Overview: Change Management

In a context of acceleration of transformations and evolution of individual behaviors at work, change management becomes a lever for employee engagement

Context

Change management refers to all action taken to ensure that the transformation is adopted by employees, and is therefore effective.

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Faced with the increasing speed of transformation (evolution of processes, tools, organization, business model, mergers, etc.) and a change in the behavior of employees (increased collaboration and transparency, search for meaning, immediacy and availability of information, growing exposure of individuals to communication and marketing techniques, etc.), organizations must strengthen their change management practices. These practices can also act as a robust levers for employee engagement.

 

Challenges

Change management addresses two major transformational challenges:

  • Ensuring the continuity of activity, including the retention of key skills within the organization, during these uncertain phases
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  • Carrying out the transformation among employees: ensuring that new operating modes are adopted and that social dialogue occurs, or even act as a driver of change

Operationally speaking, it covers the following aspects:

  • Give meaning to the transformation, from both a collective and an individual perspective
  • Manage social dialogue as effectively as possible, anticipating resistance to change and acting accordingly
  • Ensure that internal operating modes (management, objectives, culture) promote the transformation
  • Manage the political dimension
  • Develop employees’ skills and ways of working
  • Maintain the dynamism until results are achieved by readjusting the roadmap

The increasing speed of transformations requires more robust change management. This means, beginning at the phases preceding a transformation project:

  • It must be anticipated, so that the correct amount of energy can be dedicated to it (according to the degree of change), and corrective action can be limited
  • It must be industrialized in all possible areas, with the aim being to speed up the process but to avoid purely mechanistic approaches that do not consider the human factor

In a context where employees’ expectations and behaviors are evolving, driving change means taking an approach that will appeal to stakeholders’ rationality, individual and collective intelligence, and sense of responsibility. That way, it will become an important lever for employee engagement.

 

How can Argon Consulting help you?

Driving change is at the very heart of the projects implemented by Argon Consulting's teams. We adopt an integrated approach, where change management is driven by the Project Manager responsible for the transformation. However, we can become involved on an independent and/or on an ad hoc basis to provide our expertise.

We take a proactive, structured and equipped approach to change management.

We have developed a methodology that allows us to face the current challenges posed by change management.

  • Envision: define the vision and strategy for change. Align the management
  • Engage and design: engage the change dynamic and define the detailed change management plan
  • Implement and track: implement the change management and sustainability plan

We use standard tools, to help us speed up and define the change management strategy, and deliverables to speed up the development of content for your change management plan (business games, job description sheets, main impacts of each project typology, etc.).

We use collaboration to promote buy-in by teams and the creation of on-site change management plans, to limit resistance to change at all levels of the organization. Change management plans are created with the teams, scheduling collaborative time for target co-development and buy-in at all levels of the organization.

The transformation will only be sustainable if the change is implemented in keeping with the corporate culture, and if we adapt our methodology to each specific company.