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Change Management

Managing organisational change is notoriously difficult, particularly in large or complex organisations.  Stories of abandoned programmes, huge delays and high change-resistance are all too familiar.

Successful change management needs to recognise the multi-dimensional complexity of organisations and work with and through this to achieve results.  But is not just about ‘soft-skill’ capability.  Programme management along with change-Governance are equally critical in the successful delivery of change.

Ignetica’s Change Management Methodology is centred on the three core disciplines and is designed to ensure clear leadership, with devolved ownership of change.  This innovative model has been used highly effectively managing large-scale programme in organisations of up to 6000 people.  Not only does the approach ensure delivery of specific change programmes, it also builds organisations change-capability for long term strategic advantage.

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Transition Management (TM): At the heart of change management has to be high people focus, understanding the issues of change and gaining the active involvement of the people within the business in shaping its deployment.  Understanding current norms provides the essential baseline for any change, and this needs to be multi-dimensional – it’s not just about organisation structures.  How formal and informal reward systems work, how human and ICT systems interact, how group culture impacts operations etc etc are each important aspects to diagnose.  At the heart of effective transition management is leadership, communication and devolved & empowered people involvement.
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Programme Management (PM): Whilst TM provides the tools for effective people-change, this needs to be co-ordinated at a programme level just as any other major programme.  Strong and effective PM is therefore essential to drive delivery with the time-scale, requirements and financial objectives (spend and benefits realised).
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Change Governance (CG): Whilst change must be devolved and become owned within the organisation, it needs to be led clearly from the top.  Change Governance, provides this focus (through direct leadership and in terms of policy) as well as providing overall governance of the change programme, including issue escalation, resource deployment, time-scale and financial (cost/benefit).   We advocate the formation of a steering board, led by the CEO/MD and supported by a change team and functional seniors to provide overview of this process.  

Change Management is not just for new programmes, it may also be used to gain control and provide direction for multiple existing programmes.  As an example in one case, we found over 100 separate change programmes running within one business unit, all individually justifiable, but on mass were conflicting and causing change overload.
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