Making planned change ‘stick’ often proves hard for sustaining and management of change. Embedding is the best way of getting back the investment made in a change initiative.
Achieving embedded change means getting the stakeholders, the change managers and change agents to focus on creating the environment that makes the transition from new to business-as-usual compelling.
The evidence against overly directed change – management of change driven from the top – as an effective model is overwhelming, as is the absolute necessity for there to be senior commitment to the change for it to work.
The resolution of these two apparently contrary drives is to find ways of combining the organisational and individual drivers for management of change and making them synergetic rather than opposing giving rise to organisation-level change that encompasses the changes individuals make as they adjust their coping routines.
CITI approaches sustainability in two ways:
CITI absorbs much of the stress and tensions in transferring change into operations. Creating compelling stories, aligning the organisation and individual, and assisting personal change, all support the sustainability of the change.
The trigger for engaging CITI is usually that the planning only includes implementation – the handover and warranty period – and there is no credible benefits realisation plan.
In these circumstances the sustainability of change management within the organisation has become disassociated with personal or individual change mechanics and the projects objectives are likely to missed.
Our approach to business case studies would typically involve the use of the following tools and models:
We support the development of project-based workshops and provide experts to create business cases, and then using our Reflect-Learn-Apply approach embed the knowledge, skills and attitudes into the organisation.