Change management: how to build a good transformation team?

Digital transformation, governance change, mergers and acquisitions, organizational change, CSR transition, new ways of organising at work… Whatever it may be, any change management must be carried out by committed actors, dedicated to the management of the project. Here are all our tips for building a good transformation team and ensuring the success of your change management.

 

Building a good transformation team: what are the challenges for change management?

The keystone in the success of a change project, Employee engagement is essential to carry out the envisaged transformation. The success of the project also depends on the proper constitution of A team of key employees who are convinced of the need for transformation.

It is therefore essential to identify, upstream of the change project, committed, motivated actors with the necessary know-how and interpersonal skills to steer this transformation. This step is decisive: a transformation team that is disengaged, doubtful or not very operational risks directly impact the smooth running of change management.

 

Which actors to build your transformation team during change management?

A transformation team should typically consist of the following key players:

• A project manager : he is the one who will embody the change and drive the transformation. He plays a central role in the commitment of the teams, because he will be responsible for transmitting the meaning of the transformation and guaranteeing the motivation of the various actors over the long term. He is also responsible for supervising the proper implementation of the transformation and for regularly reporting to the management to inform them of the progress of the project.
• A change project manager: this actor is responsible for assigning clear missions to each person around SMART objectives (specific, measurable, achievable, realistic and defined over time) and defining key performance indicators (KPIs) to monitor results and take corrective action when necessary.
• A project team made up of key players identified by the leader of the change project. The latter can be internal or external to the company and must have the necessary expertise to manage the change project: trainer, integrator, legal or financial expert, digital project manager, communication relay, key users, etc.
• HR teams : As mentioned above, when managing change, the human factor is fundamental. In this respect, HR teams, who know the organization’s staff perfectly, are key players to integrate into the transformation team.
• Change management ambassadors: It will also be very beneficial to build a network of employees within the company who are concerned by the change project and to involve them in the transformation. The latter will be responsible for making the link between the project managers and the field teams and can be integrated into the working groups to share their opinions, suggestions, fears, etc.

 

The interim manager: an ally in your change management

Even when it is supported by a solid transformation team, a change project remains a delicate, complex and time-consuming operation, which responds to major challenges. According to a study, 7 out of 10 change management systems fail in companies worldwide.

To secure the smooth running of the change management, the interim manager is an ally of choice. This high-level professional has proven expertise in the management of transformation and development projects. Human and managerial qualities essential for leading change (pragmatism, audacity, sense of leadership, active listening, etc.).

At WAYDEN, we identify, within our network of seasoned interim managers, an expert specialized in your sector of activity and with a long career of 15 to 25 years. The latter manages each step of the change project by your side, helps you build a solid and committed team, unblock emotional resistance and ensure the success of your transformation.