In Managing at the Speed of Change, Daryl Connor indicates that the volume, speed, and complexity of change are greater today than at any time in human history.  John Kotter reminds us in Leading Change, that much of the pain of past failed change initiatives could have been avoided and were often caused by a handful of common errors.  Additional literature suggests that up to three-quarters of major corporate change projects fail.    What causes such failure and how can you avoid it in your organization?

Have you ever witnessed any of this in your business?

• A process change is made but nobody is following the new process

• What should have been a simple, quick policy or procedure change causes quite a management headache

• A new IT system designed to improve productivity, has the opposite effect

• People inexplicably resist a mundane change

• Colleagues smile, nod, and agree to a change in the meeting room but don't execute when they're back on home turf

• Employees refer to initiatives as the "flavor of the month"

If any of this exists in your business, it shows up in your bottom line as a "hidden" cost driven by lost productivity, re-work, and turnover.  The remedy?  Change Management.

What is it?   Change Management is the art and science of tending to the human component of a change.  It starts when the change is being designed and carries through until the goals are achieved.  Properly done, change management allows for smooth implementation with minimal resistance and productivity loss.

JCG works with your organization to ensure your unique change initiatives are a success:

• Setting up air traffic control of initiatives - Any initiative you launch needs a "landing strip."  How many initiatives are circling your organization competing for limited runway space?  Air traffic control is about matching the amount of change your insert into your environment with the ability of your workforce to productively absorb the change.   

• Crafting an effective change plan addressing all the critical components needed to ensure success.

• Communication and pain management strategies that tailor your message to the thinking and communication styles of your specific audience.

• Coaching for change sponsors.  Sponsors want to make the change work but often have never been coached in the tricks and guerilla tactics needed to successfully lead a change.

• Tactics and tool training for those who are architecting the change.

• Employee training in resilience - a concept that increases the amount of change an organization can absorb at once.

• Executive briefings on change management topics - provide your leadership and management with a quick overview of the fundamentals involved in change management.

• Change assessments and measurement allow you to identify the key risk areas for your specific change and develop a dashboard for monitoring successful deployment and engagement in the new process.

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