Navigate is often called upon to assess the performance of an organization or business function to determine how best to align it to drive the business strategy. Factors that impede strategic alignment might include ineffective allocation of people, technology, or financial investments, or the need to prioritize initiatives that most strongly impact the bottom line. Navigate’s customized recommendations and accompanying roadmap enable clients to more soundly structure their organization and its resources, and better promote business goals.
As part of an enterprise-wide transformation to replace multiple core operating systems, the Client required development of a comprehensive organizational change management approach to prepare internal and external stakeholders for organizational, process, and system changes associated with the transformation.
The Navigate team partnered to develop a comprehensive organizational change management strategy tailored to our client’s unique culture and needs. First, our team identified key stakeholder groups impacted by the project and defined the necessary change management, training, communications and engagement activities required to support internal and external stakeholders throughout the duration the change process. We then aligned the change management strategy to the strategic outcomes of the program – defining and implementing an organizational readiness assessment to track progress towards those outcomes. In order to disseminate the necessary information across the organization, the Navigate team delivered a high impact change program to actively engage employees early and often. This program included written communications (e.g., emails and custom newsletters), interactive online engagement (e.g., videos), and face to face activities (e.g., change agents and roadshows). Finally, to effectively deliver results back to our client, we defined a change measurement approach to monitor progress and address risks related to program outcomes.
Navigate’s change management efforts were a major contributor to the overall success of this enterprise initiative because:
Key stakeholders were actively engaged with clearly articulated roles and a tailored approach was used to ensure stakeholders were given information in the most effective way; change management activities were directly tied to project outcomes; stakeholders and the impacted workforce felt involved, informed and supported, and; leadership had metrics to understand where additional support was required in driving key outcomes.