Organizational Transformative Change Initiative
Organizational Transformative Change Initiative: The ability to map (and execute) strategic plan objectives to tactical level benefit realization has become a critical organizational competency that requires cognizant alignment of strategic, operational, and tactical levels and their respective roles and resources for any critical organizational objective.
Develop a customized suite of tools (best practices, directives, processes, etc.) for effective, efficient, and sustainable organizational transformation / change within an international audience. The successful execution of this project will aid with expansion beyond the organization’s “primary” industry into a diverse multi-line model. This initiative has been recognized and formally communicated as strategically imperative.
The International Human Resources Division of a leading International Insurer / Investment organization had been charged with providing the organization the tools and practices critical to targeted expansion into other international markets.
Within a more traditional business organization, the International Human Resources division, under the direction of a progressive leader with a fully functional view of the divisions capabilities, was the key stakeholder for an organizational transformation effort which would be the basis to support expansion efforts and develop an Organizational Change Center of Excellence. As an international organization, opinions on the role of the HR organization varied from staunch to progressive. Cultural assessment and shifting constraining perceptions would need to be a major focus of the project and require overt support from senior country executives.
Develop a project that would encompass a detailed gap analysis of current organizational practices and required practices to support the strategic initiative. The project would be structured so that senior executive leaders of each client country would be utilized to identify possible cultural and functional constraints to implementation.
Key results would include:
• International business unit leaders will develop a thorough understanding of and a functional discipline in organizational transformation / change management best practice and execution.
• International business units will be able to utilize customized tools to help them with their work toward new channels and lines of business. Help will include insightful understanding for a best practice approach as well as operational and tactical practices / processes for successful planning and execution.
• When constrained during the transformation process, international business unit leaders will be able to rely on the customized tools as mechanisms for creative and decisive thinking as well as rely on the Change Management Center of Excellence resources for partnership and execution guidance.
As requested, a detailed suite of management tools was developed and implemented across the international client base. Country leaders underwent training for selected critical tools and the organization has successfully executed targeted expansion and acquisition efforts. A few of the thirty-five (35) tools, best practices and processes included:
• Applied Strategic Planning
• Strategic Communication Planning
• Change Management Stakeholder Relationship Management
• Cultural Management of Mergers and Acquisitions
• Creativity Tools Suite
• Consensus Decision Making
• Program Management
• Program Execution Planning
• Benefits Realization
• Project Management
• Project Execution Planning