Best Practice in Change Management

Change projects in governance, risk and compliance will only be successful if best practice change management standards are observed.

Quadrant addresses change management as an integral part of a risk management or compliance assurance delivery project. The approach to change management is customised to the characteristics of the project, and addressed at both organisational and individual levels.

Oganisational change management looks at change from the managers' perspective - structure, manuals, processes and procedures - whereas at the individual level people issues such as resistance and competence are addressed. The cultural challenge required as a result of many of the change initiatives in which we are involved is often the least well recognised and addressed.

Implementing Change

Our approach to implementation and change management has the following characteristics:

• A Foundation for Change - is defined at the outset, and through effective communication is reinforced throughout the project. It is wrong to assume that the reasons for change are commonly understood, and that everyone on the project has access to the same information and has come to the same conclusions as the project team. In fact, it is hardly ever the case!
• Alignment with Corporate Vision. It is critical to the success of any change project to establish support from the top executive level downwards. This support can be difficult to create and sustain. It is more easily obtained when the change is in line with the strategic goals of the organisation.
• Dealing with Resistance. Large change projects always meet resistance. This is very often well founded. We are experienced in handling resistance through effective communication and stakeholder engagement. Very often, resistance which is openly and honestly addressed can be translated into staunch support.
• The Right Mix of Capabilities necessary to lead the change programme is essential to success. Many project teams tend to be overloaded with technical skills and lack communication skills. Certain fundamentals of transition management must be represented on the team and a premium should be attached to skills such as communication, influencing, facilitation and training.