Real Change Practitioner Stories: Implementing a Restructure

Posted by Anne-Lise MacKenzie on Feb 9, 2015

By Hanna Greenfield, Marketing Manager, Changefirst


In the next few blogs I will share some real-life stories of how some of our clients handled specific change issues. If you would like to share a change management story (what worked well, what didn’t work) with other change practitioners, please get in touch!

Engaging the Organization in the Redesign of a Department Structure
Our change team was tasked with designing a new department structure in a phase of strong growth and an increasing number of projects that needed to be managed.

As a result of resource constraints and high work load there had been lots of communication problems and even personal conflicts within the department. Also, there were fundamentally different views within the department on what the best solution should look like.

Due to previous changes in the upper management levels, the acting head of department had been appointed on an interim basis with only limited experience and know-how in that particular field.

Before the solution was designed, we utilized e-change® to build a Change Network Map. This helped us identify the different roles of our employees and managers within the change process. In particular, identifying the people who were influencers was a valuable step in the process.

Using the Change Network Map, the next task was to plan people’s involvement in the change. Having identified the influencers, we conducted individual talks with these individuals in order to gather their different views for the best solution for the restructuring of a fast growing department.

As a result, the change team knew about the preferences and possible resistances and was able to incorporate these aspects for the nomination of change agents and for building the communication strategy. We used the Adapter Readiness Assessment and Resistance Reasons Assessments that are both available in e-change to help identify the key risks issues. The Roadmap planning tool then helped us work out a plan to deal with these issues and present a viable plan to senior management.

Thanks to the intensive involvement of the employees of the department we gained a better picture of the causes for the recent communication problems and of the predominant expectations. The early engagement of the organization helped to build a sustainable department structure and created a broader acceptance of the change management solution.

Looking back now we were able to create sustainable change in redesigning a department structure by using analytical data to identify key influencers, change readiness and specific resistance issues. The diagnostic tools used in this case are available on a subscription basis on Changefirst’s enterprise change management platform – e-change®.

Read More Case Studies



About Changefirst & e-change®
We help organizations to convert their business strategies into sustainable results. e-change® - our Enterprise Change Management platform - enables organizations to easily create, deploy and manage a change program.

This platform delivers an end-to-end change management solution which includes leadership and employee education, diagnostics, planning templates, reporting tools and social learning functionality. We also support our clients with a full suite of workshops and coaching services.

Our subscription model means you can benefit from a consistent, scalable, and cost-effective deployment solution that can be customized to your organizational requirements.

Tags: Case Study, change management case study, change management platform, change management software, Change Management success, change management system, Change management tools, Change Management Training, e-change, e-change updates, organizational behavior, organizational change managaement, organizational culture, organizational redesign, Organizational structure, Strategic implementation

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