Leveraging 25 years' expertise in organizational change
Transformation and stakeholder engagement, for organizations undergoing significant changes, mergers, or restructuring.
My MBA dissertation (2006) was titled “the impact of cost cutting on employee motivation” and the main reason I wanted to focus on HR rather than finance, for example, was that I felt organizations tend, too often, to skip to the expected or wished for results, rather than putting in the necessary work to understand what needs to be done, what should be done, and must be done to ensure the change ahead is going to be successful. Too often change is announced as a big, wonderful and necessary step for the future of the organization, alas without considering the “little” things like: what is the impact to the “psychological contract” of the employees, how should rumors be addressed, or what kind of training is needed to get some key individuals up-skilled to support this organizational change, just to name the most obvious challenges.
At the end of the day if you want your organization to be successful you need to understand the major moving parts, determine which elements are supporting your change, which are potential limiting factors, and outline a clear mitigation plan to minimize those negative elements to ensure success. I can help you perform this analysis and put together a comprehensive plan to achieve success in your transformational journey. In 25 years (20 of which as a manager) I have been involved in several restructuring activities, whether to move support activities from one country to another, or reduce manual steps in a testing Lab, or speed up re-packaging in a logistics warehouse, or change shift models in a manufacturing organization. All of these have had a significant impact to the employees and have been successfully executing by carefully communicating change and following up on each element in the puzzle.
