Our client, a global manufacturer of healthtech and lighting solutions, recently split into two separate entities. This significant development called for an urgent focus on change management within the organisation. We collaborated with both parties to professionalise their change management curriculum and to support them in enabling their people.
FTI Consulting was brought in to design and professionalise customised learning pathways to meet the needs of a range of different target groups who were working on a current change.
The first group comprised senior leaders who were in the role of change sponsors. The focus for them was to effectively communicate a case for change, enable the transition to a new way of working, guide the change implementation team, and measure and sustain change.
The second group was made up of change managers who had responsibility for implementing change initiatives. The focus for them was to align the change plan to a wider project plan, understand stakeholder needs and how to communicate with them, assess change readiness, and identify how to measure and sustain change.
The third group that we worked with was people managers. Their challenge was to communicate the change in a relevant and practical way, engage and enable their people to transition and to ensure that they implemented the new way of working.
We developed a bespoke change management model and range of tools in collaboration with the client to enable change managers and others to effectively implement change initiatives. These were incorporated into the learning interventions.
To stimulate awareness and curiosity we used pre-workshop activities including webinars. We engaged participants through experiential workshops enabling knowledge transfer, skills practice and implementation of the tools. To sustain the learning, we provided opportunities for learning to be embedded through appropriate, relevant and enjoyable post-workshop activities.
Feedback from across the curriculum has been positive. We have continued to work with the two entities and have rolled the workshops and supporting learning activities in five countries with plans to extend the reach worldwide.
Many of the countries have coordinated to ensure that all three target groups are being addressed around the same time so that those involved in change initiatives are working collaboratively and in an aligned way. This means change sponsors are leading from the top, and change managers have the tools and capability to embed change initiatives. This in turn enables people managers and gives them the confidence to lead their people through transition.
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