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März22
2024
Mistakes you want to avoid when implementing Change Management in a culturally diverse setting
In a study by Prosci on practices in change management, 84% of respondents rated cultural awareness as being important or very important when managing change. However in the globalised business market, it can be argued that national cultures have decreased significance as a factor of importance. If a product or service equals a client’s needs, the interest of overseeing cultural and linguistic differences takes priority. Though that might be the case in some areas of business such as negotiation, it is not the case with change management. The main reason is that change management, is an exercise in appealing to individuals or groups of people. For this we need to consider human factors, such as cultural preferences. So, the question is, how do we address cultural diversity to successfully manage change? Mistake #1: Global English is not the cure for cultural deviance As internationalisation has become ...
Written by
Anna Balk-Møller -
März22
2024
A Change Management Office (CMO) is the most powerful lever for excellent Change Management in an organisation. By far. And it matters. Because, you are six times more likely to succeed in your projects when you conduct excellent Change Management. CMOs have different forms, different maturity levels and different focus. Some CMOs are set up with a narrow focus of e.g. helping projects with communication and training, whereas others have a broader perspective as e.g. assist Change Management across the whole business, as well as being part of the strategic dialogue during the scoping phase of the project. One way to approach the building of a CMO is to start with the purpose. The vital purpose of a CMO is, naturally, to support projects in successfully achieving their objectives. But we advise creating a Vision & Mission Charter for the office. This will define the office and the ...
Written by
Morten Kamp Andersen -
März22
2024
Storytelling is worthless without a proper theory
Storytelling is rightly hailed as a must-have competence in people analytics. In my own competency model, it is one of the six core competencies all analytics teams must have. Other models do the same. Compelling arguments about the value of good storytelling are being made. To put it in clear terms; master it or beat it. Don’t get me wrong; it is important. But my point is that storytelling requires the presence of a theory to be successful. If you do not have a proper – i.e. a plausible and documented – theory behind your data, storytelling can do more harm than good. “A theory is an explanation. A theory takes a blizzard of facts and observations and explains, in the most basic terms, what the heck is going on”. Angela Duckworth Grit – the power of passion and perseverance I could not have put it better myself! And funnily enough, this ...
Written by
Morten Kamp Andersen -
März22
2024
CQ is essential for motivation and reinforcement of change
Utilising cultural intelligence (CQ) to choose the right incentives to motivate and reinforce change will increase the chance of successfully changing an organisation. It is not rocket science to adapt drivers and incentives to the cultural setting. It’s just that doing it without the thought of the cultural setting can lead to counterproductive results. It is one month after ’golive’ of a new system in your company. The change managers have left and you’ve celebrated the successful implementation. Though everyone has received the proper training and heard the key messages the recommended 5-7 times, system reports reveal an unacceptable number of workarounds. New projects are already in the preliminary phases and the focus is shifting. Still, you acknowledge that reinforcement efforts must be taken up a notch to realise all the benefits of the project. But how is reinforcement most effective? Changing human behaviour requires a process: ...
Written by
Anna Balk-Møller -
März22
2024
4 most interesting findings about change management maturity in Danish companies
Nexum has conducted a unique survey to measure and analyse change management maturity in Danish companies, to be able to better understand how companies use change management to ensure project success. Additionally, we wanted to identify patterns with those doing it the best which would enable us to pass on advice and best practice on how to best reach change management maturity. The rate of change is expected to continue to rise. Thus, change management is as relevant as ever. Five and three year strategies are being replaced by one and two year must-win battles as the external environment is simply too unpredictable for the longer perspective. Companies will therefore launch even more projects with even tighter deadlines and which are even more business critical. Change management is the process, tools and techniques to manage the people side of change to help projects succeed and achieve required objectives. ...
Written by
Peter Harbo Clausen -
März22
2024
Your path to a successful change: Introducing ADKAR Blueprint.
Organisations don’t change. People do. You may have heard it a thousand times, yet the people side of change is often overlooked. Designing, developing, and delivering the technical solution syphons off most available resources, leaving adoption and usage to chance – a sure formula for failure. Part of the problem is the common misconception that we cannot solve human challenges using structured approaches so easily. And when everything looks fuzzy, nothing gets done. 20 years of research into what makes change happen – and makes it successful – has led our partner PROSCI to design the ADKAR model. Regardless of whether you are familiar with ADKAR, this post gives you the ultimate “Blueprint” for structuring your change … and making it stick. ADKAR: What true and lasting change is made of 5 letters, 5 steps, 5 building blocks. In ADKAR’s model, the change process looks ...
Written by
Morten Kamp Andersen -
März22
2024
Driving Enterprise Change Management: how Volvo Trucks did it, how you can do it.
Some organisations are more responsive, more agile, more resilient. They thrive in VUCA environments (Volatile, Uncertainty, Complex, Ambiguous). And they keep thriving in times of crisis. Change is part of their DNA. But none of them got there by chance. Building enterprise-wide change management capability takes structured and intentional efforts. This is a battle that is fought on many different fronts, from developing leadership competencies to establishing robust change sponsorship to streamlining CM processes. The case of Volvo Trucks shows what it really takes. A journey Volvo Trucks and NEXUM embarked on two years ago and that was accelerated by PROSCI’s Strategic Alignment Workshop. Let’s discuss ECM, how to go about it, how Volvo Trucks did it … and what it can do for you. Enterprise Change Management (ECM), in a nutshell ECM makes Change Management the norm. ECM refers to “the systematic deployment of Change ...
Written by
Peter Harbo Clausen -
März22
2024
Innovation is now part of our DNA – Go innovate.
The new CEO knows that culture affects an organisation’s success. She knows that changing it can be a way to improve organisational performance, efficiency, employee engagement, and many other parameters. And she has been in the organization long enough to have a sense that the culture is a restraint on the new vision and strategy for the coming years. However, culture is often considered to be somewhat beyond our control – too difficult to measure and manage. This is not the case. Culture can be quantified and operationalised with the purpose of managing it. And we can change some of the aspects in our culture that antagonise the way forward. In this article, you will get a clear-cut guide as to how you change your organizational culture. Right or wrong culture depends on the purpose Do collectivistic cultures produce better team performance? Does high-performance orientation lead to ...
Written by
Anna Balk-Møller -
März22
2024
4 reasons why you should embrace Agile, the smart way.
Agile. It’s everywhere around us. Agile has gained a lot of traction since its inception back in the 90’s. And with bigger and faster changes now facing organisations worldwide, it is more than ever before under the spotlight. Agile methods are further expanding beyond software development to go enterprise wide. Transformations of this magnitude span multiple organisational dimensions at once: strategy, structure (networked teams), processes (fast learning cycles), people (empowerment) and (cutting edge) technology. But as adoption keeps growing, some ask whether we are taking it too far. If you feel pressed to jump into the Agile bandwagon, here is a cold, hard look at its business impacts[1] to help you decide. Should you embrace and fully scale Agile? The answer is in the numbers. However, here is the thing: speed isn’t everything. Top 3 reasons why organisations choose to go Agile enterprise wide How do organisations usually justify the move ...
Written by
Claus Fjelding Whitt