Change Management, or the ability to manage change, is now a Key Success Factor for organisations operating in a context characterized by volatility, uncertainty, complexity, and ambiguity – the so-called VUCA environment. In this scenario, the speed with which the market and technologies evolve forces companies to continuously review their operating model, adopting innovative and transformative methods to stay competitive.
Change Management is the set of activities and tools implemented to introduce a structured approach to change, acting simultaneously on people, organizational models, processes and technologies. The main goal is to bring about successful transformations, starting from the assumption that the real driving force behind change is not the company structure, but the people who make it up. In fact, only by modifying the behaviors, habits and mindset of individuals can change be turned into daily routines and best practices.
One of the key aspects of effective Change Management is the balance between soft and hard levers:
Soft levers: These include intangible factors such as:
Although these elements are difficult to measure, they are crucial for creating a favorable climate for change. Without a strong company culture and effective leadership, even the best strategies are at risk of failure.
Hard levers: These represent the measurable and tangible elements, including:
Only by integrating these two aspects—mindset and approaches—can organizations develop a truly effective Change Management strategy.
To successfully guide a company through change, a structured process is highly recommended. Based on our extensive experience, we have developed a four-phase approach to achieve sustainable transformation.
The first phase, called ‘Awareness’, is when the organization recognises the need for change. This awareness may derive from a current problem, such as a drop in sales, or a future forecast, for example, the entry of a new competitor into the market. In this phase, the recognition of the problem generates tension and a sense of urgency, which are essential for triggering the entire organization. Here, methods such as the Best Practice Tour – also known as Kaikaku – are applied, allowing managers to experience firsthand the achievable results by other companies already engaged in transformation processes, and Hoshin Kanri, an approach that translates strategic goals into operational actions at different hierarchical levels.
The second phase, ‘Preparation for Change’, focuses on defining the roadmap for change and implementing an effective communication process. At this stage, it is essential to develop a clear project vision and a detailed transformation plan, including the definition of a ‘vision to be’ – i.e. a desired future scenario – and the drafting of a roadmap that sets specific milestones and goals. In addition, key roles are identified and Change Agents are chosen, crucial figures who will have the task of guiding and supporting the process. Communication becomes a strategic tool here: a well-defined plan and the launch of a ‘Transformation Diary’ allow the commitment to be transferred to all the actors involved, boosting engagement and dispelling doubts and resistance. The importance of training and preparing managers and agents of change is also emphasized, to ensure that they have the necessary skills to manage the process effectively.
The third phase, ‘Transformation of the organisation’, represents the operational heart of the change and is divided into two distinct steps: organisation and action. In the organisation phase, the structures, coordination mechanisms and processes that will enable communication between the different levels of the company are defined. The goal is to generate full engagement towards the new goals and establish clear procedures for escalation and resolution of any problems that may emerge during the process. Once the organisation is complete, we move on to the action step, based on Lean principles. In this phase, the Lean approach is implemented to the continuous search for inefficiencies and waste to eliminate, through the adoption of new organisational and managerial routines, the implementation of control systems such as Job, RACI and other operational methods, and the activation of training programs such as mentoring, coaching and team coaching. These actions, aimed at solving problems, are key to ensuring that change turns into real and and measurable improvements.
The fourth and final phase, ‘Sustainability’, aims to consolidate the change and ensure that the results achieved are maintained over time. In this phase, the focus is on the continuous development of skills thanks to training plan, which, together with reward systems, strengthens the confidence of individuals in the roadmap. A further key tool is auditing at every level of the organisation, which allows for constant monitoring of the transformation processes and their continuous improvement. Among the activities implemented to ensure sustainability are the extension of training programs to other departments, the implementation of Leader Standard Work, the selection and implementation of digital solutions and the setting of celebration and rewarding plans. The Best Practice Tour and the Study Tour also fall within this context, boosting the sharing of positive experiences.
The real success of a Change Management program is based on a systemic and integrated approach, which combines the ‘soft’ side – that of relationships, culture and motivation – with the ‘hard’ side, i.e. the measurable and operational aspect of change. In a constantly evolving world, only companies capable of adopting methods that consider both aspects can maintain their competitiveness and adapt to new market dynamics.
The four-phase approach – Awareness, Preparation, Transformation and Sustainability – allows change to be addressed in a structured way, involving all actors of the organisation and creating an environment favorable to innovation.
With the right tools, proven methodologies, and the expertise of subject matter specialists, Change Management evolves from merely addressing market challenges to becoming a powerful catalyst for growth and continuous improvement. By fostering a culture of shared commitment and embracing a mindset geared towards constant innovation, organizations can effectively navigate the complexities of the VUCA era, turning uncertainties into valuable opportunities for development.
In this context, consulting & management play a crucial role in guiding organizations through the change process. If you’re ready to explore how Change Management can transform your organization, please don’t hesitate to reach out. We would love to discuss how we can support your journey toward success.
