Change management

To support the people dimension of a business, these elements of change occur in tandem with those described on the Strategy Implementation page. However, these elements focus on the less tangible side by ensuring that all people factors are taken into account during the implementation.

Change Needs Assessment

A large part of the need for change relates to staff support for change. Changes to the business required by senior managers may not necessarily concur with staff expectations, which may lead to increased
resistance to change. It is therefore necessary to carry out a needs assessment, from a people perspective,to understand and identify resistance levels.


Organisational Analysis

It is equally important to understand how the organisation functions, i.e. by analysing its culture and structure and their appropriateness to, and impact on, the new anticipated environment.

Competency Profiling

Change cannot be effected without good understanding of current human capabilities to deliver future needs. Detailed comparisons have to be made between the future competency requirements of the organisation against current competency levels. Therefore, the task here is to profile the competency of staff key to delivering change, identify gaps and recommend appropriate measures to address these gaps.

Training and Development

As already indicated, none of the work carried out is proprietary and the aim here is to train key staff, with relevant skills, in maintaining a framework for supporting your organisation, post implementation.

Corporate Communication

Delivering change of any magnitude will not be successful without a robust and comprehensive communications framework. It is critical that strong messaging from senior management of their commitment to change is combined with other forms of, and possibly more subtle, corporate and local messages using a variety of media. A bespoke communications plan will be developed, and its delivery supported.

Coaching and Mentoring

Preparing senior managers and key staff for change is a key factor in ensuring successful transition. To lead change successfully, senior managers have to develop personal strategies which emphasize their strengths and address weaknesses, and which are fully aligned with corporate and business unit strategies. Experience shows that many managers benefit greatly from an objective approach to developing personal strategies.