Change programmes

A business that can change quickly and cost-effectively is more likely to have the flexibility needed to survive and win in today's highly competitive global markets.

German Cabrera and colleagues at Electrocomponents

We have the blueprint

A business that can change quickly and cost-effectively is more likely to have the flexibility needed to survive and win in today's highly competitive global markets.

For a programme of change to be accepted, the staff needs to know what the business will look like as a result. Simply displaying a profit and loss account or a simple organisational chart is insufficient. And just presenting a business case is unlikely to be motivational.

Instead, a 'blueprint' is required to explain how the business will 'look and feel' - setting out visions of the new capabilities that will be introduced, the changes to working practices that will be required, the new reporting structures, and how the processes will be run more productively. It also needs to make clear how the various projects will interlink and contribute to the transformation.

There are many benefits to creating a blueprint at an early stage. Differences in understanding and beliefs - particularly between senior managers - will become apparent so that they can be dealt with before it is too late to backtrack.

Collinson Grant's consultants combine the separate but complementary disciplines of Managing Change and Managing Projects. They know when formalised project management procedures should be applied and how to supplement these with the 'softer' behavioural framework of change management. They build the capability of the organisation so it can initiate its own tactical improvements and react more quickly and flexibly to change.

Resources and experience Structured support Change programmes Transitional management Post-acquisition integration
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