Why Change Management?
Organizations face increasing change, whether it be externally imposed or self-initiated. Projects are being launched at an ever-accelerating pace. To achieve the desired outcomes, success depends on the adoption of the new work processes by those executing them.
Unfortunately, many projects falter: a McKinsey report indicates that approximately two-thirds of change initiatives miss their goals, especially because the projects are focused more on the technical aspects of the change and then we assume that the people will do what they are told to do.
Investing in change management with its focus on getting people on board during a project´s implementation is invaluable, even if it may appear as an initial, unnecessary cost.
Our experienced consultants will guide your team, emphasizing understanding of the ‘why’ and ‘what’s in it for me’ questions. Our goal is for your team members to embrace the change as their own and actively contribute and create a desire for change—not just following orders-, but ideally participating in co-creation. Additionally, we assist your team in transitioning away from their current work processes, which can be challenging given their deep knowledge and esteem based on this.
Once they willingly embrace the change, we can provide training in new ways of working, conduct simulations, and implement the changes. The relationship between the people executing the change and their direct supervisors is crucial. This is where the rubber hits the road and where we focus much attention.
When team members genuinely support the transformation, remarkable progress awaits!
Reach out to us for an initial conversation. We’ll discuss how to
ensure your project’s success!
Adkar Change Management
This methodology complements the "technical" project management and uses following sequence of phases:
- Awareness: Identify the problem, why it needs to be solved now, and the risks if we don't change.
- Desire: To get people to personally desire change and their willingness to contribute and involve themselves.
- Knowledge: Intellectual preparation for change, including the definition of new processes, training and coaching.
- Ability: Ensuring that people executing the change in their daily operations can act effectively in the new environment in order to achieve the benefits of change.
- Reinforcement: Take measures to ensure that we do not fall back in old habits and that the change is sustained through measurement, incentives and retraining.
THREE PHASES OF THE CHANGE MANAGEMENT PROJECT
The sequence of a change management project consists in three phases:
1/ Diagnostic:
- You do a change-impact analysis, which includes a stakeholder analysis, you want to understand the nature of the change and its impact on the business operations, you look at business benefits and compare them to implementation costs, all in order to proactively address potential challenges and maximize a successful adoption.
- With a culture mapping you look to identify the dominant forces of the culture in the company as to assure that the change management implementation is aligned with the main culture. Cultural dimensions with the greatest impact on change management include assertiveness, individualism versus collectivism, emotional expressiveness, power distance, performance orientation, and uncertainty avoidance.
- Interviews & questionnaires are used to verify how change-prepared the key users and department heads are, so you have a base line from where to plan your approach for.
2/ Execution:
- Here we work Awareness, Desire as Change Enablers and there-after start the phases of Knowledge and Action, where we proof that the people are capable to handle the change in a live environment.
Normally this is following by the Go-Live event.
3/ Reinforcement:
- Here we embed the change so we do not fall back into old habits ensuring for instance that the performance measurement and reward system are aligned with the new form of working and do not reward the old style of working. It is also the phase where additional training is provided.
Successful implemention of SAP Business One and WMS, including Change Management, in COMECA (GT) between 2021 and 2023
"Guatemala, June 11th 2024
TO WHOM IT MAY CONCERN
I hereby inform you that I have known Mr. Gerrit Jan Dirk EIJKELBOOM, identified with DPI number 2233 93495 0101, for more than 4 years, and who has been active in the field of Logistics, Distribution, Storage and Business Management in our country, providing great knowledge and innovative ideas to achieve not only a reengineering of processes but also the adoption and adaptation to the business environment and all that this entails regarding change management. Therefore, I can recommend him amply and with confidence.
Kind regards,
Erick Fernando Saravia, General Manager, INTEGRA (SAP Gold Partner)
DPI: 2585 65861 0101, Cel #: +502 4079-6465"