Organizational goals, structure, culture, processes and technologies bind an organization together, but change must begin with individual behavior adaptation. Since most individuals are not inherently equipped to react quickly and flexibly to a shifting environment, leaders must be the catalysts for change.
ICF’s four-phase approach to change management works with leadership to build awareness, generate stakeholder approval, and support staff development. The ICF method incorporates a system view of organizational goals, processes and technology to drive change from the ground up, focusing on its people.
Leaders identify the business need and detail how the proposed change aligns with organizational strategy.
Individuals will want to know:
Designing a plan for implementing, evaluating, and sustaining the change initiative begins with an assessment of the organization’s current state. With this blueprint, leadership can develop tools to help manage the human elements of change, including a comprehensive communication plan.
Senior leadership and key stakeholders lay the groundwork for the eventual change with training, tools, and resources being deployed to help members of the organization adapt to change. Critical steps include workforce alignment, process and infrastructure management, and strategic communications.
Evaluation is a critical component of change management, revealing what is working well and what needs amendment to achieve organizational goals. Effective change management is exemplified by an organization that sustainably works, operates, and behaves in alignment with its new structure.
Successfully navigating a change renders an organization more agile by honing the ability of its members to adapt together as a unit. The ICF change management process increases agility and momentum to encourage continuous quality improvement and ensures the change evolves and remains relevant and effective.