"You have to change minds before you change a business"















"The significant problems we have cannot be solved at the same level of thinking with which we created them."    Albert Einstein


Change management is a structured approach to change in individuals, teams, organizations and societies that enables the transition from a current state to a desired future state.




Organizational change management includes processes and tools for managing the people side of the change at an organizational level. These tools include a structured approach that can be used to effectively transition groups or organizations through change. When combined with an understanding of individual change management, these tools provide a framework for managing the people side of change.



Management's first responsibility is to decide to initiate change programs. It is also important to estimate what impact a change will likely have on employee behaviour patterns, work processes, technological requirements, and motivation. Management must assess what employee reactions will be and craft a change program that will provide support as workers go through the process of accepting change. The program must then be implemented, disseminated throughout the organization, monitored for effectiveness, and adjusted where necessary.

Transformation will only take place after primary research has been undertaken to establish the current business model. Without understanding the dynamics of your current situation you can not have a start point to decide in which direction to go forward. This also establishes a start point for measuring improved performances.

The first phase 'strategic planning and design' includes a series of steps; back to the drawing board to revisit the company purpose, form the strategic management team to oversee implementation, create programme vision and define strategy, organise the workforce and design the core programme and cultural embedding mechanisms that will support it.

The second phase 'strategy implementation' includes these steps; communicate vision and roll-out, manage the human landscape plus maintain momentum and solidify the ground made. The final phase 'evaluation and re-adjustment focuses on the measuring of results and also planning for the future with continuous improvement programmes.



Below is just a small list of reasons for Change...

  • Customer retention
  • Customer repurchase
  • Customer satisfaction
  • Increased customer expectations
  • Continuous Improvement
  • Global economy & markets
  • Increased competition
  • Interest Rates
  • Erosion of margins
  • Internet/IT
  • Staff retention
  • To increased profitability
  • Growth


  • Give maximum warning of the change
  • Explain the reasons
  • Involve people in the plan and implementation
  • Always communicate, communicate, communicate
  • Gain approval at each stage.
  • Be prepared to alter direction.
  • Introduce gradually with activities which will show quick wins.
  • Training orientation - offer people the chance to develop new, relevant skills
  • Sell benefits - "what's in it for them" matter more than the organisation!
  • Take the present situation into account
  • Always remember the effects on individuals.
  • Check on how individuals are coping and remember to support them!
  • Measure always!

There is only one thing you need to do.....



"Decide to be outstanding” 


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Copyright [Visionarydevelopment] Sept. 2006