Change Management

Successfully Lead Change

Change is a necessity.

With our shared experience of change as part of the way we work and live, why is it that organizations often fail when trying to initiate change efforts? Why is it that when asked, many leaders will say that their change efforts are unsuccessful? Studies conclude that 70-80% of organizations are not satisfied with the process or outcomes of their change efforts.

Managing change is a core competency.

Whether the change is a merger or acquisition, a restructuring, a major system implementation or a shift in culture, success is illusive. Yet change is imperative to remaining competitive. In fact, change management is becoming a desirable core competency for businesses, enabling them to gain competitive advantage based on their ability to change quickly and maintain high performance and morale.

If your organization needs help to successfully orchestrate change initiatives, Calibra consultants can help you:

  • Understand the impact of your corporate culture on change efforts;
  • Assess and improve your organization's resilience to change;
  • Create an environment for successful change; and
  • Plan for and help implement a successful change process.

Change is a process.

When working with clients, we incorporate four key steps into the process to ensure successful change. Together with our clients, we:

  1. Establish a clear business rationale;
  2. Assess stakeholder commitment;
  3. Articulate and measure clear outcomes; and,
  4. Institutionalize the change.

We also explore two additional elements of success when we work with our clients in leading change efforts. We:

  1. Actively manage organizational culture; and,
  2. Build individual and organizational resilience.

Contact us

2810 Crossroads Drive, Suite 4000
Madison, WI 53718
Phone: 608-442-1121
Fax: 608-819-3801

Why Change Efforts Fail

Organizational change is difficult; yet, change is imperative to remaining competitive.  The following list points to some of the reasons studies suggest change efforts fail.

  • Changes are not anchored in corporate culture.
  • A compelling business case is not made.
  • The organization is not prepared for the change.
  • The change vision is unclear; outcomes and measures are not well defined.
  • Leaders fail to plan for and accomplish short-term wins.
  • Communication is inadequate.
  • Executives do not get personally involved in leading the change effort.
     

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