Benchmark approach to change managment

They say knowledge is power but knowledge gained from personal experience, is even more powerful. Having had the opportunity to be part of well managed , focussed change process. Showing clear achievable goals that genuinely create a business benefit and capture the interest of the employees. I have also been subject to poorly run change activity that creates confusion and demotivates a workforce. I would like to think I have learned something from both experiences but some more than others.

At Benchmark the first question we ask is “why change ” What business reason to do you have to want to make a change ? Is it profit , compliance , work force retention. These motivating factor, will greatly alter the approach and method of change management. However firstly a few core components we at Benchmark feel to needs to have:

As you can see from the image above it requires a combination of vison , skills , resources , planning and planning. A difficult task to get the correct mix of all of these aspects, but one here at Benchmark we know all about. One factor that is often missing and also not on the slide , people ! Any business that hopes to make long lasting effective change, must engage the workforce to achieve its goal.  Change will be unpopular if it is not explained and the workforce engaged as it will feel forced upon them.

Generally a workforce will fall into three categories pro change , ambivalent , anti change. Those that fall into the “anti change” group may have a variety of reasons for it but if possible they can be your most useful advocate. Time spent discussing with this group is seldom wasted as they have the capability to undermine and derail change. Those ” ambivalent ” members of the team often are disengaged with the business as a whole. Arriving , working , departing and nothing more, effort with this group can reap huge rewards, these are often your ” champions ” They will actively go out into the business and spread the word , build knowledge and prepare others for change. Finally the pro change group , it would be easy to assume these are the easiest to convince and most useful group. Not always they case, unfortunately whilst a useful pool of pro change staff their efforts need to be coordinated so the message that is being communicated by them is clear and in line with the business aim for change.



As you can see from the discussions above change is not easy, When planned its impact can be huge but badly planned can causes a worsening of the whole situation around in a business. Often time and resource are needed and cost incurred ,to create the process and plan for change. Learning the lessons needed for successful change can be expensive and time consuming. Most companies have tried to make changes independently before seeking help. On occasion this has worked but did it maximise the benefits ? Here at Benchmark we can guide and develop that plan with you. Supporting implementation but also the monitoring and continued promotion of the change through out the business.