Change is about doing things better and doing them differently

Change Management Overview

Ensuring your Elegant Transformation  is clearly conceptualized  and articulated is critical to success. Initiating changes without understanding  the big picture could potentially derail the change program and waste resources. It is therefore critical that the change program sponsor is actively engaged in the definition of the change landscape to provide both context and approvals for proposed action. Additionally, analyzing organizational complexity provides a full picture of the extent of change impact.

 

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Selecting the Right Model

Business readiness for change should be is focused on building a high level change management strategy and detailed implementation plan for your specific needs. 

Widely used change management models often are too generic to be meaningful. In fact, if resources are force-fit into an inappropriate change model, risk is introduced into a project unnecessarily before the roll-out even begins. 

Engagement and Communications

It is essential that everyone in the organization  affected by, involved with, or controlling the change shares a common vision of it and the means required to achieve it. The communication plan is a structured document that targets  specific communications to each of the impacted business lines,  regions, etc. identified in your change implementation plan during readiness preparation. 

Resistance

All change programs encounter some degree of resistance. Resistance can be experienced in a wide  variety of ways at various levels of the organization – how it's managed  can make or break a change program. Bespoke creatively is required to construct the optimal means to deal with resistance.

Measurement & Making it Stick

70% of all Change Projects fail because the organization fails to manage  the human element to change. Tracking progress against metrics established during your Elegant Transformation   provides  assurance about project status and the means to manage towards success. The change process is not over until supportive behaviors are the norm
i.e., the change is fully embedded. Planning for behavioral change should take place early on in the overall change process.

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