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Call  917-692-3867
For an appointment : Call  917-692-3867

Change Management

Organizational change management includes processes and tools for managing the people side of the change at an organizational level. Change Management is a structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state.

A successful reform process requires a bold and committed leadership with the understanding that effective organizational change is complex and must be viewed in a systemic and systematic manner. Planning and implementing effective organizational change must consider all aspects of the company such as management, business, operational and human resources. spiral2grow counsels organizations on how to steer and carry out reform processes. We provide proven tools and framework for managing the people successfully and achieve effective transition.

Organizational change management (OCM) is a framework for managing the effect of the change in business processes, organizational structure or cultural changes within an enterprise. It would be beneficial and effective to utilize a systematic approach to OCM when change requires people throughout an organization to adopt new attitude and learn new behaviors and skills. By formally setting common vision and expectations, employing tools to improve communication and proactively seeking ways to reduce misinformation, stakeholders are more likely to buy into a change initially and remain committed to the change throughout any discomfort associated with it.

Successful Organization Change Management Strategies include:

  • Clear and defined a common vision for change.
  • Unified and assertive executive leadership that communicate the vision and influence all stakeholders to buy into the for the change process.
  • A strategic plan to educate employees at all levels about their tasks and responsibility in during the transition time and afterward.
  • A concrete quantitative and qualitative measurement tool to allow objectively measure the change process, learn whether or not the change is a success, make the necessary adjustments toward successful results.
  • Enhancing performance and maintaining it over time
  • Establish a reward mechanism, both monetary and social, that motivate and encourage individuals and groups to be proactive and take ownership for their new roles and responsibilities.
  • Additional Guidelines for Effective Change Management
    • There is no one single change management methodology that fits every company. Yet the following set of practices, tools and techniques are very helpful and can be adapted to a variety of situations. Using these guidelines in a systematic, comprehensive framework, leaders can clarify expectations, and manage their own personal change as well as engage the entire organization in the process in an optimal way.Address the “human aspect” – Any organizational change creates “people issues.” As such, a personal, social approach is required while it requires a formal, detach (objective) approach for managing change. It begins with the leadership team and then engaging key stakeholders and management while moving down through the organization.

      Work systematically – The change process requires data collection and analysis, planning, and implementation discipline as does a redesign of strategy, systems, or processes. The change-management approach should be fully integrated into program design and decision making, both informing and enabling strategic direction. It should be based on a realistic assessment of the organization’s history, readiness, and capacity to change.

      Change starts at the top The leaders themselves must embrace the new approaches first, both to challenge and to motivate the rest of the institution. Unity is key and is composed of individuals who are aligned and committed to the direction of change, understand the culture and behaviors the changes intend to introduce, and can model those changes themselves. Only after the leadership team went through the process of aligning and committing to the change initiative was the workforce able to deliver downstream results.

      Involve every layer in the organization At each layer of the organization, the leaders who are identified and trained must be aligned to the company’s vision, equipped to execute their specific mission, and motivated to make change happen. Consistently is key for successful change and promotes healthy transition.

      Make a formal case for change The articulation of a formal case for change and the formation of a written vision statement are priceless opportunities to reinforce organizational alignment. Three steps should be followed in developing the case: First, face reality and articulate a persuasive case change. Second, demonstrate faith that the company has a viable future and the leadership to get there. Finally, provide a road map toward the desire goals. Assign ownership. Ownership and personal responsibility is the foundation for making change happen. Ownership is often best created by involving people in identifying problems and crafting solutions. It is reinforced by incentives and rewards. These can be tangible (for example, financial compensation) or psychological (for example, camaraderie and a sense of shared destiny).

      Consider the organizational cultural The organizational readiness to change depends on organization culture and resistance. The assessment of these elements brings major problems to the surface, identifies conflicts, and defines factors that can recognize and influence sources of leadership and resistance. By identifying the core values, beliefs, behaviors, and perceptions, a successful change can take place.

      Customize and communicate the message Communication is key in every social element. Not often, leaders make the mistake of assuming that others know the issues, feel the need to change, and see the new direction as clearly as they do. This is why clear, consistent messages through regular, timely advice that is both inspirational and practical.

      Anticipate the unexpected It is rare that plan goes uninterrupted and completely according to the original design. People react in unexpected ways; areas of anticipated resistance fall away, and the external environment shifts. Effectively managing change requires ongoing assessment of its impact and the organization’s willingness and ability to adopt the next level of change. The ability to adapt and adjust is necessary to maintain momentum and drive results.


Change Management
Create a change management strategy
Engage senior managers as change leaders
Move toward the desired direction
Create a road map & clear direction
Create cost-effective transition
Lead smooth transition & sustain change
Improve morale & gain better results
Decrease stress level
Make right & difficult decisions


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