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Go beyond strategy. Deliver results with Peritius.
May 2011

Dear Colleague:

Transformation. Mergers. Acquisitions. Corporate restructuring.

 

Changes signThese buzzwords are a sign of our times. There are so many ways that an organization experiences major upheaval. It is inevitable. And every organization deals with transformation differently.

 

Some companies focus all of their attention on integration efforts but neglect the "keep the lights on" activities. Others are so focused on organizational structure changes that the integration efforts are put off much too long.

 

In the following article, Lisa Pollard writes about what an organization needs to do in order to successfully deliver a transformational initiative.

 

If you are preparing for corporate transitions - or trying to manage unexpected changes - contact us at 847-808-9999 or info@peritius.com. The staff of Peritius has years of experience handling organizational changes and can help you successfully navigate the transition.

 

Best regards,

 

Laura Dribin Werner
President & CEO
Peritius Consulting, Inc.

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On October 1, 2010, Integrated Systems Management became Peritius Consulting.


Managing Enterprise Change Initiatives

By Lisa Pollard
Senior Manager

 

Time to change written on whiteboardMajor business events, such as mergers, often mean completing complex, cross-functional integration efforts that must be tightly coordinated. For example, during a merger, one organization's enterprise financial system is picked to support the combined organization and all systems from both organizations will need to be updated and/or integrated into that platform.

 

There are three things that leaders need to be aware of when contemplating organizational change:

  • Enterprise change requires a team with capabilities in technology, business processes and the human aspects of change.

  • Communications are critical to success.

  • Sustaining change to processes and technology demands changes in culture.1

To execute a successful enterprise-wide change, follow these recommended guidelines.

 

Leadership

  • Appoint your leadership team, and make one person accountable for planning, organizing, and executing the change. This person may or may not have a centralized staff to support the effort. He or she must have authority to direct activities throughout the company.

  • For each functional area, decide who will serve as the liaison to the central team and be held accountable for executing the requisite change in his or her organization.

Planning

  • Establish the overall objectives and success criteria.

  • Map the changes required. Some questions to consider: Which facilities will close? Which organizational structures will be combined? Which technology systems will integrate? Which will be decommissioned? What will the impact of those changes be on the company's processes and procedures?

  • Dedicate the necessary resources to the core project teams. Do not expect all individuals to juggle work on these major initiatives and their "day jobs." If combining organizations, appoint team members from both.

  • Create a shared vision for the team. Make sure all understand their role in achieving the program's success and what that success looks like.

  • Determine the logical order in which to execute the changes defined based on process and technology interdependencies - which changes must precede others, which changes must happen in parallel - and publish the project portfolio and the schedule.

  • Define a standard set of milestones and associated timeline for each implementation event. Where significant process or system interdependencies exist across organizational lines, determine which areas are driving the change and which are responding. Stagger their respective milestone dates with the driver projects due first to ensure those dependencies are taken into account in requirements and designs.

Execution

  • Define your organization's capacity for change at one time. If the changes are too large in scope for a "big bang" implementation, slot the initiatives into multiple, coordinated events. For example, establish quarterly implementation dates on which 20 organizations will launch components of their overall change.

  • Define and enforce a standard approach to documenting and reporting on all initiatives.

  • Appoint a central team to coordinate communications and training regarding upcoming changes to external and internal stakeholders. Where possible, avoid hitting recipients with multiple communications from multiple areas of the organization.

  • Require all initiatives submit weekly status reports and aggregate those into a corporate view, highlighting key accomplishments and issues for the corporate executives.

  • On the implementation dates, staff a central command center and require the project teams to report in on their implementation progress, status, and issues; make them follow a schedule and script for these reports to ensure efficiency at these meetings. Track cross-functional issues to resolution.

  • Celebrate success at each major implementation milestone and recognize the key contributors.

Major change is never easy, but following these guidelines will help ensure success
and a more pleasant experience for all involved.

 

References

1Gartner, "Executive Summary: Leading Enterprise Change," 1 October 2005

 


About Peritius

Peritius Consulting is a management consulting firm that helps its clients execute their strategic plans. For over 21 years, Peritius has helped its clients navigate from vision to reality, allowing them to realize their strategic ROI. Please contact us to learn more about how we can help you deliver strategy in the most effective, cost-efficient manner.

www.peritius.com   |    info@peritius.com     |     847-808-9999

 

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