Change Management Solutions
Integrating organizational, strategic and competitive insights

Organizational Change Management Solutions

Use strategic and organizational change management solutions, tools, and diagnostics to help you facilitate and manage organizational change—and enhance organizational leadership and culture.

There are organizational change management solutions and change management tools—incorporating organizational, strategic, and competitive insights—you should deploy to effectively manage and sustain organizational change and address the strategic challenges of your business for competitive advantage.

You could use the following organizational change management solutions—in the mode of change management training and leadership development—to rally the people and key resources of the business to commit to its strategic vision and competitive direction. You could use them to facilitate the organizational change management process at various phases of the integrated change management model, the FEDAR™ system. And you could adapt them to local issues that would help manage change in the workplace.

Using sound information on your people's understanding about organizational change

Organizational Change Management Diagnosis

Organizational change management diagnosis—in respect of readiness, responsiveness, impact, key results, outcomes, and environmental intelligence—is critical to achieving lasting desired results from organizational change project. Here are two primary change management diagnostics or tools to assist you to effectively manage change in an organization and in the workplace:

  • Strategy Awareness Profile, and
  • Strategic Change Readiness Diagnostic

  • Strategy Awareness Profile

    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. Developing the profile in the context of stakeholders' roundtables or leadership workshops facilitated by a reflexive change management process technology would positively impact organizational leadership and culture and could optimize the organizational systems.

    Strategic Change Readiness Diagnostic

    The Strategic Change Readiness Diagnostic is positioned to give the organization vivid insight on the level of readiness and support for the organizational change effort. It would help key stakeholders in the change initiative 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 change.

    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 organizational change initiative and how to manage change in the organization?
    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 organizational change?

    Applying the commitment to change principle.

    Strategy and Change Management Commitment Roundtables

    The commitment of stakeholders in any organizational change initiative or the management of organizational change itself 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 organizational 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 the TOP-TECH™ change management process technology. Using this total organization intervention process technology would help your organization develop the responsiveness, organizational leadership and culture—and high-performance attributes and attitudes—for managing and sustaining organizational change and transformation.

    Change Management Workshops

    Change management workshops—which are primarily organization or leadership 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 organizational change being sought. Doing this would make the change management program achieve the desired objectives and results—and minimize the probability of having adverse outcomes.

    Focusing on effective organizational synergy and strategic outcomes.

    Organizational Integrity is Key

    It is imperative to facilitate organizational change diagnosis with integrity—and for manifest credibilty in the organizational change initiative. 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 change program.

    Organizational Change Impact Review

    The strategic impact review of the organizational change would help foster desired results and enhance organizational leadership and culture.

    Such a review would benefit from adopting a reflexive, total organizational intervention process focusing on, such issues as:

    1. How does the organization measure the success of the change initiative? What metrics are being used and how were they derived?
    2. How well is the organization doing in managing the change?
    3. What are the unplanned consequencies of change? What are the ramifying effects on the organizational systems?
    4. What changes are neccessary in the performance management systems?
    5. Who and what are impacted the most—what does it translate to in regard to the strategic focus and mission of the organization—and what could be done and how could this be handled?

    Addressing such questions as above would be critical as business environment becomes more discontinuous and as special interests issues, local workplace concerns, etc.become salient.

    Adopting a total organization impact perspective

    Why Do Holistic Organizational Change Impact Review?

    A lot of the issues and questions underlying 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 organizational leadership and culture. 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 change management process.

    Overall, the organizational change impact review should be done within the context of a total organizational development framework.

    Proactive collaboration and productive engagement

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