Use strategic and organizational change management solutions, tools, and diagnostics to help you facilitate and manage organizational change—
to sustain your vision of corporate excellence and organizational transformation.
For sustainable desired results, they should be integrated with organization, strategic and competitive insights.
The strategic change management solutions and change management tools we provide help you deploy and foster key success factors to effectively manage and sustain organizational change and address strategic challenges of your business for competitive advantage.
Apart from helping your business undertake change management for desired strategic results and sustainable organizational transformation, the following strategic and organizational change management solutions would also help you rally the people and key resources of the business to commit to its strategic vision and long-term competitive direction. You could use them to facilitate the change management process at various phases of the integrated change management model, the FEDAR™ system.
The integrated change management system helps you produce the vision of corporate excellence many organizations want but few attain.
The core values an organization and its key people subscribe to define its character and are central to the essence of its business, management, operations, and transactions. The same holds true for core values underlying change management projects—particularly for them to lead to transformational organization change and high-performance.
Without solid guiding principles, the choices and decisions a business or an organization makes on a change management project and its outcomes would be left to chance. There would be no guarantee of achieving the sustainable organizational change, performance and leadership the business craves. The organization would be banking on accidental or chance occurrences!
It is imperative to facilitate change diagnostics with integrity—and for manifest credibilty in the the planned change.
Change management diagnosis—in respect of readiness, responsiveness, impact, key results, outcomes, and environmental intelligence—is critical to achieving lasting desired results from strategic organizational change.
Strategic change impact review would help foster lasting organizational change.
Change management diagnosis—in respect of readiness, responsiveness, impact, key results, outcomes, and environmental intelligence—is critical to achieving lasting desired results from strategic organizational change. Here are two primary change management diagnostics or tools to assist
you to manage change for strategic advantage:
To rally the organization's people and resources behind a strategic change or breakthrough performance, you need solid information on the depth of understanding the people have about the strategy or planned change—and address their key expectations and concerns.
The Strategy Awareness Profile helps you to effectively achieve this purpose. It covers issues such as:
1. Understanding and insight on the strategic situation;
2. Effective alignment and shared purpose;
3. Buy-in of strategic drive and action plans, and
4. Level of business-wide involvement—and commitment to the strategic or competitive mission underpinning the planned change or transformation agenda.
Developing and using the Strategy Awareness Profile would provide your organization useful strategic and competitive insight.
The Strategic Change Readiness Diagnostic is positioned to give the organization vivid insight on the level of readiness and support for the strategic change effort. It would help key stakeholders in the change effort to holistically explore the organization's prevailing strategic situation, challenges and commitments. It would give the organization useful input and feedback on critical areas needing attention to ensure that there is a productive and desirable organizational transformation.
The Strategic Change Readiness Diagnostic would cover such questions as:
1. How much is understood by stakeholders regarding the organization's strategic and competitive situation?
2. What are stakeholders' concerns and expectations?
3. What perceptions and orientations do stakeholders have about the change management effort?
4. What tendencies or dispositions are manifesting and are being represented—and how would they impact on the planned change?
5. Is the organization equipped to deal with the ramifying effects and outcomes of the planned change?
The commitment of stakeholders in any organizational change or transformation management effort is, perhaps, the most important factor—after a vivid understanding and focus of the strategic situation and strategic drive has been communicated and understood. Driving this commitment requires paying attention to key human factors and aligning them to the strategic change imperatives the organization is dealing with. Organizing and effectively facilitating Strategy and Change Commitment Roundtables would ensure that the organizational change program is streamlined with the organization's strategic and competitive situation—while promoting the commitment of key stakeholders to the change management process.
The key to attaining susstainable desired strategic results with strategy and change commitment roundtables is the fidelity or integrity of the process being employed.
To facilitate a series of short-duration strategy and change management commitment roundtables, you may want to consider using a change management process technology such as the total organization intervention process technology, the TOP-TECH™. This total organization intervention process technology would help your organization develop the responsiveness, organizational culture and leadership—and high-performance attributes and attitudes—for managing and sustaining organizational change and transformation.
Change management workshops usually result from strategy and change commitment roundtables. These workshops would focus specifically on key issues identified in such strategy and change management commitment roundtables—and/or from a systematic change management diagnosis.
To foster ownership, commitment and organization insight, you should adopt collaborative and consultative approaches to design the theme and content of focused change management workshops—and workshop syndicate or group activities. The workshops and syndicate activities should be customized based on the critical strategic, competitive and organizational challenges and oportunities—which are imperative to the transformational change being sought by the organization. Doing this would make the change management program achieve the desired objectives and results—and minimize the probability of having adverse outcomes.
It is imperative to facilitate change diagnostics with integrity—and for manifest credibilty in the the planned change. The approach you adopt in the development and facilitation of the organization's Strategy Awareness Profile and administering the Strategic Change Readiness Diagnostic should reinforce the people's ownership of, and commitment to, the planned change or organizational transformation program.
Strategic change impact review would help foster lasting organizational change.
Such a review would benefit from adopting a reflexive, total organizational intervention process focusing on, such issues as:
These questions may seem easy to answer: Would it not be a matter of measuring the change effort on impact of what the organization considers to be strategic? But, such a view would be simplistic at best—and could be misleading.
A key strategic problem would be if an organization has a narrow view on the results its strategic change efforts are producing or should be producing. One example of this is when an organization is unaware of the ramifying aspects of its change efforts just because its top management conceives measures of success in traditional terms whereas the business is operating in a discontinuous environment. Another problem is when a business fails to factor in special interest issues or local concerns when using models of strategic change assessment.
A lot of the issues and questions underlying strategic change mangement situation and outcomes require deep, holistic analysis and perspectives—as well as thoughtful consideration and reflexive outlook or evaluation.
To acheive sustainable desired resullts, the organization should take a holistic, yet strategic view of the results being produced by the planned change
effort with an eye on organization insight, versatility and responsiveness. What results and outcomes are your change efforts producing? How are your change efforts impacting your people, and the various organizational systems,
subsystems and facets? Are the change efforts impacting on effective organizational synergy?
These questions—and similar ones—should not be brushed aside or handled casually.
A lot could be uncovered by research on change management, particularly suppportive of taking a holistic and systemic view on managing change and interrogating its outcomes. You could get helpful information from applied research and tutorials in the field of change management from Prosci.
Undertaking a systematic change impact assessment or review, with a focus on effective organizational synergy would translate to undertaking an overall change impact assessment or survey to see what benefits, results and outcomes—in the long haul—the change management effort is producing. Such an assessment should focus on the overall impact of any strategic change effort the organization has undertaken—organization-wide, in some units or functions—advisably during critical phases of the strategic change management process.
Overall, the change impact review should be done within the context of a total organization development perspective. Such a perspective is provided in the total organization development framework.