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Organizational Change Management

Organizational Change is not an event.

As McKinsey says, most change efforts fail because as it is traditionally applied change is outdated. These changes meet requirements but don’t deliver expected results. They focus on the solution itself – the new software tool or new business process but not on the benefits of the solution and how the people will benefit or need to change.

That is why Seity Insight never has followed traditional methods. As our name implies, we offer custom solutions to our customers and that includes how we support organizational change management initiatives. We want to close the gap on failures and offer our customers time and money savings. We want the people involved in change to see the value of the change and organizations to be more effective because of the changes they plan. We are talking about mitigating the risk associated with the people factors involved in changes. We specialize in mitigating the risks.

With our background, experience and education, we stay current in research and methods that can offer ideas, practices, tools and support to work with all levels of the organization. As Peter Senge says “We cultivate change, we don’t just drive it” so it becomes part of your culture.

How We Manage Organizational Change Differently

We use both the hierarchy and the emerging networks and balance their strengths forchange. Here is what that looks like:

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We start with the leaders. If your change sponsor is not visible, engaged, stays engaged and communicates effectively, this will cause the change to fail. Seity Insight will work directly with the change sponsor to understand their role and coach them on their primary role in the Organizational change initiative.

Then we move to the emerging leaders – the ‘real change agents’ in the organization. These individuals can make or break your organizational change initiative by standing in the way by being a bottleneck or offering a bridge for communication and collaboration knowledge flow during the initiative. Using the Seity Insight process, we can identify the change agents and take the subjectivity out of the process.It only takes 5% of these individuals to cause a failure of your change initiative if they are a resistor. Why not find out early in the process and get them on board?

The Mechanics

There are also some components to any organizational change management initiative and those include;

  • Change readiness – what is the change readiness of your organization overall and of each key person involved in the change?
  • Communication plan – do you have a communication strategy? Do you have a checklist to move forward?
  • Risk management – What are the risks of each department involved in the change? What are the risks of some of the processes, technologies, and people involved in the change?
  • Training/coaching – who understands their role and responsibilities before, during and after the change?
  • Resistance identification – how do you identify resistance to change? Is resistance really a bad thing or is there something we can learn from the heretics?

Once some of the mechanics are discussed and identified then we focus on what will really matter and make the difference, the people.

If people don’t change, then the change won’t be successful. When people are invested and truly willing to commit to the change, there is a measurable difference: it is 30% more likely to stick (according to McKinsey, 2015). Seity Insight will identify the real change agents in the organization and the leverage points that will make the difference to your organizational change initiative. We have the competitive advantage tool to specifically identify these people objectively and how they impact your workplace.

Use Technology As An Advantage

Change is happening quickly and often. Seity Insight offers a baseline ‘picture’ of your organization to make decisions quickly using the emerging networks that form naturally. You aren’t bypassing the hierarchy but complimenting the use of the formal decision makers and making change more effective.

Using an organizational map of the networks offers a core advantage to increase communication, collaboration and agility during change in particular. In addition, you have a way to measure any changes that you make and adjust accordingly while building a shared understanding. You will be able to map and measure your progress objectively and take the subjectivity out of the equation. This process enhances communication and releases the pressure on leadership to drive the change. The emerging networks are the drivers or resisters of change anyway so making it transparently part of the process opens the door to success.

For the organization and leaders – you will save money and time while there will be increased engagement, morale, and commitment.

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