Change Management
Organisations create and implement strategies through people. In the end people make everything happen. So whilst there are critical enablers that are needed such as processes, systems, policies, procedures, discipline and business content, it is only when they are brought together and enacted through people, that valuable activity happens.
Whilst this sounds very obvious, the implications of how this happens are not well understood by organisations. Our experience within organisations suggests that the ability to translate and understand the elements needed and lead change activity is both complex and interconnected. The elements may be well understood or developed, but ensuring they are connected, and mutually reinforcing, and supporting a clear strategic outcome is usually missing.
The common mistake is to believe that if only we can implement the “new process”, or the “new framework”, or “system”, everything will then work. Instead, a much broader appreciation of how things really interact and work is required.
| Key Consultants | |
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Naomi Thomas
Strong focus on change in complex multi-national environments. Works with senior teams across a range of sectors |
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Caroline Gowing
Strong focus on change and information visualisation. Strategic relationships, stakeholder management, solution generation. |
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John Moss
Typically works with CEOs and other senior executives helping develop change strategy. Particularly focuses on behavioural change. |
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Andrew Dixon
Broad experience in engineering type environments. Used to dealing with change in complex multi-faceted programmes. |
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Alyse Ashton
Broad blue chip experience particularly works on the "people" side of change. |
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Alison Fletcher
Strong focus on change messaging and implementation. Extensive background of embedding change programmes. |
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Becci Vidal
Leads and supports organisations and their people through change to ensure that the environment is set for new initiatives to be enduring. |
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Richard Wheeler
Supports the building of capabilities for effective outcomes. Skilled in driving change to become more customer focused. |
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Ben Freeman
Financial bias from blue chip FD roles. Strong interest in how change happens with people in technical areas. |
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Laura Lewin
Change management psychologist. Broad blue chip experience particularly works on the "people" side of change. |
Managing change through uncertainty
Poorly implemented change can sometimes lead to resentment, conflict, poor performance and business uncertainty. But sometimes change is necessary, and whilst there may be critical processes, policies and procedures to implement it’s only through the actions, and interactions, of all the people involved that change really happens. And that’s often when problems arise.
Develop a clear strategy
Some people may be “bought-in” to the change, others not, some may understand and agree with the “vision”, others may have a different picture of where they think the business is heading. Getting the strategy clear, engaging everyone who is involved (be they staff, partners, suppliers, customers or clients), enhancing processes and managing change projects is where JA Consulting can help.
Investigate every aspect
Our approach to the management of change is to look at every aspect of the changes that are needed, to help businesses think through the implications, complications, and challenges that may arise. We pay particular attention to the people side of things focusing on building capabilities and embedding behavioural change.
What our clients say ...
"Your thoughts and experiences provided great insight and gave some clear examples that were easy to assimilate; particularly with regard to [project name] in times of transformation and change."
Defence Leadership & Management Centre, UK
