Change Management

Approach

Model

FAQ

Track Record

Enabling Change Management for System Implementations

Change Management deals with effectively implementing process, technological or organisational change. Done right, it effectively manages and reduces resistance to change through clear communication. It is not a process improvement method, nor is it a technique for improving the performance of an organization. Rather, it is a necessary component to allow an organisational performance process to stand the best chance of succeeding.

Enabling Change Management for M&A Integrations

Organizations have to cope with changes on numerous levels: personal, departmental, work, systems and environment. Bizmod has been involved in successfully implementing Mergers & Acquisitions strategies in various industries and have built a significant and specialised competence in a practical approach to Change Management.

 

 

Approach

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Approach

Effective Change Management, done the Bizmod way, entails thoughtful planning, sensitive implementation and communication with, and involvement, of the people affected by the change.

Our model centres around communication, stakeholder management, training and the management of change impact while keeping in mind that all aspects of Change Management need to be treated as an integrated whole.

 

Change Management for Systems Implementation Approach document

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Change Management for Mergers and Acquisitions Integrations

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Model

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Model

System Implementation

change management model

Mergers and Acquisitions

FAQ

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FAQ

Bizmod sees Change Management as a core principle in implementing sustainable projects. Research shows that a structured and focused approach to managing, controlling and directing the change created during projects significantly increases a project’s chances of success.

Project-based Change Management requires a different skill set than Operational HR. Change Management precedes HR functions and a lot of their deliverables are handed over to HR on completion of the project. A dedicated Change Manager tracks these deliverables with an eye on the timeline and scope of the project.

It is a common misperception that communication is the key to Change Management. Communication is just one of the four core elements required – the others being Stakeholder Management, Training and Change Impact Management. The nature and complexity of the project will dictate which specific subsets of these four key components come into play

That would depend on the size, complexity and the scope of the project. In smaller, less complex projects with limited Change Management scope, the Change Management deliverables can be assigned to different project team members. In large, complex projects, the deliverables would have to be completed by a dedicated Change Manager or team.

This will depend on the length of the project. The bulk of the Change Management deliverables are earlier in the project rather than later.

 

There are different billing options. It can be time and material if you require a resource to do the deliverables. If you want to use your own resources it can be training and coaching deliverable billing.

This depends on the project. What are you trying to achieve with the project and how does it affect the people that have to sustain it afterwards. When managing your change process we take the project lifecycle, culture, number of resources and change management maturity into account

M&A transactions are often pursued in order to acquire a larger share of an existing market, enter new markets, or eliminate competitors. They allow 
a company to acquire expertise or assets, transfer skills, save costs, increase efficiencies or capitalise on synergies. They are seen by many as a relatively fast and efficient way to expand into new markets and incorporate new technologies.

Three out of four M&A’s fail to achieve their financial and strategic objectives. Merger integration is often more complicated and time-consuming than predicted. It has been found that between 55% and 70% of M&A’s take longer to do so than expected.

M&A’s and the resultant changes to the organisational culture often require a collective change of mind. For this to occur, the right style of leadership is essential. Leaders must communicate the vision of the change and its impact as widely and effectively as possible. Thereafter they have an important role to play in guiding the ongoing change effort and in encouraging employees to stick to the change process until it is an integral part ofeverybody’s lives.

The Change Management process focuses on minimising employee attrition and maintaining employee morale during transitional periods. Although good planning is essential, integration plans must do more than just mitigate risk around the impact of the change: they must help build the foundation for long-term organisational effectiveness. This is usually a temporary function and suited to outsourcing.

 

The focus of the HR department during a mergers or acquisition is orientated toward structure, defining span of control and job descriptions. They focus on finding the right candidate for the position an on creating a smooth transition process from an HR administrative perspective. The initial effort required does not leave room for Change Management related activities. Their focus is on obtaining HR operational efficiency, not on managing the impact of the change.

One of the components of complexity of M&A’s is organisational culture. It is therefore very important to assess and ensure the cultural compatibility of the merging firms. The success of a merger between two or more companies depends as much on culture fit as it does on strategic and financial fit and the proper management of change and employee response there to.

Clear and regular communication, including the process of creating dialogues, should address stakeholder resistance and lead to stakeholder buy-in. Communication channels must allow for effective feedback from stakeholders to ensure that barriers to and opportunities relating to the change objectives can be identified on an ongoing basis and be addressed. Leaping communication channels open will prevent anxiety from getting out of hand and providing clarity about expectations will reduce distrust or conflict.

Track Record

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Track Record

Client Client requirement  Bizmod Involvement Competencies utilized
Denel 

 

Training of Change Management for ERP implementation Mentoring & Coaching for CM Resource

Change management training and coaching for CM resources Change Management
Johson & Matthey

 

Change Management for ERP system implementation

 

Communication, Change Impact management,Change agent training & network development

Change Management
Mutual & Federal

 

Development Change management approach

Change management blueprint for national implementation Change Management
Nampak Communication strategy

 

Development & implementation for large infrastructure upgrade

Change Management
EMS-SA

 

Change management for Acquisition

 

Interviews, Team workshops,Role clarification

Organisational development