We work with you to co-create sustainable solutions for organizational Change Management and training.
Based on practical experience of theories of change
Our approach to Change Management is rooted in management theories and theories in applied human sciences. These theories are at the root of all popular methods: from Kotter to PROSCI (ADKAR), Ackerman’s Being First and Bridges’ Transitional Approach.
Members of ACMP (Association of Change Management Professionals) since 2014 and of APMG International since 2016, we follow an international reference framework of the profession and we offer a sound methodology, sustainable and absent of popularization.
Certified, recognized and agile
Our consultants and practitioners hold at least a recognized professional certification in the field of Change Management. Many also hold advanced degrees in business administration, human resources management or information technology. They also hold complementary popular certifications that allow access to accelerator tools (template, analysis software). Certifications do not replace the experience and success in past mandates of our consultants.
We favor the APMG and ACMP approaches because they mark the pace for the profession and that can be among the common practices to develop a tailored approach to each client. Our approach, let it be emphasized, is integrated and focuses on Project Management and the Agile approach. This means that the Change Management approach fits into all phases of the transformation cycle in an open and inclusive way with all stakeholders.
The Change Management strategy itself is developed in an open manner with the change leaders of the organization and ensures to accompany employees who will be affected by this change.
Integrated with the PMI Project Management approach
The methodology we use and recommend follows the steps recognized by the PMI (Project Management Institute). It follows all phases of project management, and can even provide support in the request for proposal phase so that the client can better estimate the needs in terms of project resources.
Supporting Leadership Skills Development in Change Leadership
Leadership has never been more solicited and essential than in periods of change, uncertainty and turbulence. Thus, not only do we need to focus on managing change, but also on polishing the leadership skills of leaders and all leaders who need to influence their employees to embrace and support change, especially when the future state will only become clear as the progress of the transformation program changes over time.
We do not aim to make Change Management practitioners leaders: we support them to exercise leadership in a turbulent environment using a transformational leadership style profile and narrative strength. The mission of the leader is not to communicate to people, but to make the connection with people so that the masses want to go, eyes wide open, to the future state.
By consulting your stakeholders to better address their concerns
We have a well-rounded approach to identify the stakeholders leading the project or program of change and those with whom the success of the project/program must inevitably occur.
By consulting with the identified first stakeholders, we aim to identify more of them. We consult them early in the process to get their perspectives on the transformation agenda.
Together – in progressive stages – with the leaders and the selection of impacted stakeholders, we identify the nature of the potential impacts of the transformation programme on the stakeholders as well as the power of its parties to influence the course of the transformation programme.
Depending on the level of engagement targeted for each stakeholder profile, we develop an engagement strategy. The engagement strategy is an integral part of the transformation management strategy and it also informs the communication strategy.
Engaging impacted stakeholders throughout the transformation
Indeed, many mistakenly believe that commitment comes down to communication (bulletins – news releases – statements – communiqués) from top management and training on a new process or software a few weeks before its launch. On the contrary, there are dozens of opportunities to create an appropriate engagement tailored to the profile of the stakeholders.
Whether involving the resources impacted as members of the transformation program team, consulting with the groups targeted by the transformation, developing with them the new business processes, presenting the prototypes, or leading a focus groups to take the organizational pulse, it is essential to involve stakeholders throughout the transformation program in order to co-create sustainable solutions.
Prepare and support your organization in driving change
It is important for us to come up with strategies that are realistic, achievable, personalized, and that respect the culture of your organization and the people who will live the transformation.
To do this, we need to conduct a professional and complete diagnosis of your organization in order to know the experience of the past, the expectations of the future and the perceptions of the present.
Our approach to managing change adheres to best practices in Project Management and is divided into five (5) major steps:
- Opportunity:During this phase, we assess the scope of the change to be implemented and the governance of the change to be put in place. High-level recommendations are made on the major directions to be taken in Change Management that will permit to:
- Better understand the efforts to put in place to boost the engagement of your stakeholders impacted by change
- Provide a better understanding of the state of your organization’s readiness for future changes
- Help you maximize change governance to fully understand the roles and responsibilities of individuals involved in change
- Feasibility and Planning:During this phase, we conduct a detailed diagnosis of the change and establish strategies and detailed plans specific to the dimensions of Change Management. We oversee with you the most important actions to complete from communication, training and documentation, support to deployment and post-deployment, as well as the transition to operations towards a successful closure of the project. Subsequently, we work closely with your decision makers and your project team to put in place the identified actions and deliverables.
- Implementation:During this phase, we ensure the development and delivery of Change Management deliverables.
- Deployment:During this phase, efforts are concentrated on the official implementation of the changes in order to ensure optimal support for the affected stakeholders on D-Day, and the implementation of a B plan.
- Operation and closure of the project: During this phase, we ensure a daily follow-up of the problems experienced during the deployment and accompany your internal resources in the last adjustments required to allow you to make a transition to operations that is successful. Resources are then identified and committed to complete the readjustments and to reinforce the changes made.
Here are some deliverables we are proud to drive with your teams:
- Governance workshops, scope of change and organizational readiness for change.
- Change Diagnosis (organizational context, stakeholder analysis, gap analysis of change and organizational and human impacts, risk analysis and change issues).
- The design of the Global Strategy and Gdc Integrated Plan (Human Resources Response, Communications, Engagement, Training, Documentation, Deployment and Support, Change Measures).
- Implementing change activities directly related to the overall strategy that facilitates the deployment.
- Producing a post-mortem report that identifies opportunities for improvement for future projects.
Develop a mobilized Change Agents Network
Just like the support we give to leaders to refine their leadership in an environment of change, we support agents of change in the exercise of their role.
Far from turning them into Change Management practitioners, change agents are a revolving door for us and for employees. They bring and report information in both directions to inform and optimize the transformation programme’s efforts. Thus, we offer a training model focused on the transformational leadership style and storytelling – the narrative – that captures people beyond the Cartesian. The training program is tailored to the audience and the organizational maturity in transformation management.
Develop and implement Change Management activities essential to a successful change
The integration of the Change Management consultant into all project activities and transformation project team meetings is key since he/she becomes a strategic right-hand for the project manager, the agent and the developer. This includes Project Management, sub-project teams, the transformation project governance committee.
To help us in the implementation of Change Management, here are some examples of activities in which our specialists should be involved:
- Presentation of the history of the organization’s Project and Change Management
- Assessment of the organization’s maturity in Project Management
- Assessment of current organizational culture and potential barriers to successful transformation
- Assessment of the organizational culture
- Planning and/or delivery of leadership training workshop
- Planning and/or animation of a focus group
- Planning and consultation meetings with stakeholders impacted by the project
- Animation of workshops on the assessment of specific impacts on stakeholders
- Development of the intervention strategy with human resources
- Identification of the impact of the functional model on the organizational structure
- Preparation and animation of training workshops in Change Management (how to prepare, how to develop resilience)
- Communications and impacts review
- Accountability to the steering commitee on the effectiveness of the strategy and the organizational climate or other
- Personal or group coaching with senior leaders and project leaders