We work with organisations who want to implement strategic change initiatives; organisations who want to refocus, reform, restructure, reskill and reenergise.
These change initiatives are often coupled with IT enablement and are delivered as a programme to accelerate their implementation. These programmes range from $3M to $100M+ and are usually complex and high risk. We therefore use the term 'Strategic IT change programmes.'
Our practitioners are specialists in this field with over 20 years experience, and are recognised for their successful track record in strategic and IT change. We have developed strong relationships with key government departments and commercial entities.
The organization specialises in the implementation of strategic initiatives that require strong change and programme management. Change management is more than a weekly communications newsletter or the introduction of training courses. Change is about strategy, people, behavior, culture, products and systems!
We drive restructures, cultural change, organisational change, industry change or transformational change. Each of these types of changes requires a different level of change management as there are different aspects that need to be addressed. For example, a multinational change may need to consider the cultural aspects and locations that the change involves. An industry change may need to involve the industry associations. A cultural or organisational change may need to consider policies, functions, structures and processes. Any of these types of changes may also require information and technology changes.
Multinational change spans across the international boundaries of an organisation. This change has many complexities as it is balancing the needs of the global organisation with the local needs. The change needs to be cognisant of culture and subcultures, politics. race, religion, language and local values. Aspects of change will need to transcend both geopolitical and inter-organisations barriers in which the organisation operates under. To implement such change requires strong global governance and sponsorship to ensure uncertainty, ambiguity and control do not undermine delivery.
Industry change drives change through industry sectors. This form of change may require industry peak bodies and key stakeholder groups to actively participate in the change. It may also involve the technology suppliers of the industry to enable the providers within the industry keep pace with the industry reforms. Industry change may also bring about organisational and technology change within the sponsoring organisation. All of which requires strong governance, exceptional program and portfolio management and stakeholder engagement.
Complex organisational systems often produce unexpected and counterintuitive results. Each individual is a subsystem of the organisational system. The culture, the attitudes and the values that the people within an organisation share, needs to fit the organisational strategy. Implementation of strategy may require that an organisation change its culture. This change needs to be carefully planned and managed, so that staff are active participants, they can develop new skills with training and they are aware of all activities through informal and formal communications. This change requires strong program leadership to articulate purpose and culture, and the management of organisational dynamics to reduce the uncertainties that staff face.
Transformational change may bring about change to multiple aspects of the organisation, including the identity of the organisation and its brand, the behaviour and culture of the organisation, the policies, structure, boundaries, roles, responsibilities, organisational capabilities, individual competencies, processes, procedures and technology. In effect it may change all the technical and social aspects of an organisation. These changes are complex given the interconnection, interaction and interdependencies of all the components. Planning, governance, stakeholder engagement and team competencies are key elements for successful transformational change.
Digital Change is the digitisation of information. The digitization of information may be within an organisation or disrupt a whole industry ecosystem. This change will typically bring with it the need for cultural and process change and aspects of transformational and industry change. These require adaptivity and flexibility and strong leadership to manage the social and technology changes that digital change brings about.
Organisational change brings about change internally within an organisation. It may bring change to organisational policies, functions, structures, skills, and processes. The literature defines organisational change as comprising individual change, team change and interdepartmental change. It may present emotional barriers from the individual, political barriers from the organisation, and managerial control barriers as it invokes uncertainty, ambiguity and loss of control.
Transitional change has often been viewed as 'moving the deckchairs on the Titanic'. However, transitional change may incorporate elements of organisational change, technology or solution change or location change. There are usually high levels of anxiety associated with this change. For example in a merger and acquisition, staff may have to apply for their own positions, which is more difficult than applying for a new position. A technology transition may impact current processes or procedures and may require a skills uplift or changes to the way things are currently done. Transition from program/project to ongoing "business as usual" activities may also present significant challenges during this transfer phase.
Introducing a new solution into an organisation, often introduces new technology. This new technology may have an impact on the processes and procedures, and the information that the staff, customers and providers use. The change needs to be managed. Managed change will ensure that the impacted processes and procedures, are implemented as transparently as possible to minimise workforce disruption, reduce rework and maximise the uplift of skills.
It is often said, that change in business is a constant activity regardless of what is happening. Are there any stable organisations in the global world today? Without change, the organisation may not be sustainable and may not grow. The organisation may change and grow to become what it becomes through change or the change can be facilitated to a predetermined state. The outcome required from the change needs to be clearly understood and communications and information need to be received consistently and in a timely manner.