our methodology

The 8 pillars of Change

1. AGREE A HIGH LEVEL PLAN

Treat your ‘programme’ as a change programme.

Too often a tactical and piecemeal approach is wrongly adopted. Agree a high level plan, including the case for change, Purpose, clear desired outcomes, sponsorship, governance, staff readiness, change planning, risks, communications, implementation and realising benefits i.e. formal Programme Structure.

2. A BUSINESS MODEL FOR THE NEW WORLD

The success of a change programme will hinge on developing the right business model for the ‘new world’.

Clearly to be shown in early presentations, including how the business will work across central functions, operating companies and geographies.

3. DEVELOP TOOLKITS

These are learning kits for tackling all the new skills required to deliver effective and lasting change and amongst others include effective engagement, leadership, culture, conflict resolution, negotiation and managing resistance.

4. ENGAGEMENT IS KEY

Everyone should feel part of the change, giving feedback, demonstrating new behaviours and ways of working and showing involvement.

State the facts and give the benefits. Staff should ask ‘What’s in it for me?’ Engagement happens when people do things differently.

5. PEOPLE RESIST CHANGE

The well-known ‘change curve’ shows phases of denial, resistance, acceptance and reconstruction.

In practice, only 10% will be early adopters, 10% resist strongly and the majority (80%) will slowly come around to new ways of working (accelerated by a good change programme!). Get the early adopters to lead resistors.

6. OPPORTUNITIES FOR CREATIVE EXPRESSION

There are wonderful opportunities for creative expression.

For example, with a merger develop the leadership story and new values / brand identity through graphics, sound bites and film. Get staff to show they are engaged and adopting New Ways of Working by making their own local videos through a ‘credibility campaign’.

7. ASSESS AND DEVELOP CULTURE

Cultures are fascinating, differing, vital and living expressions of ‘how we do things around here’.

Some are ‘command and control’, others are more empowered. You can assess and change culture and behaviours – a start is a good diagnostic tool to provide the baseline and vocabulary for moving forward.

8. MAKE CHANGE HAPPEN!

Ultimately managing change combines hard business skills and rigorous approach to programme management with creative skills.

These include emotional intelligence, design, good judgement and practical awareness that people are ‘the ones’ who will make change happen and deliver business results.