A Cost effective approach to Business Transformation. Manages the full ROI of the organizational change process.
When you adopt The Blue Bees’ Approach™, you create a consistent strategy and minimise the potential for negative surprises. Find out more about how to apply this systemically.
At least once every three to five years, companies consider implementing a new organisational concept, tool chain or integrated framework that will better fit the environmental or team dynamics. These could be a new company structure, a redesign of a function/division, the introduction of CRM, ALM or other similar abbreviations. Whether applied locally or globally, it will have an impact on the way the entire organisation works.
Should you represent a company that is planning an organisational or technical change, you may find the Blue Bees to be of interest. It can help you understand the cost of change and develop an organisational development strategy.
I. Business Transformation Program
The Blue Bees’ Approach ™ allows for the creation of a robust and coherent business transformation strategy. Once the technical aspects of the change have been defined, the business transformation can be planned. The expected changes should be clearly defined and quantified in a way that will inform the business transformation flows. The early involvement of subject matter experts (who often also act as informal leaders) can help to ensure the acceptance of the change.
II. Stakeholders
First- and mid-level managers must evaluate the business impact of the changes at the high organisational level.
It is essential that the business impact of the changes on a deep detail level is evaluated by subject matter experts, since they require an excellent understanding of the current way of working.
Following a thorough evaluation of the business impact, the communication and training plan is frequently developed in collaboration with the HR department.
All stakeholders will need to be prepared to dedicate time to the incoming change.
III. Business Transformation Strategy
The Business Transformation Strategy decides on
Organizational means:
- the Change Management team
- the means for Organizational Change Identification
- the criteria for Organizational Impact Analysis
- the flows of strategic planning
The Strategy defines also:
The main Realization Flows :
- Organizational flow – defines the desired direction of structural changes and the potential of new roles creation / transformation of existing roles according to the business evolution;
- Communication (PR) flow – defines the communication channels, means, types of auditory, the technical means used in the communication process, and so the communication team;
- Training flow – defines the training types, the technical means used in the training process, and so the training team.
The business analysis used for Technical definitions is used to build a strong communication strategy and tailored training program.
IV. Organizational Change Identification
Typically, the technical documentation serves as the primary source of information for identifying discrepancies between the AsIs and the ToBe process.
V. Organizational Impact Analysis
The method is designed to lead to the predictable transformation of all organisational roles.
Following the identification of organisational changes, all changes are evaluated according to a list of standard and company-specific criteria.
- Examples
- Impacted Organizational Process / Activity / Task / Role
- Type of change (according business specifics)
- Expected perception and level of resistance
- Level of the impact (policy / process / standards / way of work)
VI. The Plan
The realization plan is build by:
- planning the elaboration of the new organizational structure and processes;
- deciding on the communication and the training approach of each identified change;
- planning the communication and the training of each identified change.