Our Services
Enterprise Change Management
Enterprise Change Management
Enterprise Change Management
Enterprise Change Management (ECM) uses a holistic approach to planning, managing and optimizing the change process across an organization. Transformation occurs through a collaborative approach which cultivates an engaged, change-savvy workforce.
Our experts will help you scale proven change management processes, structures and skills, as well as align leadership around sponsorship roles and responsibilities, in order to drive enterprise-wide change competency.
Mergers & Acquisitions
Enterprise Change Management
Enterprise Change Management
Mergers & Acquisitions (M&A) are some of the most complex change management challenges. They require a deep understanding of both people and business and how to bring them together as one entity to achieve targeted cost and revenue synergies.
In our experience, the two most critical M&A factors are the successful integration of culture and technology, and we are experts in each.
Culture Alignment
Enterprise Change Management
Culture Alignment
Culture assessments are a crucial way leadership can learn what is working and what needs to be improved in their organizations. Surveys and focus groups are used to measure employee values, beliefs and behaviors to increase communication, productivity and employee engagement.
Our experts will measure the current state of your culture to help identify systemic issues and work with leaders to plan and implement improvement plans in alignment with strategic objectives. We also focus attention on what is working well and help you build on strengths to increase organizational trust and resilience.
Change Readiness
Large-Scale Transformation
Culture Alignment
The ultimate success of any change effort depends on being able to overcome resistance to the change within the organization. Resistance typically involves emotional reactions around levels of awareness, competence and/or fears about the future.
We specialize in performing change readiness assessments to identify the various forms of resistance and develop action plans to increase communication, employee involvement, training, and other methods to help your employees fully embrace change.
Large-Scale Transformation
Large-Scale Transformation
Large-Scale Transformation
External factors, such as market shifts, tech advancements, or regulatory changes, will drive companies to embark on strategic, organization-wide change efforts that can have profound effects on business operations and financial performance. Such efforts typically impact multiple, interconnected aspects of a business, including its structure, processes, culture and technology.
Our range of expertise equips us to scale and flex our approach, methods and processes to successfully guide organizations through complex, transformative change.
Cross-Cultural Integration
Large-Scale Transformation
Large-Scale Transformation
Whether your company does business globally or solely in the U.S., there are always cultural differences that must be acknowledged and addressed to ensure adoption of any organizational change, from M&A's to digital transformations.
Our team specializes in identifying, understanding and addressing all cultural requirements and nuances in every change management strategy and plan.
Our Approach
We'll help you navigate change by aligning your people, structure, processes, systems and culture to successfully shift from status quo to the desired future state.
We work closely with you to gain an in-depth understanding of your unique culture, values and goals, then help shift a "we've always done it this way" mindset to design customized solutions to meet your objectives.
Central to our consulting approach is involvement. We design participative activities throughout the engagement so people at all levels of your organization actually learn change management skills and practice change resilience along the way. Building client self-sufficiency as an outcome of our work is a key differentiator of our practice.
Case Studies
Global Post-Merger Integration (PMI) (Mergers & Acquisitions)
As part of an $11 billion acquisition*, a global chemical company acquired 4500 employees and 1500 contractors across 31 sites in 28 countries, all of whom had to be integrated into the company’s technology environment, including networks, applications, systems, and cybersecurity policies, during “site migrations.”
The change management team led several pre-migration challenges to ensure a seamless integration:
- Data Migration: Migrating all acquired digital assets (e.g., SharePoint, OneDrive) to common platforms required months of end-user engagement and preparation to prevent data loss.
- Re-imaging Laptops: Re-imaging all acquired individuals' and shared laptops (~4500) to the acquiring company’s desktop image to maintain access to applications, systems, and networks during and post-migration also required several months of detailed planning, communications and preparation.
- Communication and Training: Developing detailed communication, training, and support programs for each country and site, translated into their native languages, required lengthy, comprehensive coordination between the global change management team and contacts in each country and site.
Strategies for engaging all 6000 acquired individuals included local engagement, building a global change management team, ongoing-communication about the status of the integration initiatives, providing multiple sources of support for issues before, during and post-migration, and local celebrations after successful site migrations (led by the Integration Management Office (IMO) leadership via video) in all countries.
*The company was awarded the Mergers and Acquisitions “Deal of the Year” in the $1B+ category.
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Cross-Cultural Post-Merger Integration (PMI) (Mergers & Acquisitions)
For the world's largest commercial real estate services and investment firm, completed post-merger integration of 16,000 new employees from 55 countries, Asia-Pacific, Europe, Middle East, Africa and Americas regions, into enterprise culture and HR systems. Cross -cultural communication included training videos produced in 20 languages.
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Guiding Employees Through Reorganization (Large-Scale Transformation)
Forced to reinvent itself, the U.S.’ largest health care organization IT division discovered many employees felt undervalued and uninvolved in the new organization. Communications were perceived as inadequate and reductions in productivity loomed. A comprehensive, national change management and communication program averted major interruptions in service to customers, improved communications, morale and relationships between employees and management, and employees engaged in and supported the new organizational structure.
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Empowering Internal Change Capability (Enterprise Change Management)
For a multinational automotive manufacturer, established internal Organizational Change Management (OCM) capability, including developing a custom methodology and associated training content and curriculum, criteria for three certification levels, and delivering training to select employees.
Simultaneously utilized methodology on two projects to begin establishing internal awareness and adoption of new processes.
To ensure sustainability, developed foundational OCM Center of Excellence structure, including decentralized change management practitioner network serving all areas of the organization. Designed SharePoint community site and branding campaign. Oversaw project management of training deliverables and timelines. All knowledge was transferred to internal owners and became ongoing enterprise capability.
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Diagnosing Culture to Drive Digital Transformation (Culture Assessment)
Embarking on a multi-year digital transformation, this 1,500 employee subsidiary of a global financial services company desired to cultivate an organizational culture focused on boldness, innovation and agility.
In support of their transformation efforts, collected and analyzed quantitative and qualitative data to profile the company’s current culture, as well as identify its desired ideal culture. Also examined sub-culture information at division, department, and unit levels.
Correlated findings to the company’s annual engagement survey results. Prepared customized “improvement plans” for each organizational level, designed with specific recommendations to help shift and sustain the organization toward its unique desired culture in order to ultimately realize their digital transformation goals.
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Increasing Employee Engagement (Culture Assessment)
Designed employee retention strategy for a 150-person in-bound call center experiencing a 51% turnover rate using a whole system future search and appreciative inquiry approach. Conducted a culture assessment pre- and post-intervention for comparative purposes. Process outcomes included organization design, work design and leadership practice changes, resulting in a 12% increase in employee commitment and a 7% increase in constructive culture.
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