Strategic organisational change in practiceBusiness strategies do not always produce the desired results. This is seldom due to a misplaced marketing vision, but almost always to failings in the implementation of the strategy at the operational level. In our experience, the formulation of a business strategy receives all of the attention, while the organisational conditions required for successful implementation are consistently underestimated.
- Develop and formulate a clear strategic agenda with challenging perspectives for both the company and its employees on all organisational levels. People should be inspired, not alienated;
- Mark and secure the critical interfaces in the organisation, with a focus on the interplay between the blue and green linkages and the leverage to make change happen;
- Identify the language, codes of conduct and work routines in the situation, which might support or hamper the desired change process;
- Appoint the right people to key functions; and retain and mobilise the organisationís talent in the taskforces that implement the change process;
- Embed the results and lessons learned during the change process asap within the organisation;
- Keep people as much as possible in their comfort zones and manage the required stress levels, to make them own and effectively implement the new frames and skills;
- Contain the risk of disorientation and alienation thru wandering around, showing consistent team captain behaviour and aspiring for and achieving quick wins;
- Stimulate your people to share and compare their experiences, failures and successes;
- As business leader, take the blame for negative outcomes while delegating your successes.
- Communicate, communicate, communicate at a personal level.
An understanding of how to implement complex, large-scale changes in an organisation does not come from earning an MBA, but can only be attained from the harsh reality of trial and error. That applies particularly when it comes to guiding the complex processes that are generally an integral aspect of effecting change. Engaging Leadership Group possesses the expertise and experience to deliver solutions for difficult assignments in this challenging field on time and within budget.
MethodThe first step in the method adopted by Engaging Transitions is a Leadership Scan based on a series of interviews with experienced staff members and talented younger employees. By listening carefully and attentively, we connect with the people in the organisation and discover a wealth of information about what is actually happening inside the company, how people feel about it and whether there is a critical mass of support for the various change scenarios.
We use the findings to outline the contours of an action plan for the implementation of the required change process, including the major change domains, and a timetable.
We then identify the key figures and essential competences for the new organisation.
We also provide advice and assistance with regard to the necessary context clarity and performing conditions for the implementation. The next step is to select the change management team in charge of the implementation and the taskforces from within the client organisation. Once the people have been assigned and the teams have been assembled, the operation can begin, always maintaining a careful balance between ambition and capacity and ensuring that the team members are properly prepared both mentally and competence-wise..
Metaphorically speaking, the challenge of strategic change within an organisation is similar to performing major maintenance on a ship at sea while staying on course at the set speed.
Without exception, a strategic change process in an organisation generates a wealth of new specific leadership, programme management and cultural insights that are also of enormous relevance for the management of its regular operations. Often, however, external consultants are assigned to carry the change process, with the consequence that the lessons learned are lost to the client organisation upon their departure.
By actively involving the clientís own seasoned and high potential talent pools, Engaging Transitions ensures that the client organisation retains the lessons learned during the process within the new enterprise and transforms them into new competencies and skills.
As an example: taskforce leaders and -members gain extensive experience with the integral application of team leadership and project management skills, a core competence that is crucial for modern knowledge driven organisations.
Strategic change management as a co-creation between Client Organisation and Engaging Transitions
Engaging Transitions makes a valuable contribution to the outcome of a strategic change process within an organisation.
The key success factor at all times is the leadership displayed by the business leader and board of management. They deliver a strategic agenda which is vision driven with an exciting perspective for the employees in the ësollí organisation. Moreover they demonstrate credibility by being consistent in walking their talk and showing competence, courage and compassion in leading their people from ëistí to ësollí and into competitive next practices.