Change & Transformation Management
Organizational Change is Inevitable. How will you embrace it? Resistance to even positive change is common.
Up to 70% of major change management projects fail over the long-term.
At People Strategy Partners, LLC, we approach each project with a fresh perspective. We believe that communication at all levels of an organization and transparency about change is part of the key to successful outcomes. If the standard assessment tools needed for the project do not match your organization, we will create customized assessments. We will create plans that encompass short, mid, and long term goals Any significant change within a corporation requires the support of staff at all levels. Different organizations have their own unique corporate culture that can also vary internally throughout different departments and especially different regions and countries. We have the international experience in multiple industries and understand the importance that culture plays within the office environment. Let People Strategy Partners, LLC be a part of your team to ensure your success in change and transformation projects and that your organization's investment yields a high return.
What is a transformation? Let's start with the basic idea. Transformation is a marked change in form, nature, or appearance. Organizational Transformation is about developing a strategic plan for significant modification of a process, culture, design, technology, services, etc. It goes beyond a mere change. I like to think of it as the caterpillar when it turns into a marvelous butterfly. That is, if it is done right. When a company goes through a transformation, it can be on a micro or macro scale. Consequently, people will typically have very different ideas of what transformation means if the strategy is unclear and not communicated well. All levels of an organization need to be on the same page when it comes to any type of transformation.
An assessment and discussion of the organizational mission, values, and/or purpose should be completed to ensure that it makes sense and is translatable to every part of an organization. However, that doesn't mean that the discussion on these topics ends after creating or changing them on the website and other various corporate materials. They should be an in integral part of any organization. Core values are an essential part of the company culture and should be 6 or less in quantity, so that are easy to remember. They also need to be something that the entire organization can believe in and support. Why? They are the essence of the company's identity and should be reflected in the decision-making process from top to bottom.
It is common to have divergent company cultures when an M&A happens. Companies cannot simply hand the merged staff a manual and expect that things will go smoothly. Nonetheless, that happens more often than it should and can lead to significant business problems. An organization should not underestimate the resistance and sabotage by staff that can occur when trying to mix to very divergent company cultures. It is not something that often comes up in the discussion of an M&A, but it should be a top priority to assess if 2 different organizational cultures will be able to combine in a successful way. Although an M&A or even a partnership might make financial & competitive sense, it does not always equate to it being advantageous. There are a lot of business examples in the last 50 years to show that this is true.
Although each organization will have to customize their strategy, here are universal tips to help make a transformation project a success! The 7 tips below are not exclusive of each other, so success depends on utilizing all areas in coordination with each other. It is human nature to want to feel some measure of control in our lives. If the below 7 highlighted areas are implemented, it will give everyone in an organization the opportunity to be a part of the process and avoid the possibility of one feeling a complete loss of control; thus, avoiding wide spread resistance and failure as a consequence. People who feel in control of changes will be more open to them.
Commitment needs to come from the top to the bottom of an organization. A regular change is often hard enough, so a transformation requires a deeper level of commitment to be successful. We say the following all the time, because it is worth repeating. Even positive change will be met with resistance, so it is vital to think of change strategy in the short, mid, and long term. Otherwise, the chance of failure is up to 70% for change management projects and probably even higher for transformation projects.