A global approach to times of change
Every organisation goes through crucial moments of change. In the form of new technology or an organisational change, or resulting from the implementation of a strategy adjustment.
In those situations ARCH, as a ‘trusted advisor’, assists with:
to create the foundation on which your transition can succeed sustainably and is anchored in the organisation's behaviour. Starting with focusing the targets and making them tangible, which will enable thus to set out the transition route. Where necessary, the organisation is adjusted so as to incorporate the necessary competencies and mechanisms for future management and control. Business culture and ‘human capital’ management frequently require special attention in this regard;
to enhance the leverages that contribute to attaining strategic objectives and rendering your business operations agile in face of future challenges. Among others, this entails streamlining business processes, aligning reporting with the transition goals, and gearing IT and business toward each other. The corporate governance structure is sometimes also reviewed for introducing more dynamics into decision-making and implementation;
Program and project management:
to deal not just with people and resources efficiently, but also to provide a structure and clear monitoring.
ARCH understands the ‘art’ of guiding you through the three phases of achieving change:
The major starting point is 'PERSUADING', specifically:
- Raising awareness that change is underway and in which context;
- Understanding that this change will have an impact;
- Wanting the advantages of this change to be attained. This of course requires them being both clear and sufficient;
A transition entails considerable 'PREPARATION':
- Processes and systems are adjusted, often resulting in a different way of working and new duties for people;
- This requires leadership, involvement, communication and on-the-job coaching and training. Thorough project and change management, driven by a great deal of empathy, substantive knowledge and the necessary experience, supports this;
Once the results are in sight, what is required is 'PERSEVERENCE':
- The improvements and changes are systematically monitored and anchored in people's behaviour, in processes, systems and reporting.
It is a challenge for companies to achieve results in a continually changing context and market. Preferably in a swiftly and flexible manner, as to retain the desired competitive advantage. Dealing with changes is part of the game. Nevertheless, in practice the results are often later than expected – or even not at all. As well as prompt results, ARCH also wants sustainable ones.
There are four leverages we can use to support you in any transition process: actively and preventively, always in a sustainable way :
In order to keep transition on the right track, we set out a customised approach necessary for managing the change project. We create a guiding alliance of all those involved, who will then together ensure full acceptance and anchoring within the organisation.
As a crucial leverage besides traditional techniques such as Business Analysis, Business Performance Management and Project Management, we apply specific change management methods. This furthermore involves not only gauging and where necessary adjusting the change process, but also addressing the "human" aspects such as 'Persuasion', 'Preparation' and 'Perseverance'.
The context encompasses both external and internal factors. We examine the cohesion amongst the various organisational levels, the business culture and decision flows that together make the organisation a living and dynamic whole. These factors can have a enhancing but also an impeding influence on the change process and the support it gets. It is this important to have these factors interact with each other in the right way.
People are the heart of a company. They make or break a change, since they determine to a major extent whether or not the results are both attained and sustainable. We assist individuals and as well as teams with respect to their readiness and capacity for change, and coach them where necessary toward stronger leadership. The goal is to make people more resilient and flexible, so that the organisation will be able to cope much better with future challenges.