Transformation Services

reViiVd Logo v1In today’s economic climate it is absolutely essential that organisations are capable of identifying problematic areas, planning the required improvements, facilitating the change … all whilst continuing to trade.

Most organisations have already downsized – adopting a LEAN approach to the production and delivery of products and services. This often reduces their ability to be AGILE in the face of further change…. no longer can the “deckchairs be reshuffled” in order to allow management to focus on further improvement.

Management now need to consider new and dramatic transformations…. even in the way that they manage. An Interim Manager is often best placed to help.

Bringing significant expertise and experience; the seasoned interim will hit the ground running, be free of the day to day fire fighting (unless that is what the interim has been appointed to resolve) and free from any cultural restraints.

The interim should be used as an agent of change, an agent who will not only analyse the problem/issue but who will create a plan for its resolution and then, working with the existing team, deliver the required Transition and Transformation programme.

Why not challenge yourself further?

30 years of research by leadership guru Dr. John Kotter have proven that 70% of all major change efforts in organizations fail. Why do they fail? Because organizations often do not take the holistic approach required to see the change through.

However, by following the 8 Step Process outlined by Professor Kotter, organizations can avoid failure and become adept at change. By improving their ability to change, organizations can increase their chances of success, both today and in the future. Without this ability to adapt continuously, organizations cannot thrive.

Dr. Kotter has proven over his years of research that following this 8 Step Process will help organizations succeed in an ever-changing world.

Step 1: Establishing a Sense of Urgency

  • Examine market and competitive realities
  • Identify and discuss crises, potential crises or major opportunities

Step 2: Creating the Guiding Coalition

  • Assemble a group with enough power to lead the change effort
  • Encourage the group to work as a team

Step 3: Developing a Change Vision

  • Create a vision to help direct the change effort
  • Develop strategies for achieving that vision

Step 4: Communicating the Vision for Buy-in

  • Use every vehicle possible to communicate the new vision and strategies
  • Teach new behaviours by the example of the Guiding Coalition

Step 5: Empowering Broad-based Action

  • Remove obstacles to change
  • Change systems or structures that seriously undermine the vision
  • Encourage the risk-taking and non-traditional ideas, activities, and actions

Step 6: Generating Short-term Wins

  • Plan for visible performance improvements
  • Create those improvements
  • Recognize and reward employees involved in the improvements

Step 7: Never Letting Up

  • Use increased credibility to change systems, structures and policies that don’t fit the vision
  • Hire, promote, and develop employees who can implement the vision
  • Reinvigorate the process with new projects, themes, and change agents

Step 8: Incorporating Changes into the Culture

  • Articulate the connections between the new behaviours and organizational success
  • Develop the means to ensure leadership development and succession