When we step in
The situations that trigger an engagement
If you recognise your company in one of these situations, a thirty-minute conversation will be enough to know whether an engagement is justified.
- A tool that has been deployed but is little used
- An announced reorganisation that is not reflected in practice
- Front-line managers holding back on a strategic project
- A merger or post-acquisition integration
- Staff turnover rising after a structural decision
Our approach
How we approach this subject
The failure of a transformation is almost always explained afterwards by “resistance to change”. It is a lazy diagnosis. In practice, teams resist what they have not understood, what has not been explained to them, or what makes their daily work harder with no visible benefit.
So we start by identifying, for each group concerned, what the change costs them and what it brings them. When the balance is negative and no compensation is planned, adoption will not come, and it is better to know that before launch than after.
The resulting internal communication plan is tailored to each group: what is said, by whom, when and through which channel. The business leader carries the why; front-line managers carry the how. Reversing these two roles is the most common mistake.
Finally, we measure adoption (actual usage rate, processing times, volume of exceptions) rather than stated satisfaction. Usage indicators tell the truth long before internal surveys do.
In practice
What we do
- Impact analysis for each group concerned
- Sequenced internal communication plan
- Training and equipping front-line managers
- Mechanism for reporting pain points
- Measuring actual adoption and making adjustments
What you receive
The deliverables
- Deliverable 01
- Map of impacts and stakeholders
- Deliverable 02
- Detailed communication plan with calendar and materials
- Deliverable 03
- Manager kit: key messages, answers to objections, routines
- Deliverable 04
- Adoption dashboard
An engagement that is scoped from the first day to the last.
Step by step
The typical schedule
Indicative duration for a standard scope. It is set precisely in the scoping note, before any commitment.
- 01
Impact analysis
Weeks 1 and 2Identifying the groups concerned, and what the change costs them and brings them.
- 02
Plan
Weeks 3 and 4Building the communication sequence and materials for each group.
- 03
Equipping managers
Weeks 5 and 6Training, key messages and setting up team routines.
- 04
Follow-up
3 months minimumMeasuring adoption, addressing pain points and adjusting the approach.
Benchmarks
What you can expect
100%
of affected groups covered by the plan
2
levels of sponsorship: leadership and front-line managers
3
months of post-deployment follow-up at least
Frequently asked questions
About change management
It can, but it is costly. The later it starts, the more established perceptions have to be undone. Ideally it starts at the same time as the decision.
Both, but on one principle: we equip managers so that they carry the message. A consultant who stands in for the manager weakens that manager for the long term.
Through usage indicators: actual usage rate, lead times, volume of exceptions handled outside the process. Satisfaction surveys come in addition, never as a substitute.
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Our other areas of expertise
Get in touch
Need help with change management?
Tell us about your situation. We will tell you frankly whether this service is the right one, whether you should start with another, or whether we are not the right partner.