Rescuing a transformation programme from a change resistant environment

CLIENT

Tech IP Company

ABOUT THE PROJECT

Change is a difficult state for most people, and successfully embedding business transformation can be a significant challenge with emotions often running high. Our client, a semiconductor and software design company, was no different. Due to underperformance and worsening macroeconomic conditions, our client was under pressure to transform old ways of working. However, the need to proactively manage change was not understood across the business. There was little knowledge of what change management was, and how it could add value through a period of transitioning to new ways of working that would be imposed by 4 separate work streams of business change.

THE CHALLENGE

Concerns around a lack of change management as part of the transformation programme that would affect 600+ of the company’s c.900 employees led the client to seek change management expertise from Enfuse Group. The client requested an assessment of change readiness and suggested actions to help support the team through the remainder of the transformation programme – with a tight turnaround of just two weeks. To enter a change resistant environment, who viewed change management as ‘fluffy’ (or lacking in substance or tangible value), whilst they were already halfway through their transformation programme, was no easy task.

THE ENFUSE APPROACH

Our change management consultant tailored a jargon-free, straight-talking approach to communication and embedding of initiatives. The approach took change management methodology and translated it into a language that would resonate with Engineers, who formed a substantial proportion of the impacted stakeholders.

Our approach started with an assessment on how ready the organisation was to receive the changes associated with the 4 work streams. Our client wanted to know where they had been lacking in their efforts to embed change, and what risks this could bring to the success of the programme. Through a combination of stakeholder consultations and a review of existing material, change elements were rated on a scale to identify next steps which would be critical to the success of the change programme. For example, change elements such as communication, technical capability analysis (what training is required to bridge any capability gaps pre and post change) and benefits tracking were considered.

The next steps that were identified as a result of the change maturity assessment were then grouped into five key ‘epics’ of work, which were outlined within the change plan. Each epic detailed:

• an assessment of the organisation’s current situation in relation to the change element.
• an explanation of why it was important to take the next steps from a change management perspective.
• clear instructions of what the next step would entail, including templates and best practice where relevant.
• time scales and milestone dates for making the changes.

The change plan was presented back to a group of stakeholders, complete with a visualisation of what the environment would look like after taking those actions.

THE OUTCOMES

Through stakeholder management, and carefully selecting language to discuss change management with Engineers, stakeholders who were previously reluctant, were amongst the stakeholders who were happy to own their respective roles in embedding change.

By listening to our client, understanding their point of view, and tailoring an approach, rather than adhering to strict theoretical change management methods, the client team were motivated to drive forward the ‘epics’ identified as part of the change plan.

The client was left in a position that they understood the change readiness of the organisation, and exactly what steps they would need to take to prepare the employees for the transition ahead. Within the two-week deadline, the client was equipped with the knowledge they needed to take change into their own hands, and with a library of branded templates to help them on their way.