We help managers to effectively respond to their business challenges
In an ever-changing business environment, adaptability is critical to survival and success.
We support our clients to successfully meet specific business challenges:
- quick alignment in case of reorganization, mergers and acquisitions, alignment between departments or companies or switching to hybrid work mode
- developing an organizational culture focused on factors such as accountability, involvement, customer focus, agility or cost reduction
- digital transformation and implementation of new processes – ERP, CRM, platforms, etc.,
- creating a culture of safety at work, where each member of the team is responsible for both his own safety and the safety of his colleagues
- the transition from individualistic and silo work to inter-departmental collaboration.
The reality behind the organizational chart
One of the major reasons for the high failure rate of traditional “change management” approaches (50% to 75%) is the belief that organizational restructuring / development is a cascading process that must be driven from top to bottom.
In reality, change does not happen strictly top-down or bottom-up, but is multi-centric, influenced by power centers distributed throughout the organization.
The failure is also influenced by other wrong assumptions, such as: The main driver of change is top management; If we change the process or the system, people will automatically change their behavior; Change must be approached according to the rules of project management.
As the Polish-American scientist Alfred Korzybski noted that “the map is not the territory”, the organization chart does not reflect the real relationships of influence and trust in the organization.
In the age of distance work, seeing beyond the organization chart and understanding the invisible networks of informal relationships is more important than ever. In order to remain effective in the new reality, organizations need to identify and build on these trusted networks.
Without employee buy-in, change and transition processes have every chance of failing.
The organization is a network of connections and influences, not just a mechanical structure organized according to the WBS principle – Work breakdown Structure. Project management, processes, training, and communication are important, but the real change is behavioral change.
Only by changing behaviors we can generate the culture we are aiming for.
Change enablers™. Instruments and methodology
Unlike the traditional models used in change management – Lewin, ADKAR, etc., Corporate Dynamics has a different, more efficient and long-lasting approach. Our approach – Change Enablers™ – is based on modern disciplines such as the science of networking and organizational behavior.
Change Enablers™ provides companies with an internal operating system that ensures their permanent capacity for change, and the easy implementation of all change initiatives.
The use of the analysis methodology of the organizational networks allows us to map the formal and informal relations, as well as the collaboration models between employees, departments and business entities. We thus identify the most influential employees, visualize the strengths of formal and informal communication and identify areas that can be developed.
Change Enablers™ includes three major sets of activities:
1) clarification of content
Clarify the need for change, identify key processes and stakeholders, the benefits of the new status for them. Identify the behaviors needed to support change and ways to overcome barriers.
2) organizational diagnosis
With the help of diagnostic tools, we reveal the formal and informal networks of influence in the organization, the flows and deficiencies of the communication process and identify the most influential, most capable and best connected among employees – the real change enablers.
3) building the change mechanism
We develop and implement an internal operating system that allows management to orchestrate the desired behavioral changes.
Along with establishing critical behaviors for change, we include here the design of informal collaboration and a new narrative for the organization – a single voice, the same language, stories, and informal conversations focused on the desired change.
The process involves the involvement and empowerment of the true enablers of change, the training of the internal project team and equipping the line managers with the necessary tools and attitude.
Measurable results
The efficient implementation of the change in the complex and medium and large organizations, with 500 -10,000 employees, implies the mobilization of a large part of the organization in the proposed time frame.
Involving employees with real power of influence brings higher acceptance rates from colleagues, because this first information through their trusted channels. Statistics show that they reach 3 times more employees than formal managers usually reach.
The average ROI of a change initiative is 35%. With a well-planned and executed change program – which includes management alignment, stakeholder analysis, gap analysis and influential employee involvement – return on investment increases to over 140%.
The use of the most influential employees as agents of change can stimulate the implementation of projects by up to 15%, can increase employee involvement by 20-30% and can reduce communication costs by 10-15%.
Therefore, it is very useful for organizations to identify who their most influential employees are and to capitalize on the ability of these individuals to mobilize their informal networks of contacts.