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Change is hard! Executive staffs, and middle managers struggle to ensure; both people and organizational changes are well planned and managed, a holistic methodology is executed which addresses people and organizational issues, the necessary level of participation is given across all affected levels of the organization, unnecessary turnover of valuable employees is avoided, and the necessary momentum is maintained through all phases of the change initiative. Securing the calculable return on investment for the change initiatives you execute requires the thoughtful, patient and structured execution of a change management methodology. With nearly twenty years executing large and mid-scale change initiatives, we have developed a comprehensive, structured and repeatable organizational change management methodology and tools to ensure you meet or exceed your transformation objectives

Key Business Value Findings

  • Top PLM Organizational Change Management - OCM Teams capture an average 129% of expected value from effectively executed change initiatives. Companies who executed change management poorly reported capturing 70% or less of the expected measurable value from their initiative(s). In companies that fell short of expectations, we found a lack of commitment from or follow-through by senior executives, defective project-management skills among middle managers, and a lack of training for and confusion among frontline employees. Surveyed companies that had problems at all three levels (senior management, middle management, staffs) captured, on average, only 35 percent of the value they expected
  • Top performers who apply a comprehensive Change Management program to initiatives which require people to change how they work report:
    • Increased Speed of adoption - How fast do people adopt the new processes or behaviors?
    • Increase in New Asset utilization - How many impacted employees made the change (and how many did not)?
    • Increased Proficiency at Go-Live- How effective were employees at following the new processes or behaviors?
  • Top performers understand the real tangible costs associated with change initiatives that are poorly managed and make the following quantifiable case for change management:
    • Measurable declination in productivity absent effective change management
    • Adverse impact on Customer Relationship Management absent effective change management
    • Adverse impact on Supplier Relationship Management absent effective change management
    • Turn-over/loss of valuable employees absent effective change management
    • Visible declination in employee morale absent effective change management
    • Declination in quality of work absent effective change management
    • Resistance (both active and passive) absent effective change management
    • History of failed change absent effective change management
    • Stress, confusion, fatigue absent effective change management
  • Surveyed respondents cited the following avoidable costs associated with change initiatives which were poorly managed:
    • Project delays
    • Missed milestones
    • Project put on hold
    • Resources not made available to project team
    • Budget overruns
    • Obstacles appear unexpectedly
    • Rework required on project design
    • Project fails to deliver on objectives
    • Project is fully abandoned
    • Loss of work by project team

Implications & Analysis

  • The best change management teams understand the value that a project delivers to the organization is ultimately tied to how quickly we can get individuals to make the changes required (speed of adoption), how many of them do their work the new way (utilization) and how effective each one of them is when they have adopted the change
  • Effective change management teams execute the change management work across all affected levels of the organization including; senior management, middle management, end users
  • Best in Class change management teams execute from a structured set of tools and change management processes

Our senior analysts are equipped to assist your organization to:

  • Establish the need for Change
  • Develop the vision and strategy for change
  • Establish the Steering Committee, assure they have the power to invoke the value-adding changes and establish the sponsorship roadmap
  • Align to the project execution methodology to ensure compatibility between project execution and change management
  • Derive a stakeholder matrix, stakeholder resistance plan, communication plan(s) to enable the ongoing alignment and reinforcement of change
  • Work with your front line management staffs and HR professionals to determine how to best and appropriately empower affected staffs (Coaching Plan, Resistance Management Plan)
  • Assure the project execution method and change management process are executed to deliver some short term wins along the way
  • Conduct the Pre-Go-Live Change Impact Assessment and oversee the Site Readiness activities required to ensure a successful Go-Live
  • Deliver and manage the Training Plan

The following illustration provides an overview of the Change Management Stages, Checkpoints, and Deliverables in our Methodology


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