Focus:  

How do we create a plan of action but keep it flexible enough to meet changing demands?  
How do we keep staff motivated through all the changes?

Case Study:

The leader of a product management team for a growing e-commerce company was challenged with rapidly expanding into new markets while adapting to a new business model.  While her team had let go of the old model, they were grappling with managing their people and growing their business in an environment with many moving parts -- including a new organizational structure, competing priorities and no clear direction for the future. 
 
We used our team workshop, ChangePlay, to help the team of leaders understand what was getting in the way of their success.  Our objective was to surface the issues causing ambiguity and create the clarity needed for the team to action-plan more effectively.
 
During the one-day workshop, the team gained a fresh understanding of their situation, used the ChangePlay  language and framework to objectively discuss difficult issues, and created a plan of action. They were able to articulate key steps to get to the future state, and they identified the stakeholders who were important for gaining alignment.

Focus:  

How do we change our structure to support our strategic goals?  
How do we ensure that people change to adapt to the new structure and goals, and that our results are sustainable?

Case Study:

The leader of a large marketing organization had made several changes within the department to keep up with increasing demands for services. But, as the company and its brands continued to grow, she realized that the organization needed to reinvent itself into something different to ensure continued success.

We worked with the leader and her team to analyze the current structure and work process. Based on the analysis, a completely new organizational design was developed to support a more efficient planning process, ensure integration of brand messaging, foster strong cross-functional partnerships, and support the demand for innovation and growth.
 
In addition, we worked closely with the work teams to create ownership for the change and empower them to design what support, information, tools and skill development they needed to make the change stick.  As a result, they are now operating within a more fluid and sustainable organizational structure that encourages innovation and flawless execution of the group's mission.     

Focus:  

How do we ensure that not only the process changes but also that behaviors shift to support the new process?
How do we push the change down and out and ensure the right level of involvement and the right level of governance to succeed?

Case Study:

A major retailer determined that in order to address the needs of their customers, they must accelerate their product development process. The senior team had a clear vision of the desired future state. They aligned and tasked key stakeholders with producing a detailed map of how to get from the current to the future state. The senior team asked us to help ensure that these changes would endure and be accepted throughout the organization.
 
We worked with them to create a governance and communication plan that involved all levels within the organization.  We formed a governance structure with change advocates, a steering committee, and a full-time implementation team to further map and manage the entire change process.  During the development cycle, we prepared employees for the changes by conducting a series of just-in-time meetings, workshops and team discussions.

Specifically, we used a combination of group engagement workshops and road-show-type meetings to present the changes and discuss what was required for success. Through these meetings, we productively engaged the teams to identify the behaviors that needed to change to support the transition.  We also identified what support, training and tools were needed to help people let go of old behaviors and adopt the new behaviors that would ensure the changes would stick.