Manage Organizational Change

The co-worker driving the Digital Transformation without friction

Manage Organizational ChangeTransformation is the path that business leaders choose to distinguish themselves from what others do, in order to excel and grow. Change is difficult, and many employees not only resist it, but try to avoid it altogether. According to a study by the McKinsey consulting firm, only 26% of Digital Transformation initiatives are successful. For this reason, it is essential to find a way to reverse the fear of the unknown. And so it goes that when the change is revolutionary, the opposition is even fiercer. 

The ideal is to present the plans ensuring that communication is always present; encourage the team to feel part of the initiative. If we present it as a fait accompli, it is highly likely that those who are sceptical of change will harden their opposition. If the new normality derived from the pandemic caused by COVID-19 is added to this common situation in the most innovative companies, the result will take its toll on the business.

How does a business move forward without leaving anyone behind? Manage Organizational Change is a service that aims to involve all members of the organisation. It makes each person the protagonist of their own change and the programme, solution, or software that is going to be implemented into another member of the staff. It focuses not only on the immediate objectives of the new project, but also on the process of change itself. The key is to lean on values ​​first and technology later. Thus, progress can be made without diluting the goal along the way. In addition, it is essential that both training and communication be adapted and adjusted to these new times where there are employees both at home and in the office. And the actions are increased.

Intelligence, responsibility, and collective leadership prevail so that everything evolves and nobody feels lost. The protagonist of the change is the person; the rest of the elements should adopt the role of facilitators. Now is not the time to be pinning medals on oneself, but rather to inspire and motivate. The data reinforces that line. According to a report by Pulse of the Profession, 70% of the projects that consider change management in their approach achieve success in their strategic initiatives.

It's time to go for a perspective where all employees are involved; to surround yourself with professionals who possess the necessary technical knowledge of the tools they implement, as well as personalised management plans. Now, ask yourself: Do you want to move forward with an ally with whom you can grow without friction?

Our methodology is based on:

Creating a positive environment: It is essential to lay the foundations to create a positive environment in which to define the change management strategy

Assessing the environment: Study the organisational maturity of the company

Driving change: Develop plans that define the steps which must be followed in order to carry out the change management project

Continuous improvement service: Monitor the level of adoption and acceptance of organisational change

And what are the benefits of following that roadmap?

  • Improve communication between the people involved in the changes
  • Increase training for the users of our solutions
  • Promote a positive attitude towards change by improving the vision of the organisation
  • It is the key piece to ensuring that the transformation is completed successfully

So, change the chip. The culture of an organisation is not built only from the vision of management, it is not even achieved with innovation alone, but rather it is reflected in the projects and day-to-day results of the work teams. It is true that managing change is difficult, but companies should urgently figure out how to adapt, because otherwise they will lose against organisations that are digitally native and more prone to evolve.


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