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Organizational Change Management

Organizational Change is not an event: It is part of your culture.

As McKinsey says, most change efforts fail because as it is applied today, change is outdated. These changes meet requirements but don’t deliver expected results. They focus on the solution itself – the new software tool or new business process but not on the benefits of the solution and how the people will benefit or need to change. This affects acceptance and sustainability.

Seity Insight doesn’t follow traditional methods. As our name implies, we offer custom solutions to our customers and that includes how we support organizational change initiatives. We will close the gap on failures and offer our customers time and money savings. People involved in change will see the value of the change with our methods. As a result, organizations will be more effective because of the changes they plan. We mitigate the risk associated with the people factors involved in changes.

As Peter Senge says “We cultivate change, we don’t just drive it” so it becomes part of your culture.

 

How We Manage Organizational Change Differently

We use both the hierarchy and the emerging networks and balance their strengths specific to the change.  Here is what that looks like:

Organizational Change Management Services

We start with the leaders. If your change sponsor is not visible, engaged, and communicates effectively, this will cause the change to fail. Seity Insight will work directly with the change sponsor to understand their role and coach them on their primary role in the Organizational change initiative.

Then we move to the emerging leaders – the ‘real change agents’ in the organization. These individuals can make or break your organizational change initiative by being a bottleneck or offering a bridge for communication and collaboration knowledge flow during the initiative. Using the Seity Insight process, we can identify the change agents and take the subjectivity out of the process.  It only takes 5% of these individuals to cause a failure of your change initiative if they are a resistor. Why not find out early in the process and get them on board?

 

The Mechanics

  • Change readiness – what is the change readiness of your organization overall and of each key person involved in the change
  • Communication plan – do you have a communication strategy? Do you have a checklist to move forward?
  • Risk management – What are the risks of each department involved in the change? What are the risks of some of the processes, technologies, and people involved in the change?
  • Training/coaching – who understands their role and responsibilities before, during and after the change?
  • Resistance identification – how do you identify resistance to change? Is resistance really a bad thing or is there something we can learn from the heretics?

Once some of the mechanics are discussed and identified then we focus on what will really matter and make the difference, the people.

If people don’t accept the change, then the change won’t be successful. When people are invested and truly willing to commit to the change, there is a measurable difference; According to McKinsey, it is 30% more likely to stick.   We have the competitive advantage tool to specifically identify the change agents objectively and how they impact your workplace.

 

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