Change Management

Implement change smoothly

The pace at which the world is changing is both fast and irreversible. If companies want to survive, then they must constantly reinvent themselves and not be blind to (technological) change and the opportunities it brings. Such changes have to be well thought out in order to be successful.

Create the desired business value effectively

Organizations often fail to achieve a satisfactory return on their investment in the event of significant changes. This is not because the final solution isn't good enough, but because the change isn't supported by the employees for whom it was originally intended. How much of your desired business value depends on effective use of the new solution by your users? What happens if not all employees follow the new way of working?

Change Management can help turn this around. In this context, the term User Adoption is often used and is often confused with Change Management. For Realdolmen, User Adoption is the result of good Change Management.

To implement significant changes within your organization as smoothly as possible, it is important to consider not just the operational or technical aspects of a project, but the change process itself. By giving people room to change, you substantially increase the chances of a change being successful. After all, the success of a change depends largely on the extent to which everyone knows why the change is being made and what benefit this change brings. Whether it concerns the implementation of new business operations, changes to job content, a reorganization or merger, the implementation of a new ICT application or new hardware, Change Management is an essential component in ensuring a change is successful.

Our approach to a successful transition

Any change within an organization will affect employees to some extent. Changes to organizational structures, processes, daily work practices, methodologies, software systems and other aspects are implemented with the aim of making the organization function more successfully. This can only be achieved if each individual member of staff completes the transition successfully, and is actually able to put the improvements into practice, and continues to do so. The determining factor in achieving success is the individual capacity for change of the people themselves.

For every employee who drops out of the process before, during or after the transition, the total level of success as originally intended will crumble a little further. Even the most successful software implementations will only be of minor benefit if half of the users are unable or unwilling to use the new application. What really matters is the people. Therefore, a transition may only be considered a success when both the technical and the human aspects have been successfully designed, implemented and monitored.

Our approach is based on the ADKAR® model from Prosci®. This approach focuses on the five phases within a change process:

Adapted to your needs

Each change is different and depends on context, history and organizational culture. That's why each guidance process requires a different approach. Any change requires a willingness to change on the part of the organization, the management and the employees. The actions required to move from the current situation to a new situation must be aligned with the organization and its culture, the employees, the agreed timing, the historical context, the potential resistance and the intended result.