Change Management Services

In support of VEGA's efforts to deliver successful, sustainable change management programmes, which create a climate of quality improvement, we provided the following change management services:

 

Business Analysis – Decision Support

In response to uncertainty over future strategy or business decisions, VEGA conducts analysis studies and provides strategy development services. These enable our customers to understand the performance drivers in or around their organisatiosn and recognise the past, present and potential levels of performance.

 

Change Readiness

In response to concerns about the ability of organisations, particularly people-centric ones, to change, VEGA offers change readiness audits. These allow our customers to identify the internal forces for and against change, and consequently develop more agile organisations.

 

Preparing for Change

Agencies and non-departmental bodies, in particular, need to ensure early momentum in change. VEGA therefore provides strategic development and motivational services which enable our customers to demonstrate their ability to undertake early yet effective change and present themselves as innovative organisations.

 

Justifying Change

With a particular focus on the public sector, VEGA offers business case and business justification services in response to a need to ensure best use of (public) money. This allows our customers to demonstrate the robustness of their plans and present themselves as prudent organisations.

 

Planning for Change

‘High availability’ organisations who can’t afford downtime, such as those in the aerospace, healthcare, defence and anti-terrorism industries, need to ensure the control of change. In response, VEGA offers organisational re-engineering, enabling our customers to model future states and present themselves as resilient organisations.

 

Leading People through Change

Public sector organisations which are changing their management models often need to improve leadership of change. Through our leadership development services, VEGA enables it customers to devolve internal leadership, which consequently presents them as responsive organisations.

 

Measures as Driver of Change

Large, multi-process, public sector organisations that want to demonstrate the progress of change, may need to simplify their control data to ensure ease of interpretation without driving undesired behaviours. VEGA’s information analysis services and metric design services allow our customers to monitor and demonstrate progress of change and present themselves as stable organisations.

 

Changing Processes

In response to organisations’ needs to implement changes in process, VEGA offers process redesign and implementation services, including enterprise architecture tools and techniques, benchmarking, and performance monitoring. These enable customers to deliver complex and transformational change and present themselves as innovative organisations.

 

Embedding Change through Learning

For organisations whose value is embodied in the skills and/or knowledge of their staff, imparting and maintaining knowledge and skills is core to embedding change. VEGA provides a range of training analysis and delivery services which allow our customers to train and educate staff, and present themselves as a knowledgeable and skilled organisations.

 

Realising Benefits of Change

Organisations needing to refocus a change programme, or balance cost and value issues – often in the public sector – have a high demand for delivering the programme’s benefits. To support this, VEGA provides organisational re-engineering that enables our customers to deliver the anticipated benefits and present themselves as a successful organisation.

 

 

Proven Methods

Major change programmes can be:

 

  • Capability driven – integrated information, communications and other systems combine to deliver operational effectiveness and other aspects fall into place around them
  • Process driven – tasks form the basis of all activity, supported by appropriate technology and suitably skilled staff
  • Competence driven – staff capability is supported by appropriate technology in a modular process chain

 

VEGA has gathered experience of such change programmes in action, and recognises the need for a consistent and structured approach whatever the nature of the situation. There are several highly respected and proven approaches available, and a commonly found example is that of John P Kotter, to which many of our clients subscribe.

 

VEGA has produced a hybrid change management framework that connects the components found in published approaches and applied a few caveats as a result of the experience we have gained in this area.

 

To illustrate our continuous evolution in this field, Kotter’s book, ‘Leading Change’, suggests eight quite robust stages and that successful change should go through all eight stages, usually in sequence. However, this is not absolute, and practitioners may disagree with details of the recommended method. For example, Kotter states that “Anchoring New Approaches In The Culture” is in Stage 8, at the end of the process. At VEGA, we believe that leaders can start encouraging new behaviours much earlier, and our approach to Stages 3, 4 and 5, (“Develop a Vision and Strategy”, “Communicate the Change Vision”, and “Empower Broad-Based Action”) contains preparatory elements of the culture change at the earliest opportunity.

 

To discuss VEGA’s thinking on change management and the application of service components or overall methodologies, please contact us for further information about change management.