Undertaking organisational change

Why is it important to address this issue?

We know that performance, wellbeing and engagement often dip when the people-side of change is undervalued. Yet, our research has found that employees' skills, knowledge and wellbeing currently sit at the bottom of their leaders' priority lists. 

We also know that people are hardwired to resist change. Stress, discomfort and avoidance are all natural responses to new and ambiguous situations. They must be expected, understood and managed during any organisational change. 

Being on the front foot by putting the right frameworks, skills and culture in place can help to provide 'certain uncertainty', increasing engagement, productivity and resilience throughout change.

What problems do we help to solve?

• "We are embarking on a big change (such as IT or process implementation, M&As, restructure or culture change) and we need to keep people engaged throughout"
• "We want to make sure we motivate and retain our talent during and after organisational change"
• "We need to help our managers to become better at leading people through change"
• "We need to integrate our businesses quickly, without impacting performance"
• "We need to launch a new strategy or set of values"
• "Our transformation plan isn't delivering because people haven't bought into it"