Our 5 tips for successful change management

In the life of any company, changes are inevitable to last in the face of changes in the market, technologies, working methods and purchasing habits, as proven by the current context. However, these profound changes, both complex and time-consuming, represent a major challenge for any organization, hence the need to adopt a rigorous methodology.

Discover our 5 tips for successful change management, whether managerial, financial, human or organizational.

 

1) Prepare in advance and define your objectives

Like any large-scale project, change management begins with careful preparation and strategic thinking.

Before taking any action, start by carrying out an in-depth inventory of your situation, and an assessment of the financial, human and material resources available for change management.

This first diagnostic phase must confirm the viability of the transformation project, whatever it may be (digital transformation, change of business model, cost reduction, internationalization, mergers and acquisitions, etc.).

Then take the time to clearly define the final objective, its strategic issues, the concrete actions to be taken, the deadlines and the means available.

Also anticipate any resistance you may encounter from your employees, associates, service providers or partners. Also list any other financial, logistical, or legal constraints that could hinder your transformation.

This detailed action plan will not only allow you to estimate the costs and deadlines of the project, but also to assess the risks and anticipate any obstacles. This preliminary step is therefore essential for the smooth running of your transformation and should not be rushed.

 

2) Reassuring employees in the face of change

Resistance to change is one of the main causes of the failure of change management. Many employees find the changes within their company to be “worrying” (50%), while others find that their fears and suggestions are not taken into account by management (68%). Source : Ifop.

It is therefore essential to reassure employees that this organizational change is going well and the expected benefits.

This requires first of all total transparency.

Communicate the intention of change to your teams well in advance. For example, prepare a press release for your employees, to inform them of the ins and outs of this project (benefits, impacts, expected contribution, deadlines, actions to be taken, final vision, etc.).

Be sure to anticipate your employees’ reluctance (fear of the unknown, anxiety, loss of bearings and habits, etc.), and be an active listener, with a reassuring speech.

Pay particular attention to the teams directly impacted by this transformation.

 

3) Engage your teams in change management

Employee engagement is a sine qua non condition for successful change management. It is therefore necessary to guarantee, throughout the project, the support of employees in the face of change.

In order to promote the commitment of your employees, it is first essential to convey to them the meaning of this project, its impact and its benefits for the company and for the employees.

To unite your teams around the same vision, you will also need to keep them regularly informed of the progress of the project, thanks to agile communication, or Scrum method.

On the other hand, in the case of internationalization, digital transformation, or a change in commercial positioning, it may be necessary to develop new skills in your employees. It will then be necessary to plan time and budget dedicated to training, online or face-to-face, to ensure the operational efficiency of your teams.

Finally, to actively involve employees, it will be necessary to compose a team dedicated to change management with a designated coordinator, responsible for project management, and assigning each one a clear mission and targeted actions.

 

4) Carry out rigorous monitoring throughout the change

Any change management inevitably requires very rigorous monitoring. This is reflected first of all in the definition of KPIs ( Key Performance Indicator) measurable and realistic. These KPIs can relate to on-time and budget compliance, as well as the quality and effectiveness of the actions taken during the transformation. They will make it possible to reliably assess the impact of the change and the effectiveness of the transformation.

As you go through your transformation, if you notice a gap between your goal and the results achieved, then you will need to quickly adapt your strategy with corrective actions.

 

5) Outsource your change management to professionals

According to a study by McKinsey, 70% of change management projects fail on a global scale.

These changes are indeed very difficult to deploy internally, and many factors can interfere in the success of this transformation.

Given the challenges associated with such a project, it can be very beneficial, even reassuring, to outsource your change management to a seasoned expert.

An interim manager, a specialist in the management of large-scale projects, is the ideal partner to steer such a change. This professional will be able to unite your teams and deploy the necessary levers to bring tangible results, regardless of the extent of the desired change.

Outsourcing this mission secures your entire transformation and protects you from mistakes with serious and costly consequences.

 

At WAYDEN, we identify, within our network of 2,000 experienced executives and managers, an interim manager specialized in your sector of activity and the targeted function, for a perfect understanding of your challenges. With a 15-year career in high-ranking positions, this expert in change management is experienced in managing such projects. Directly operational, he will be able, thanks to his know-how and leadership, to steer your change management while ensuring the commitment and well-being of your employees during this transition phase.

 

Within our EMT, the vast majority of assignments are dedicated to transformation projects (57% in 2018 according to the FNMT – National Federation of Interim Management barometer).