Workitect helps companies plan and manage change efforts that may include implementation of a new business strategy, mergers and acquisitions, downsizing, re-engineering and cultural changes. Assessment of needs may include focus groups, surveys and interviews.
Performance management, competency modeling (e.g. identifying current and required core business competencies), and open-book management have been employed as strategies to help bring about productive change. An integrated model for change leadership has helped guide our work.
Training and Education
Workitect has developed programs to help employees at all levels understand and actively contribute to planned changes. Components include training for executives and managers, train-the-trainer sessions and graphic renderings of the organization's history, vision for the future and strategy. Our approach is described in the 2-page INVOLVE [104kb PDF] flyer.
Programs are also available for helping managers in Leading Change [83kb PDF], and helping employees to be Empowered for Change [82kb PDF].
Our Philosophy Regarding Change
Asumptions
- Implementing change is not enough - sustainability is the only measure of success.
- Changed processes alone are not sustainable - behaviors must change to ensure success.
- Behavior change occurs only when the rewards and consequences are real and personal. When each person can answer the "What's in it for me?" question.
- All change is individual - person by person, one by one, across the organization.
Successful Change Leadership
- Change occurs when we transfer ownership to each individual
- Ownership occurs when people understand the what, why, and how; and are capable of making the change.
- People can change faster when they have the correct tools, support, and competencies.
- Regardless of tools, each boss needs to lead the change by example.
- Trust and credibility are key: actions (behavior) speak louder than words.
Realities During Change
- People won't get it the first time.
- Employees tolerate managements' conclusions, but act on their own.
- An individual's boss is the company.
- Most people only change when they have no other choice.
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Ashland, Inc. [128kb PDF]
Describes a large scale change effort that won the Saratoga Institute’s Best Human Asset Management Award in the category of CEO & HR Alignment.
Cigna Dental Health [81kb PDF]
Describes a process that increased employees’ understanding of the business, the strategic direction, and the need to work productively as a team.
American National Can [194kb PDF]
Describes the use of competency-based performance management as a comprehensive change strategy.
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Change Facilitation