Resistance to change is, most often, a result of:
- Employees not understanding (or not knowing) the strategy
- Employees not being involved in development of the strategy or the change initiative
- Employees feeling that the strategy or change initiative is not suited to the problems - or that the problems are not strong enough to justify the change.
Therefore, resistance to change can be overcome with communication, involvement, and alignment of the organization under a cohesive strategy.
Our consultants work with clients to identify the "upstream" causes and develop solutions to close critical gaps. Because our change management process is strategic and measurement driven, the root-cause analysis is a reasoned, fact-based search to explain the causes of problems, and find a common ground for taking action.
Depending on the degree and type of performance gaps, different organizational change interventions are designed to conserve resources and effectively close those gaps.
We provide expertise to clients in:
- Process improvement and reengineering
- Human resource systems design and performance management
- Competency evaluation
- Leadership and management development
- Communications strategies and coaching
- Organizational and job restructuring
- High performance team development
- Employee alignment around a common strategy
- Executive coaching and assessment
For a worldwide manufacturing and distribution business: We developed a set of Strategic Performance Gauges that translated the strategic intent of senior management into improved operational results. Working with a Metrus Group network partner, we developed and helped to implement a reward system for the top 50 managers. Incentive compensation was linked directly to Strategic Performance Gauges. As a result:
- The organization achieved a dramatic turnaround, going from a financial loss to a substantial profit within a twelve-month period. The company continues to enjoy impressive growth three years after the consulting intervention
- Survey scores improved on 17 key indicators of organizational effectiveness
- New products have been released three times faster than in the past