Our Strategy

1. Address the “Human Side”

Any significant changes in processes creates “people issues.”  Business owners will be asked to step up, jobs change, new skills will be taught and there will be resistance to the change. Dealing with these issues on a reactive, case-by-case basis puts speed, morale, and results at risk.  it should be developed early, and adapted often as change moves through the organization. This demands data collection and analysis, planning, and implementation discipline as does a redesign of strategy, systems, or processes.

2. Start at the Top

Because change is unsettling for people at all levels within an organisation, when it is in the process of being implemented, all eyes will turn to the  leadership team for strength, support, and direction. The leaders must embrace the new changes first, both to challenge and to motivate the rest of the organisation.

3. Involve Every Layer

As change programs progress from defining strategy and setting targets to design and implementation, they affect different levels of the organisation. At each layer of the organization, the leaders who are identified and trained must be aligned to the company’s vision, equipped to execute their specific mission, and motivated to make change happen.

4. Make the Formal Case

Individuals are inherently rational and will question to what extent change is needed, whether the company is headed in the right direction, and whether they want to commit personally to making change happen. They will look to the leadership for answers. The creation of a written vision statement are invaluable tools to create or compel leadership-team buy in.
Three steps should be followed in developing the case:

a) Confront reality clearly define the need for change.

b) Demonstrate faith that the company has a viable future and the leadership to get there.

c) Provide a road map to guide behaviour and decision making.

5. Create Ownership

Leaders must over perform during the transformation. This requires more than mere buy-in or passive agreement that the change is acceptable. It demands that leaders accept responsibility for making change happen in all of the areas they influence or control. Ownership is often best created by involving people in identifying problems and providing solutions.

6. Communicate the Message Clearly

Too often, leaders make the mistake of believing that others understand the issues, feel the need to change, and see the new direction as clearly as they do. The best change programs reinforce core messages through regular, timely advice that is both inspirational and achievable.

7. Assess the Cultural Landscape

Successful change programs pick up speed and intensity as they cascade down, making it critically important that leaders understand and account for culture and behaviours at each level of the organisation. Companies often make the mistake of assessing culture either too late or not at all.

8. Address Culture Explicitly

Once the culture is understood, it should be addressed as thoroughly as any other area in a change program. Leaders should be explicit about the culture and underlying behaviours that will best support the new way of doing business, and find opportunities to model and reward those behaviours.

9. Prepare for the Unexpected

No change program goes completely according to plan. People react in unexpected ways; areas of anticipated resistance fall away; and the external environment shifts. Effectively managing change requires continual reassessment of its impact and the organisation’s willingness and ability to adopt the next wave of transformation.

10. Speak to the Individual

Change is both an institutional journey and a very personal one. People spend many hours each week at work; many think of their colleagues as a second family. Individuals (or teams of individuals) need to know how their work will change, what is expected of them during and after the change program, how they will be measured, and what success or failure will mean for them and those around them. Team leaders should be as honest and explicit as possible. People will react to what they see and hear around them, and need to be involved in the change process. Most leaders contemplating change know that people matter.