People-centered change management: Which of its benefits does your organization need?

Benefit #2 – Generate Powerful Support for the Change. Build a coalition of support between your senior leaders and managers to create organization-wide legitimacy and momentum for the change.

Benefit #3 – Address Opposition to the Change Up Front. Identify and overcome resistance early in the change management process.

Benefit #4. – Ensure That Your Change Messages Are Audience-Specific. Segment and customize communications for different audiences, answering the specific questions that they care about.

Benefit #5 – Create Informed Buy-in to the Change. Build genuine engagement by giving your employees multiple opportunities to understand and appreciate the rationale for the change. Create buy-in by establishing a climate of openness and trust.

Benefit #6 – Assemble The Needed Change Implementation Skills. Deploy needed training to ensure that your employees have the requisite knowledge, skills and abilities to perform the roles required for the change to be successful.

Benefit #8 – Maximize the Likelihood of a Successful Change Effort. Increase the probability of meeting your change project goals, objectives and timelines.

Benefit #9 – Become a More Adaptive Organization. Make change less painful for your organization and its employees, build a history of successful change in your organization and create a better environment for future change initiatives.

Why choose us to bring you these benefits?

Reason #2 – We Ensure That Your Change Management Efforts Focus on People. We target our interventions to help your organization identify and resolve the following potential people issues that could derail its change efforts:

People Issue #1 - denial of change or resistance to change
People Issue #2 - lack of clear change leadership and commitment
People Issue #3 - lack of implementation skills required by the change
People Issue #4 - lack of sufficient employee engagement in the change process
People Issue #5 - unrealistic or unreasonable change goals and expectations
People Issue #6 - lack of effective change-related communication and coordination

Conduct an organizational assessment.
Conduct a current state analysis and make the business case for change.
Identify and clearly describe the organization’s desired future state.
Design the basic architecture for the change.
Identify the stakeholders and stakeholder issues for every element of the change.
Determine the stakeholders’ respective levels of commitment to and roles in the transition.
Develop a plan for identifying, addressing and managing all the stakeholder issues.
Develop and deploy strategies for identifying and addressing challenges to the change.
Develop and deploy strategies for anticipating and minimizing adverse impacts on people.
Align the new organizational design and performance management systems.
Align the organizational culture and the desired future state.
Develop and deploy a change management communication plan.
Prepare and deploy an employee development and learning plan.
Train, brief or coach managers on how to help employees move through the change process.
Train, brief or coach employees on how the change process will affect them personally.
Identify the needed ongoing support resources for facilitating personal transitions.
Develop and implement a continuous change monitoring and evaluation approach.

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