How to successfully implement organisational change

Many organisations, in their efforts to keep pace with change, often overlook the importance of engaging their people in the journey. 

Change fails for very predictable reasons:

1. Staff confusion

Employees often struggle to understand why change is occurring. They seek clear information—don’t just sell the change, explain it. Outline what the change is, what needs to change, and why. It doesn't necessarily need to be a burning platform. Consider what you, as a leader, know that, if shared, would help the entire organisation see the necessity for the change.

2. Personal concerns

When change is introduced, individuals often ask, “What’s in it for me?” They need a vision of the future in which they can see themselves succeeding.

3. Implementation concerns

How will the change actually work? We frequently think of change conceptually and neglect the details, which is why productivity often declines as people adapt to the change.

4. Impact concerns

Will the change genuinely make a difference?

5. Staff resistance

Resistance can arise from a lack of collaboration during the change process, leading to a reversion to old practices.

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Contrary to popular belief, people don’t resist change—they resist being controlled. Research indicates that the number one motivator for performance is autonomy. People want to influence what happens to them, which is central to Intogreat’s approach to organisational change.

Individuals tend to favour familiar processes, systems, and behaviours. Without a compelling reason and adequate support, they are unlikely to change. We advocate a high involvement strategy, encouraging people to engage with the change occurring in their organisation.

How to successfully make an organisational change

The success of any organisational change programme hinges on your employees’ ability to implement solutions effectively, delivering value to your customers and bottom line.

This involves changing their behaviour and work methods. Employees will only do this if they are fully engaged in the change journey, which means giving them opportunities to voice their concerns and contribute to setting the direction or designing solutions.

It must feel like the change is being done with them, not to them—a crucial distinction.

The key is to design change initiatives that move each individual from merely hearing and understanding the change to using and owning it. After all, for change to occur, each person must feel, think, or do something differently.

Our four-stage proven approach to change management

1. Case for change

For people to positively engage in change, there must be a compelling vision and reason that paints a picture of the future, creating a shared purpose and emotional reaction among those who must make the change a reality.

2. Assess the impact

Every change, large or small, has an impact. People’s perceptions of this impact often drive resistance, so it’s crucial to understand and manage it proactively, which involves comprehensive assessment.

3. Plan

Once the case for change is approved, the focus often shifts to implementing the change rather than pre-emptively planning for its execution. It’s essential to plan proactively, after all, the devil is in the detail.

4. Execute

The implementation must build momentum, involve regular temperature checks to assess progress, manage risks, and incorporate lessons learnt. Leaders, in particular, must role model the expected changes and behaviours.

Navigating change in an organisation is complex, requiring careful planning, engagement, and execution. If you need assistance with implementing a change programme in your company, please contact us. We’re here to support you in making your change journey a success.