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Organisational Change

Organisational Change is generally transformational as it results in significant and continued change within the organisation. In conjunction with its Engage Methodology, Watertrace focuses its change effort on achieving an appropriate Organisational Structure to facilitate effective transformational change. We will work with you to ensure you have the appropriate change enablers in place to ensure successful change.

The primary facilitators for successful transformation are:

  • Evaluation of the solution
    • The solution must be driven by the business and evaluated by their value to customers, shareholders and external stakeholders. Those solutions that will maximise process effectiveness and minimise system costs are prioritised and implemented based upon meeting business goals.
  • Integration of key functions
    • Projects must combine people, process and technologies;
    • Within the organisation, a process view of the business must be taken and technology derived from those processes.
  • Ownership by those who will implement it
    • Solutions must be developed by those in the organisation who will be undertaking its implementation.
    • However, in instances where a variety of projects compete for the attention of those implementing the solution, an aggressive approach may be required to ensure objectives are met and focus is maintained.
  • A collaborative approach
    • Solutions cannot be forced through and must be developed in consensus and discussion with those undertaking its implementation.
  • Looking beyond the boundaries
    • No solution exists in a vacuum and the solution will in all probability affect other areas of the business.
    • Therefore, a broad perspective of the solution incorporating systems and processes beyond the confines of the business unit must be taken by those both initiating and effecting the solution.

Commitment to the change is an important dynamic in the change process. The degree of commitment supporting the status quo must be measured against the required commitment to the change. It is essential to locate appropriate change sponsors for each change area and to train and educate them in the actions required for change.

Critical success factors, based on the project goals and objectives, will be identified to help provide direction for managing the project. In addition, these individuals must feel support and sponsorship from the executive sponsors of the change effort.

Change team members will be responsible for guiding enabler analysis and design, and for coordinating and integrating changes in enablers into the procedures within the changing organisation. It is essential that members meet regularly to set the direction and scope of the project to review and change behaviours to carry the project forward.

Our approach to change involves the following steps:

  • Conduct a review of the current state identifying readiness to change;
  • Create a sense of unease with the current state;
  • Identify the gap to reduce the unease; and
  • Design a plan to achieve the objectives to reach the final state.

The organisational structure has to focus upon reviewing and creating an analysis of behaviours to achieve change and identifying key areas of weakness. Design plans for each behaviour workstream with appropriate Key Performance Indicators will ensure the growth of that desired behaviour.

Finally, a review of the processes and procedures that support the organisational structure may be necessary to outline or develop performance levers that will drive and sustain the change. This involves reviewing the following organisation change enablers to align them with the change initiative:

  • Communications;
  • Compensation;
  • Benefits and Rewards;
  • Education and Development; and
  • Management Style.

These four areas do not operate within a silo. Indeed, each area will build upon the successes of failures within the other three. If a particular individual’s management style does not allow them to clearly communicate to their staff, and negates the possibility of positive reinforcement of behaviour, this will reduce the possibility of change success. Conversely, a manager who is able to recognise the opportunities within change and foster such behaviour in their staff will be integral to achieving change success.