Successful Organisational Transformation through Collaboration

Written by Geoff Thomas. Posted in News

Bringing People together to Change systems and processes

 There is growing evidence that transformations are very difficult to implement. Fewer than 60% of programmes are completed on time and only 40% are completed to budget.A third of projects fail to reach their objectives entirely, only a small improvement on the figure of 20% five years ago. Not a good prognosis given the increasing the rate of change. So what is going awry?

Recent research* tells us that what makes change successful is reducing the impact of change on staff.  

While project management is important, the ‘soft’ people issues are critical for success. In failed transformations,

project management teams were very good at the ‘nuts and bolts’ of the scheduling and tracking of tasks but ignored tracking the people issues. Just as reviewing key stages are important in project management, the same tracking processes are needed for staff, because monitoring their involvement has a fundamental role in the success or failure of the project.  

With over 85% of transition projects involving redundancies and a similar proportion needing internal job moves, reorganisations are anxious times for staff.

If this impact is not minimised it will lead to reduced efficiency and output and will also affect individuals’ intention to leave. It also has an impact on the quality of decision making at precisely the time decisions need to be of a consistently high quality.

Advances in knowledge and technology now mean that, using the Stredia Organisational X-Ray system, it is simple to monitor this impact consistently and accurately across an organisation, making it simple to track the effect of changes at all staff levels. The annual licence structure means the climate is regularly and consistently monitored. This can be done as and when needed, allowing managers to respond quickly to concerns and so win over ‘hearts and minds’.

Removal of anxieties allows staff to concentrate on their responsibilities productively; enabling them to return to full participation. Indeed staff can, when actively involved, provide early warning signs of any problems arising.

This decisive step of consultation and involvement is the vital element of implementing successful change. It ensures the commitment of staff to accept and implement changes. The spin off benefit of this approach is that it also fulfils the legal requirements of the communication and consultation directive.

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