Change happens because it is necessary. Yet, change is not easy to make stick—to sustain—which is critical to drive business objectives and realize a solid return on investment. This is why change can't just “happen,” rather, it must be carefully planned at every step.
Organizational change affects multiple aspects of a company’s makeup, from its people and team dynamics to its business processes. Change initiatives, especially those that involve a technology implementation, generally require some degree of business process re-engineering across an organization.
With so much at stake, clear process ownership and cross-functional process governance are paramount to sustained change and return on investment.
Our change management methodology focuses on the people side of change, specifically, how will day-to-day roles and processes change and what knowledge, skills, and resources will be required in the new landscape.
Our approach includes role- and process-based stakeholder analysis and change impact assessments, from which we often uncover business process and governance gaps. Common red flags include:
Because of these types of gaps, our change management strategies and recommendations consider whether business process documentation, ownership, and governance activities are required to ensure change is adopted and the expected benefits are realized and sustained.