Effective change management delivered by iADAPTE™ is grounded in TMS’ philosophy and principles that organisational success relies on a balance between both tangible (e.g. systems, practices, services, structures) and intangible (e.g. culture, relationships, beliefs, leadership) elements. For change to be effective, organisations must consider both tangible and intangible factors when implementing organisational change. iADAPTE™ encompasses both and so is designed to enable organisations to successfully embed changes in day-to-day practices.
Successful organisations focus on both tangible and intangible organisational factors. An organisation with state-of-the-art systems will not be successful if there is a culture of non-accountability and defensiveness. Similarly, an organisation with a positive, high-performance culture will not succeed with poor systems and processes.
iADAPTE™ uses the Organisational Pillars model to guide organisations towards considering both tangible and intangible factors during a change. The four components of the Organisational Pillars are described below.
Critical Success Factors for Change Management
The iADAPTE™ Change Management Framework is underpinned by a range of critical success factors that are essential to the successful implementation of organisational changes.
- Clear Purpose: A clearly defined purpose regarding change goals and objectives, including why the changes need to be made and the expected benefits.
- Change Strategy: The development of a change strategy and communication plan that encompasses sound planning and effective project management.
- Change Coalition: Establishment of a coalition to lead the change.
- Executive Sponsorship: Executive sponsorship that includes public change management support, taking an active and visible role in change implementation and communication of key messages.
- Change Champions: The development of a cohort of influential stakeholders who have the capability to gain commitment and support for the change, and the knowledge and skills to effectively facilitate and implement the change.
- Stakeholder Partnerships: Partnership with key stakeholders including HR, Employee Relations, Communications and external stakeholders to ensure the people elements of the change are well managed.
- Consultation and Engagement: Consultation, engagement and communication to ensure that individuals affected by the change are provided with opportunities to offer information, participate in decision making, ask questions, share their knowledge and skills, and ultimately commit to change.
- Drive to Embed: Ensure that change remains a priority by effectively incorporating changes into ‘business as usual’, supporting change in becoming a cultural ‘norm’, and monitoring the progress of changes and expected outcomes.
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