Traditional Change Management Versus Our Transformation Work

ON THE MARK’s business transformation and organization design work differs greatly from traditional change management in effort, method and most importantly, results. In our business transformation work, we utilize a proprietary, highly effective methodology called Accelerated Change Readiness^© [ACR]. ACR achieves quicker adaptation to change by impacted stakeholders, ensuring a faster return on investment. Strategically and operationally important changes such as business strategy, IT installation, business integration and organization redesign are more quickly integrated into the organization as the new ways of working.

To illustrate how our transformation work using ACR differentiates itself from traditional change management, take a look at the following illustration, which explores key differences in how the two methodologies orient themselves to the integration and practical application of eight key principles found in each and every engagement.

Traditional Change Management Versus Our Transformation Work

Traditional Change Management	ON THE MARK’s Accelerated Change Readiness^© (ACR)
Treats the organization as a machine Static and rigid Interchangeable parts and pieces	Treats the organization as a system Responsive and dynamic Holistic and systemic
Functional (weak) sponsorship Driven by functional expertise Sponsorship implicitly delegated Requires management and influencing	Strong, unwavering horizontal sponsorship Made up of those affected by the changes Driven by sponsorship from start to finish Requires real leadership and stewardship
Driven by traditional project management events "Flip the switch" events Scope, schedule, budget Proactive management through installation of change only	Driven by integrated social system readiness with project management Social system readiness driven Calibrated and adjusted with project management Pro-active management through end-user adoption and stabilization
'Push' orientation Changes are pushed onto the business	'Pull' Orientation Changes are pulled forward by the business
Sub-optimization Technical change first, followed by training and communications	Joint optimization Technical and social changes completed simultaneously
Over-designed Naturally creates resistance	'White space' Naturally creates responsibility & ownership Leaders lead Issues framed by boundaries & parameters
Pseudo-engagement – "Buy-in" Assumes resistance to change is norm Over-reliance on communications and training strategies Death by powerpoint Telling	High engagement Focus on winning head and heart Focus on building high degree of meaning and relevance for individuals Focus on involving affected population in designing and implementing changes Asking
Incompatible with Espoused Organization Values Espoused values disconnected from day-to-day experiences Leaders not 'walking the talk' Inconsistent messages from leaders	Compatible with Org Values Leaders 'walking the talk' Experience the values in the way that the change is implemented Builds high commitment to the organization

Traditional Change Management

ON THE MARK’s Accelerated Change Readiness^© (ACR)

Treats the organization as a machine

Static and rigid
Interchangeable parts and pieces

Treats the organization as a system

Responsive and dynamic
Holistic and systemic

Functional (weak) sponsorship

Driven by functional expertise
Sponsorship implicitly delegated
Requires management and influencing

Strong, unwavering horizontal sponsorship

Made up of those affected by the changes
Driven by sponsorship from start to finish
Requires real leadership and stewardship

Driven by traditional project management events

"Flip the switch" events
Scope, schedule, budget
Proactive management through installation of change only

Driven by integrated social system readiness with project management

Social system readiness driven
Calibrated and adjusted with project management
Pro-active management through end-user adoption and stabilization

'Push' orientation

Changes are pushed onto the business

'Pull' Orientation

Changes are pulled forward by the business

Sub-optimization

Technical change first, followed by training and communications

Joint optimization

Technical and social changes completed simultaneously

Over-designed

Naturally creates resistance

'White space'

Naturally creates responsibility & ownership
Leaders lead
Issues framed by boundaries & parameters

Pseudo-engagement – "Buy-in"

Assumes resistance to change is norm
Over-reliance on communications and training strategies
Death by powerpoint
Telling

High engagement

Focus on winning head and heart
Focus on building high degree of meaning and relevance for individuals
Focus on involving affected population in designing and implementing changes
Asking

Incompatible with Espoused Organization Values

Espoused values disconnected from day-to-day experiences
Leaders not 'walking the talk'
Inconsistent messages from leaders

Compatible with Org Values

Leaders 'walking the talk'
Experience the values in the way that the change is implemented
Builds high commitment to the organization

ACR methodology is based on over 50 years of extensively proven and documented change research. We obtain results because of our extensive experience, know-how, obsession with and diligent practical application of the key anchoring assumptions and principles listed on the right of the table above. In fact, you can see the results for yourself. View our Case Studies