Change management - Human Trajectory Makers

Change management and management of transformation projects

« La logique vous conduira d’un point A à un point B. L’imagination et l’audace vous conduiront où vous le désirez »

Albert Einstein

Today’s businesses need to transform quickly and sustainably. The time available to management teams, Human Resources Departments and, more generally, managers to discuss and implement the changes decided by General Management is often far too short. We help our clients adopt the right methods to drive change with agility, engage employees and help them take ownership of these organizational changes through agile methods and collaborative tools.

After a complete diagnosis, we co-build with our clients tailor-made solutions and action plans in order to significantly increase their chances of success on all of their transformation projects and by apprehending changes and developments in an integrative manner.

By using the organizational levers of change :

1 – The structure (organization charts, rules, procedures) and the organization (human behavior), transforming the organization is above all transforming behavior

– Vertical : organization charts, length of the hierarchical line

– Horizontal : degree of transversality and cooperation

– Flexibility of work organizations (mobility between teams, etc.)

2 – The systems

– Human resources management systems

– Individual performance evaluation system and impact on behavior

– Level of compensation variability

Its objective is to unite employees around common values, sometimes myths, i.e. stories that circulate in the company and which serve to strengthen the employees’ sense of belonging, but it also takes into account the diversity of the people who compose it.

The corporate culture is constantly evolving according to its environment, its emblematic figures, its successes and its failures.

The corporate culture unites staff around a common project and guides behavior. Depending on its characteristics, a corporate culture can act as a brake on change, an external eye will be able to apprehend this culture, to suggest using it as a management lever allowing an understanding of the issues, motivation and involvement. employees.

We have 4 levers which are the answers to the questions that every individual asks himself when a change is asked of him :

1 – The organization : “Can I do what I’m asked?”

– Distribution of roles
– Information on the mission and objectives

2 – Skills: “Will I know how to do it?”

– Training programs
– Coaching, coaching, support
– Development interviews

3 – Retribution: “What do I gain?”

– Signs of recognition
– Professional development prospects
– Attractive compensation package

2 – Skills: “Will I know how to do it?”

– Training programs
– Coaching, coaching, support
– Development interviews

3 – Retribution: “What do I gain?”

– Signs of recognition
– Professional development prospects
– Attractive compensation package

4 – Motivations : “Does that make me want?”

– Transparent communication
– Visible will of management
– Work atmosphere

To address the issues of transformation, it seems important to us to draw inspiration from and/or favor agile project management methods in order to speed up their implementation and also to avoid major slippages in terms of duration.

Indeed, according to the traditional approach, the project is divided into successive predefined phases, from the framing to the test phases. The scope of the project and the planning of the tasks are set in detail upstream, in order to optimize execution.

While these methods are remarkably effective in stable environments, they show serious limitations when projects involve a degree of uncertainty.

Indeed, changes along the way are very expensive and disorganize the whole process. This is how we more or less consciously try to stick to the initial planning … and we discover much too late, downstream, that we neglected to take into account changing needs or the context. This is why more and more companies are letting themselves be seduced by so-called agile project management methods, which are much more effective in uncertain circumstances.

It is fundamental to have in mind 4 paradigm shifts that are vital for the success of agile projects:

1 – Aim for the acceptable minimum rather than the finished product

2 – Manage in real time rather than planning

3 – Seek fluidity before rigor

4 – Focus on the collective over the individual

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