Moore Consulting, llc
Designing Smarter Organizations in Times of Change
emoore@emooreconsulting.com
614-561-9615

Organizational change is 
a tale of two journeys:

one of sponsorship and 

one of individual transitions
What is Organizational Change?

Leading Change is a process by which sponsors model a desired change and create an environment where individuals feel free to experiment with and embrace a new state of being.  State of being includes beliefs, thoughts, emotions and actions.

Change Management is a process of influencing individual transitions from one state of being to another. 

Why focus on organizational change?
While the saying is that "culture eats strategy for breakfast"...it also eats change for lunch and dinner!  Driving change in your organization is risky business.  When using traditional techniques, the odds are against you.  Surveys from many of the top consulting organizations quote a range of 50-75% of corporate initiatives fail to meet the stated objectives.  Improve your odds by making an investment in a partner that has experience and know how for beating the odds of failure.
Our Principles


Start with your own change.  Many changes fail because people look to change others before looking to change themselves.  Change happens one person at a time, so focus on your own change and let your actions do the talking.  If you are sponsoring or championing a change, then people will be looking to verify that your actions match your words.

Work with sponsors to create a social network of consequences for reinforcing the change.    As social beings, we become skilled at reading the culture / social influences and knowing what is important to an organization.  We learn to read the cultural norms by observing the relationship between consequences <-> actions and dialogue of others.  Therefore, in order to implement change in the workplace, we must replace the current exchange of consequences, actions and dialogue. 

Give people a voice in changes that impact them.  Individual change involves a choice for how people respond to the events in their lives.  No one likes to be told to change and we all need a sense of control for changes that impact us.  Make sure associates are clear about their role in making the change successful.  Engage people, ask questions, seek feedback and give people a voice in how they go about their work.

Focus on early adapters.  People respond differently to change.  Some people seek out change while others may avoid it.  Start by working with early adapters - those who are open minded, learners and tend to embrace new and different ways of thinking and doing things.  Lever the early adapters in influencing those that may be on the fence.  Save your energy in dealing with the late adapters.


Our Process - Two Journeys
Journey of Sponsorship

1.  Clarify the intent of the change - what is changing and what in not changing, why, and what will be different and exciting about the future?

2.  Vet and align on the intent, vision, desired outcomes and goals and how success will be measured and reinforced.

3.  Assess the impact of the change on the organization, associates and customers.

4.  Create a change strategy with clear priorities for what changes first, second, third, etc.

5.  Allocate time and create sense of urgency for working through our own transitions so you can model the change and walk the talk.

6.  Secure resources and develop a coalition of sponsorship to make the change happen.

7.  Engage others and communicate, ask questions and practice listening, listening and listening.

8.  Seek out resistance and remove obstacles that get in people's way.  Practice management by walking around and asking "what's working?" and "what are the opportunities to improve?".  Then act on what you hear. 

9.  Create consequences to reinforce the change.  Assess cultural norms ("how things are done around here") and formal management practices to test how aligned they are in reinforcing the intent and desired outcomes.  Vet proposed changes of cultural and management practices with senior leaders.   

10.  Plan for and celebrate small wins.  Create rewards and incentives to highlight those that make an effort to change and show improvements with new behaviors and performance. 
Journey of Individual Transitions

1.  Be aware of the change - what is changing, what is not changing and why?

2.  Have the desire to change yourself - determine what's in it for you (WIIFM), find a role to play, create your reason to be excited about the change.

3.  Clarify expectations with your direct supervisor.  Understand what new beliefs, thoughts, feelings and actions are needed for success.  What should you stop, start and continue?

4.  Get the knowledge and training to perform in your new role.  Experiment in an environment where it is safe to make mistakes.  

5.  Practice and get coaching and feedback.  Apply your learning in real world situations.  Ask your supervisor and peers for coaching and feedback about your performance.

6.  Encourage others to experiment and practice with the changes.  Provide candid, constructive feedback and solutions as opportunities, challenges and problems arise.