Change management

Home / Consulting / Change management

These days, the major models of change management (sociological/instrumental/managerial) as theorised in the forties and fifties, sometimes referred to as discourse rhetoric or injunction to change, only have value as a reference. What interests company directors today is to know where to draw the line between orders and negotiation in the evolution or transformation projects that are often necessary just for their organisations to survive.

Another important aspect is the pace of change: does it remain an exceptional event, a rupture, in the process of transforming the system, or should it become permanent, integrated into the daily lives of everyone in the company?

Today, a more "agile" approach to change management, an experiential model that favours experimentation, shared construction and dialogue, provides the most relevant answers when it comes to understanding change and implementing it operationally.

Change management figures

52% of employees affected by a change opt for an attitude of lukewarm support.

25% resist on principle.

12% reject it completely.

11% (only) support it strongly.

(IFOP survey - 2010)

70% consider that the frequency of change has increased in two years.

60% think there are too many changes.

76% do not clearly understand the need for the changes.

(IPSOS survey - 2012)

Operational change management.

Experiential change management emphasises involving and supporting managers and support functions, who are essential ambassadors and fundamental channels for conveying the need for change within the organisation but also primary players in its operational implementation.

It is organised around six main levers:

  • Diagnosis – establishing the context and understanding the nature of the changes – mapping the players involved – organisational or impact analyses – resistance to change.
  • Communication – linguistic elements – media messages aimed at target groups.
  • Training – needs analysis – beneficiaries – training models and programmes.
  • Support – differentiated operational actions to support the beneficiaries on the ground – mentoring – coaching – transition plan – co-development workshops.
  • Participatory workshops – discussions with a facilitator about perceptions of change and means by which change can be achieved (key workshops in experiential approaches to change management) – catharsis workshops (feelings/fears/anxieties) – brainstorming (joint construction / suggestions / exploration workshops / participatory decision-making workshops / contracts / who / what / when).
  • Supervision – change management indicators (information / understanding / acceptance / participation)

Practical methods

Artemis Executive Coaching & Consulting operates as an external consultant, alone or in partnership with other players (internal or external) on themes covering all the levers of change management (Diagnosis – Communication – Training – Support – Participatory workshops – Change supervision) for organisations of up to 250 people.

This position results from our aim of favouring modularity and flexibility in our interventions, in terms of both form and content, and our capacity to react and adapt to our clients' constraints and requirements.

We can provide a global or targeted service (in partnership with in-house or external contributors or as sole consultants) covering one or more levers of experiential change management, aiming to make all the key elements of the organisation into committed players serving the implementation of the required evolution, transition or transformation.

After analysing the requirements in consultation with the steering committee, a contract is drafted for the service (objectives/performance indicators/methods), which may include:

  • Coaching the CEO (strategic thinking)
  • Coaching the Executive Committee (decision-making processes)
  • Coaching Managers (implementing operational change)
  • Coaching Teams (maturity)

At the end of the service, a final evaluation of the support is carried out with the CEO and the Executive Committee to assess the results (both qualitative and quantitative) in relation to the objectives.