key services
business change realignment and planning
Business change and realignment is a fact of life in today's environment. wyeconsulting believes that the key to successful change is careful planning and implementation, and the breaking down of barriers. wyeconsulting takes care and time to ensure the following perceived barriers are fully addressed.
inadequate culture-shift planning
Most companies are good at planning change in reporting structure, work area placement, job responsibilities, and structure. Organisational charts are commonly revised, timelines and benchmarks are established, transition teams appointed etc. But failure to plan for resultant cultural change can become a major issue. Management teams can easily become too focused on objective analysis and critical thinking, and it’s then easy to lose sight of the changes that affect people. People make many decisions on the basis of feelings, information and intuition. When the ‘feelings’ of employees are overlooked, the result is often deep resentment.
lack of employee involvement
People have an inherent fear of change. In most organisational change, some employees may be asked to assume different responsibilities or focus on different skill sets. The greater the change, the more pervasive the fear will be. Most important will be the fear of failure in the new role.
Involving employees as soon as possible in change, letting them create as much of the change as is possible and practical is the key to success. As employees begin to understand the reasons for change and have an opportunity to input they are more readily accepting.
flawed communication strategies
Good communication strategies must attend to the message, the delivery, the timing, and the importance of information and be shared with all parts of the organisation. People need to understand why change is being made and how the change is likely to affect them. A big picture announcement from the CEO does little to help people understand and accept change. People want to hear about detailed change from their line manager. A strategy of engaging direct supervision and allowing them to manage the communication process is the key to a successful change communication plan.
There are of course other barriers but those above are extremely common and likely to create unrest in any organisation. By planning and dealing with these areas thoroughly, carefully, and sensitively, people will be more receptive to organisational change and will help implement that change far more readily.
