Our client, a global manufacturer of chemicals and paints, brought us in to build the change management capability across the business by developing their bespoke process and toolkit and by training their people in managing change and dealing with transition.
We collaborated with a steering group which consisted of change management and organizational design stakeholders to develop a new, bespoke process and toolkit which could be used worldwide. The process what based on current and relevant change management theory, and was aligned to the company values so that it could be embedded effectively and consistently.
The toolkit comprised of 16 digital tools which were developed into interactive pdfs and were available on the client’s internal sharepoint site. The toolkit included tools such as a change plan, a stakeholder analysis tool, readiness assessments, systems planning tools, people development plans and a continuous improvement plan. Each of the tools was connected to the relevant step in the change management process.
To announce the new approach internally, we developed a communication pack which was distributed globally. It gave a high level overview of the new process and toolkit as well as what the core objective for each step of the process was, key actions for successful implementation of change at organizational, team and individual levels and an indication of which tools would be most appropriate to reach this objective.
A 2-day workshop was developed by us to build change management capability with a selection of internal employees. This workshop used a highly interactive, bespoke board game which we developed to demonstrate the journey of managing change. It involved participants using a case study of a change happening to a team at a manufacturing site. To ‘win’ they needed to effectively follow the process, implement the tools and bring their whole team with them through the challenges and successes of this particular change example.
The new change management process and tools gave employees a structure to manage change which was aligned to the company strategy and values and which could be implemented easily and effectively.
The delivery of interactive workshops enabled employees to identify the steps in the new process, consolidate their understanding of the purpose, function and benefits of the tools, practice developing and communicating an effective change strategy to inspire and involve their people in change, and to identify how they could follow up with application of the process and tools into their current and future change initiatives.
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