Mike provides a complete range of business change management services, including consultancy, change leadership, project & programme management, and communications & stakeholder engagement
Change management and consultancy services
I provide a full range of business change management and consultancy services based upon a set of skills built up over more than 20 years, in the following areas:
As a result I am often engaged to lead a particular change project or programme from initiation through to completion, using a change management approach tailored to suit the particular challenge and organisation.
However I am equally able to undertake assignments in any one of these areas — for example providing pure management consultancy, assisting when an existing initiative is facing implementation problems, or undertaking post-merger integration.
Business analysis and management consultancy
Once a problem or opportunity has been identified, or when a situation or organisation is causing concern, I am able to use a range of business analysis skills, techniques and tools to explore, evaluate or clarify the situation, present my findings, and recommend solutions.
Analysis may involve, for example, process mapping, data analysis or multiple cause analysis; exploring the effectiveness of interfaces between departments or organisations, the functioning of the management operating system or how time is being spent; or evaluating customer or feedback, staff training needs or the profitability of sales channels.
In addition to evaluating such objective and quantitative aspects, exploring the subjective views and experiences of the various stakeholder groups is also valuable in forming a holistic view. This may involve using interviews or workshops to understand aspects such as the history, pressures, perspectives involved, and the organisational culture.
The outcome of such work can vary greatly. In addition to presenting the analysis, it may also involve developing one or more options through a feasibility study into an outline business plan; redesigning organisational structures, processes or services; changes to job roles and responsibilities; the specification of software requirements, or the definition of objectives and the associated key performance indicators.
Project and programme management
Having conducted the analysis and recommended action, I am also experienced in delivering the solution, typically working together with your own directors, managers, staff, suppliers and other stakeholders.
Once a strategy has been agreed it is typically formalised in a project initiation document, setting out the scope, objectives, the management structures to be employed, any constraints involved, and the business case, budget and benefits envisaged.
Standard project planning techniques may be used to develop an implementation programme to draw together the technology, process and people-related changes into a logical sequence and to identify the critical path. The risks associated with the project or programme are also identified and evaluated, and mitigating actions are developed and implemented to minimise them. As the plan is implemented progress against cost, quality, and time is monitored, while key issues are logged and resolved and risks are revised. The status of the project or programme is reported at regular intervals within the management framework previously agreed.
Depending on the nature of the change or transformation, implementation often involves working across multiple functions, divisions or organisations, and incorporates elements such as training, coaching and communications to overcome resistance and embed the change. It also involves ensuring that any road blocks are either removed or that the plans are adapted accordingly.
Although the methodologies and tools of project and programme management are well defined, effective project and programme management is — especially in the context of change and transformation, where issues such as change-resistance, behaviour and culture are often significant factors — a highly skilled art.
Change communications and stakeholder management
The engagement and involvement of the various stakeholder groups is vital to the success of business change and transformation, and strong communications are a necessary part of ensuring that engagement and involvement. They are, therefore, an intrinsic part of effective change management.
As the change is planned and implemented communications can be used to alert the various stakeholder groups to the existence of the initiative, to outline how they will be affected, to set expectations and to encourage participation or action. Good communications should also involve receiving feedback from those affected by the changes, so that this can be taken into account as the programme progresses.
The preparation and management of a communications plan helps to ensure that the appropriate messages are delivered to the various stakeholders throughout the change process. The plan details the timing and content of the communications and the channels and formats to be used. When multiple organisations are involved it is also essential to ensure that the communications plans are aligned. In complex situations it may also be appropriate to link this to a stakeholder management plan, to ensure that each stakeholder is involved at the relevant points and ensure that they feel part of the process, and to identify who will manage each stakeholder relationship.
The communications themselves can involve a range of channels including face-to-face briefings, workshops, press releases, internal magazine articles, desk drops, emails, letters, posters, intranet sites and launch events.
Change leadership
The final element of my core skill set is change leadership.
In a change or transformation situation the people involved or affected by the initiative are acutely aware of the way in which the process is managed. Providing clear change leadership is necessary so that people can see and feel that the process is being actively managed and that there is a clear direction of travel. In short, change and transformation initiatives can not be effectively managed from the rear.
Throughout the change process it is necessary for the change consultant to be seen to actively leading change from the front, generating energy and enthusiasm for the change process, and projecting the strategic vision. This is a parallel role to that of the project sponsor, who must own the change initiative for the client organisation.
Linked to this are the related skills of coaching and mentoring which are frequently necessary to assist other key players in the change process, the facilitation of discussions and workshops, chairing meetings, and the management and motivation of the other people working on the change programme.
Contact
Please contact me to discuss how I can help in your organisation.