it ...

  Written by
  Vincent Halluent

• July

  11
  2017
  

  Nexum Scandinavia

  Today we are proud to share that Nexum has entered into an agreement with Caroline Mørck Jensen to be our Affiliate Managing Partner in Nexum Scandinavia. Caroline brings a depth of change management experience to our firm. She has many years of experience of leading change management as an external consultant, line manager and internal specialist and is also a Prosci® certified advanced instructor. Nexum experiences increasing demand for its competencies in driving and integrating change management as a value proposition and a competitive advantage. It’s Caroline’s role to contribute to meet the need for our Scandinavian and international clients through her areas of expertise: Building organisational change agility and managing portfolio of changes through Enterprise Change Management Leading change management in Business Transformations Effectively creating and implementing Change Management Offices as organisational units In Caroline, Nexum has found both an expert and an ...
• June

  22
  2017
  

  Embrace change management, build agility

  Agility: buzzword or survival skill? In a world where change is the “expectation rather than the exception”, agility stands out as a critical core competency. For many modern organizations, agility is a basic survival skill. So much so that the notion has quickly morphed into a buzzword. It has gained considerable ground in everyday conservations. Everybody talks about agility. But just as happens with seemingly self-evident notions, everyone has a different definition in mind. And just as happens with any buzzword, no one dares to ask what it means.   When reality sets in, though, people get caught up in overlapping projects. And the bigger the pressure and workload, the harder the transitioning process proves to manage. There is no receipt that can be applied across the board to “fix” flexibility and resilience issues. But there are some common features agile organizations appear to be sharing. In ...

  Written by
  Vincent Halluent

• June

  08
  2017
  

  Who's who in Change Management

  When it comes to change management (CM), specialists will only take the organization so far. The same holds true for dashboards, organigrams and kick off meetings. It takes more than planning and consultants to make the change happen. The core assumption is that even the “best solution” may fail or even backfire if not adopted and proficiently used by the people impacted by the change. CM is thus a holistic and collective endeavor. It engages the whole organization and should never be conceived of as a set of emergency measures. For any social entity to thrive and adapt in a fast-changing world, CM tenets and skills have to be infused into the whole structure, from top to bottom. “Who should be doing what” is a burning issue. Clearly charting the roles beforehand is crucial to ensuring that transformational efforts are not built on a dialogue of the deaf. ...

  Written by
  Antoine Wouters

• May

  23
  2017
  

  Change Management R.O.I.

  “We should shift our mindset from what we do to what we deliver. What we do is those activities that generate engagement. What we deliver is ROI and the ability to change as an organization”. Tim Creasey, PROSCI’s Chief Innovation Officer. Have you ever been challenged to justify Change Management value, either to senior leaders and/or project leaders? You certainly do. The most difficult part is that neither of you speak the same language (Creasy, 2014). Communication, coaching and training protocols are change managers’ daily bread. Benefit realization, financial outcomes, impact and risk management are primary concerns for senior leaders (Creasy, 2014; Creasy, PROSCI c). The same goes for project managers who usually emphasize project outcomes, on-time and on-budget delivery. Solving the equation and driving engagement requires a shift in conversation (PROSCI b). It is first and foremost a matter of adding context to the definition of ...

  Written by
  Vincent Halluent

• May

  17
  2017
  

  Prosci Change Management study 2017

  As the primary provider of Prosci training in Belgium, France, Switzerland and Luxembourg,  and with global reach to many of our valued customers, Nexum is delighted to provide you with the opportunity to contribute your change management experiences to the latest research into Prosci's Best Practices in Change Management. Prosci has been conducting the bi-annual change management benchmark and best practices research for nearly twenty years, and recently launched their 10th study. This study captures the insights and lessons learned from thousands of change professionals. The study is not methodology-specific, so anyone with experience leading the people side of change is encouraged to contribute. How you can participate: You will complete an online survey with questions about change in your organisation. The survey will ask you to reflect on both a specific change and how change happens more broadly in your organisation. If you’ve participated in this study in ...

  Written by
  Antoine Wouters

• May

  04
  2017
  

  Change Management - Foundations (III)

  Today’s organizations are likely to be exposed to several cross-functional changes over a very short period of time. You may even have grown familiar with this type of situation. But just how much do you know about Change Management in action?   There are many existing approaches to dealing with change. Each stresses on a different aspect of the art of managing in uncertain times, usually overemphasizing one level of change (either individual or project-level activities) over another. PROSCI’s method comprehensively connects the dots by “leveraging change management activities to drive individual transitions”. It is not just an emergency kit in the face of urgent changes but a fully structured method that allows for skills transfers across projects and situations. User-friendly and holistic, PROSCI offers a complete set of processes, tools and research-based assessments that project leaders and business managers can apply to specific projects while diffusing internal CM ...

  Written by
  Luc De Jaeger

• April

  18
  2017
  

  Change Management - Foundations (II)

  Organizations do not change, people do. Change cannot be prescribed on the basis of a new organigram, a new digital strategy or the acquisition of a company. Likewise, no change will ever happen just because it is scheduled for completion at a certain date. Change is not an event. It is a multiphase and multilevel process. Simply put, it requires actions specifically tailored to a given audience at a given time. Anglo-Saxons and Scandinavians, among others, have long understood what Change Management is. In these countries, a career path in CM leading to the position of Change Management Officer or member of the Executive Committee is entirely possible. Anyone who needs convincing of this has only to take a quick look at LinkedIn. Latin cultures such as ours in Belgium, France, Spain, are clearly lagging behind. In these cultures, Project Management and Change Management have been conflated. And in ...

  Written by
  Vincent Halluent