Change Management

• First Exposure – Revealing the rationale. Here, we present to the organization the business rationale behind the planned changes. The goal is to create motivation for the change, build a deep understanding of the benefits and the needs for change, and cultivate a positive reputation for the entire project.
• Second Exposure – Mapping and training on changes to work processes. We will familiarize the organization with the change taking place: new and renewed processes (“as-is” vs. “to be”), take a close look at the opportunities and the gaps, and give users a complete picture of the implications of the change to them.
• Third Exposure – Preparation to go live. We will prepare both favorable and failure scenarios for the “day after,” intimately familiarize with the support channels, and modify expectations for the big moment.

Throughout the project, you will be accompanied by an experienced project manager with extensive experience on dozens of successful projects implementing technological systems into complex organizations on a large scale. They will assist in creating agreements, recruiting commitment, and turning challenges into success stories. When necessary, and in order to accelerate the process, a multi-tasking team of professional consultants and best-of-breed solutions will be at the project manager’s disposal.

We divide them into four main groups: 

• Risks in the project arena which center on questions like, “Who is the owner—the IT people, or the business?” Disputes and gaps will always arise, whether around overages in budget and time frame, or speed vs. quality. As long as there is a clearly defined lighthouse to guide the way, and an agreed-upon mechanism for resolving conflicts, it’s fine. But when it’s not clear who’s deciding when there are disagreements, or when there’s a lack of a common interest—and this happens a lot in projects—Houston, we have a problem.
• Risks in work processes. Think of the frustration of salespeople who have never missed their targets and are suddenly required to reinvent themselves—whether due to logistics centralization, company mergers, or digitization. Before rumors start to circulate, resentment over what seems like unjustified criticism builds up, and organizational chaos sets in. Users must be prepared. Think about the possible consequences and address dilemmas in advance.
• Leadership issues. Those who have the most influence on employees are their direct managers. As the first ambassadors of the project, their raising of an eyebrow is enough to make an entire division skeptical. We will make sure that they are fully committed, and that they completely understand the change and are able to instill it. This often requires reinforcement—whether through new management tools or by shaping fresh sources of authority. After all, seniority and expertise in old workflows are not always enough in times of transformation. Think of a warehouse manager who has memorized every SKU by heart, now facing the need to embrace automation. Equipping them to successfully handle that transition will have a positive effect on the business and those working for them.
• Organizational culture and politics. Various phenomena that organizations need to deal with: divisions that function as independent silos, departments that refuse to be transparent with each other, branches that compete against each other, or the NIH syndrome (Not Invented Here). All of these are barriers in an intensive, time-bound project. Clarity is required in roles and work interfaces, in areas of responsibility and boundaries, and it is necessary to formalize the processes of handling escalating disputes.