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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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April29
2019
Helping Senior Leaders spearhead the change with ADKAR
Change must be endorsed, sponsored and communicated properly. Failure to do so will only fuel resistance and lead to more organisational inertia. Conversely, genuine commitment from senior leaders usually produces a ripple effect which drives the adoption rate of change(s) among employees. We may behave as if these things were self-evident but the fact is that leaders have more often than not a poor understanding of their role. When the injunction to be active and visible throughout the project does not translate into actionable steps, it falls on deaf ears. That is when ADKAR® comes into play and why we dedicate a special post on the best and most effective ways to engage leaders. A quick read with practical insights backed by PROSCI’s research and participants’ hands-on experience[1]. Benefits of equipping senior leaders with ADKAR. Sponsorship is the prime source of success. But what it entails often remains ...
Written by
Vincent PIEDBOEUF -
April02
2019
Are you familiar with these 5 role-based skills in CM?
We have already written extensively about the holistic nature of CM. Change never sits on the shoulders of one single person. There are all sorts of roles meant to ensure a smooth transition to the future envisioned state, ranging from those more specifically dedicated to building CM capacities across the organisation (i.e. leadership sponsors, steering committee) to those involving practical CM implementation (leaders, CM practitioners, project teams, managers, collaborators). If you are not familiar with the skills attached to major roles in CM, here is a short outline. CM maturity comes at a cost and it certainly is closely related to the development of individual aptitudes. # Leadership. Sponsorship is everything. In fact, it is the number one success factor of any change initiative and by a long stretch at that, since it is 3 to 4 times more important than any other factor. Being Active and visible ...
Written by
Vincent Piedboeuf -
April02
2019
Can organisational culture be changed?
Culture is said to be very difficult to change. Because it is. It’s not that cultures are set in stone or don’t transform over time, but making deliberate efforts to adapt an organisational culture is a comprehensive task that require three things: A structured approach to measure culture as the field is discouraging difficult to grasp. Endorsement from the executives as many subsequent actions will need top-level prioritisation. Patience and perseverance as no culture has ever been changed overnight. The first obstacle for changing a culture is comprehending it. We often talk about our culture being this or the other way. But it is typically based on sporadic observations without a deeper understanding of what fuels it. Culture consists of A) behaviour and artefacts, B) core values and strategies (we are conscious about both A and B) shaped by C) an unconscious system of entangled aspects such as, ...
Written by
Anna Balk-Møller -
March19
2019
What our client says about us. “If change management is not embedded in your organisation yet, Nexum puts in place the means for you to start building it on a solid foundation.” “Result-oriented and flexible, consultants work as if they were part of the organisation. They offer honest feedback to help people evolve.” Background. Our customer is a folding carton solution provider who operates several plants in various countries. In order to compete harder and maintain its position in the market, this company is initiating a transformation programme. The key objective is to develop a company-wide single approach. Improvement of the leadership culture is therefore central to the project as the organization seeks to make its processes more efficient and boost performance. The existing operational framework is scheduled to change. Along with creating a stronger Sales Team, the transformation programme includes developing a customer orientation strategy ...
Written by
Sybille VAN STEENBERGHE -
March05
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 -
February18
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 -
January31
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 -
January14
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 -
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