My services
To help you lead your organization through the transition we will work with a series of modules based on my DPCT model, as in Diagnose, Plan, Communicate and Train. These are the four pillars on which we will build your organization's transition plan. We will customize each module to your organization's current situation and the expected business outcomes.
Communicate
Plan
Train
Diagnose
Diagnose
before change
The basis of all change preparation is to be able to respond to 2
questions :
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Where are we now ?
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Where do we want to go ?
As a first step we will run a pre-transition diagnostic to answer those 2 2 questions. It will include the following aspects of the change project :
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Change vision
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Expected business outcomes
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Change impacts
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The intended and unintended/unplanned impacts
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The change management activities
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Organization's change readiness
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Change capacity (available cash, people and time)
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Change capability (skills, know-how and attitudes)
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Available human, financial and technical resources
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Change roles (Idea-generator, sponsor, line management, change "targets")
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Stakeholders analysis
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Expected resistances
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Force field analysis (K. Lewin)
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Teams structures analysis
Plan
the change
Once we have run the Diagnostic of your project, we will develop a strategic change plan based on best change management practices to answer the question "How do we get there ?".
The typical contents of a strategic change plans are :
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Description of strategic change drivers
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Business areas impacted by the change to the business model
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Strategic objectives and associated risk level
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Strategic stakeholders identified so far
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Strategic timescales for delivery of outcomes and benefits
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Strategic performance measures
This will be a high-level plan. Its purpose is to set the boundaries for the required change.
We will then develop a more in-depth plan addressing the following topics :
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Knowledge and information
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Organization and people
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Processes and procedures
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Environment and infrastructure
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Technical and organizational change
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Stakeholder segmentation, mapping and mobilizing
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Resistance management
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Change adoption monitoring
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Change communication
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Change sponsors and change targets
Communicate
about the change
Communication is a fundamental part of any change project. A consistent and thorough approach to communicating change is essential to build an awareness for the need for change, achieve a shared understanding of what is required across stakeholder groups, gain people’s commitment and get them actively engaged in making change happen.
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To improve the effectiveness of your communication we will :
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identify clear messages appropriate for the audience
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make information simple, clear and easy to navigate
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use an appropriate tone and style
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tailor the messages and the channels for different personality preferences
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describe the actions required from people and where they can get support
To maintain a people focused approach to communication we will develop a communication strategy for change by :
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understanding the organizational context (why we’re doing it)
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analysing the audience/stakeholders (who we’re communicating with)
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setting communication objectives (what we want to happen)
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selecting communication approaches (how we’ll go about it)
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developing key messages and themes (what we’re going to say)
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selecting communication channels (how the messages will get there)
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identifying who will deliver key messages (who needs to deliver messages)
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Finally, we will develop a communication plan (when and how we will make it happen) by identifying :
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the target audience
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the objective that is to be achieved for that audience
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the key messages to communicate
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the activities that will deliver those messages and achieve that objective
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the person(s) responsible for that communication
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the timing of the activities
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how the activity will be measured
Train
for the change
In any change project, identifying and meeting learning needs is of vital importance.
To do that we will :
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identify the current knowledge, skills and attitudes of different stakeholders and groups of stakeholders
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identify what knowledge, skills and attitudes are or will be required during and after the change of each stakeholder and stakeholder group
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identify the gaps
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plan to fill the gaps
Once we have identified the gaps we will :
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identify who needs to learn what
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define the learning objectives
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define the learning methods (1-to1 or small group on-job learning, problem-solving groups, small group/large lecture/discussion, formal courses, pc-aided learning, etc.)
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identify the training providers (change sponsor, change manager, internal SME, internal trainer, existing jobholders, external supplier, etc.)
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schedule learning activities
We can also design and schedule workshops and training sessions that will help your organization how to understand, embrace and drive change projects :
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Introduction to change management
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Change management for C-Suite and HR
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Change management for line managers
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Change management for stakeholders
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Change management for sponsors
Diagnose
Plan
Communicate
Train
before the change
the change
about the change
for the change
Find out more about my consulting services