Change management is a specific section within the Crimson & Co ‘Project Management Toolbox’, however it is regularly seen and treated as a focus area in its own right, especially in more complex projects. We place a high degree of focus on managing the change surrounding our projects and our approach to this is outlined below.
All of the projects we work on involve some element of change, and we have used a combination of these experiences and our own expertise to create a process suited to managing the many complexities of change. Crimson & Co’s culture of respect, collaboration and flexibility also ensures that we are regularly involved in the front line of change support alongside our clients. We split the change journey into three distinct stages and begin by working with our clients to create a clear vision of the desired outcome of the change. From this we can then help individuals, teams or organisations transition through the stages.
At each stage in the Change Management process, we also use the following model as a way of verifying that the agreed plans satisfy the fundamental change criteria outlined below:
People at all levels understand the vision for the future and the need for change – maintained by visible leadership
People are engaged into being part of the future, and share in the desire to achieve it
Leaders and their teams have the skills and ability to enable the change to be delivered
Our approach is therefore to develop a disciplined change plan with targeted outputs at the end of each stage. By selecting appropriate tools and techniques to support each stage the approach can be tailored to the needs of each project we encounter. The change plan begins in advance of the project ‘launch’ in order to pre-empt potential pitfalls and avoid the project being delayed through lack of clarity, commitment, or capability.
Case study: Working with a leading organisation in the UK Leisure Industry our main project was to rationalise their depot network across the UK and drive an increase in field based operations. As this represented a ‘leap of faith’ in the ways of working for many employees, we developed a future vision that included physical overviews of processes and systems and also practical demonstrations of ‘a day in the life…’ of employees in the future organisation. Before launching the project we ran a series of one day workshops for targeted groups within the management team to help them prepare for the change and consider how they were going to manage their own teams through the transition. We created a communication roadshow which enabled the key messages to be taken to over 750 employees across the UK, and created the systems required to embed the new ways of working and ensure the changes were sustained.