ICM’s support for developing a Change Management Process and Plan depends on the transformational requirements of our clients. We always focus on two core principles:

1. Consistently manage the people dimension of change with the strategic and organization dimensions.

2. Anticipate resistance and take steps to reduce it ahead of time. Keep in mindadages such as: “Stay one step ahead of resistance” and “prevent rather than cure”.

Regardless of the transformation requirements, we ensure that certain steps are built into our client’s Change Management Processes and plan.

1. Before launching a Change process, an organization needs a Change Vision. What is the rationale? What’s changing in our environment that makes our adaptation a survival issue? What should we change? Whatshould remain the same, and why? This is the moment to do Visioning exercises and get people dreaming and inspired.
   Research demonstrates that when people understand the reasons for Change, they are less likely to resist it. Trust their intelligence!
2. Identify WHO will be impacted by the change and in what way. As you need people to make change happen, they will contribute when (and if) they see how it will impact them in a positive way. Demonstrate genuine empathy and respect for people who meet difficulty in adapting the situation. By doing so you build a strong “change leadership body”.
3. Identify WHO will be impacted by the change and in what way. As you need people to make change happen, they will contribute when (and if) they see how it will impact them in a positive way. Demonstrate genuine empathy and respect for people who meet difficulty in adapting the situation. By doing so you build a strong “change leadership body”. This is the moment to work on stakeholder analyses and RASCI charts.
4. ICM runs a Change Readiness Diagnostic and formulates an action planto influence stakeholdersto endorse the Change initiatives.
5. Speed and tempo are key success factors. Change may take time, but never underestimate the short term effects of successful Quick Wins on which you can build a compelling communication plan. This will motivate people about what is going on and demonstrate that change is a positive force in the organizations.
6. Our experience shows us that the feeling of being involved in influencing the course of a change process is as important as actually influencing it. Project based approaches for problem solving is the best way to involve people and make them accountable for, and buy into the changes ahead.
7. Make sure that HR policies and systems have evolved accordingly. For example, if you are seeking to encourage transverse cooperation in a matrix organization, ensure behaviors such as cooperation skills or Culture Bridging Skills are promoted and integrated into talent Management programs, Training & Development plans and are discussed during evaluations meetings.
8. Do not assume that because you have communicated once, your message has been heard. And do not confuse “giving information”, which is a one-way process, with “communications”, which is a two-way process. In ICM’s view, communicating change means “information” to understand, “discussion” to share and find convergence, and “act together” in order to engage people in the process.