achieve viable change
Project highlights from two continents:
- Austria: Crisis management for one of the largest banking groups.
- Austria, Switzerland, Germany: Innovative e-learning solution.
- Czech Republic, Romania, Slovakia: Advised boards of the largest banks during transition to the market economy.
- France and Germany: Post acquisition integration in different industries.
- Germany: IT Strategy development and implementation.
- Luxembourg: Process improvements for securities transactions.
- Mauritius: Serving on the board of a consumer finance business.
- Nigeria: Training for bank directors on IT Governance.
- South Africa: Communication and training for an audience of 3,500 in collaboration with a Chinese technology partner.
- Tanzania and Uganda: Project reviews ensuring the success of information technology in emerging countries.
Mobilizing in-house capabilities
The mobile phone operator was planning to leverage supplier capabilities for change management. The existence of a strong corporate culture called for in-house knowledge as to how to achieve change.
To do this we engaged with various client departments to form a strong change management team, which also included members from the Chinese supplier. The challenge was to train 3,500 call center agents across South Africa on the new business technology within a few months – while keeping them productive in their daily business. This schedule overlapped with the football world championship hosted by South Africa. A big concern, given that we had to plan the logistics and accommodation for so many people. Daily reporting on participants passing the training as well as their positive feedback put the concerns at rest very quickly.
We were complimented for our knowledge ….. “About IT and its inner workings and how it can motivate and support business to achieve its strategies.”
Inclusive project governance
This durable consumer goods manufacturer acquired a manufacturing firm in a neighboring country. Several million EUR were at stake when it was decided to change the business model of the acquired company. Every function was impacted, from finance to warehousing. The challenge was to accomplish the changes within less than 9 month.
Top management attention was high. The steering committee included several board members. The true challenge for us was orchestrating the many stakeholders and their varying agendas across two different cultures. We called for all impediments to a timely delivery to be put on the table, even if only remotely likely. Very soon a “can do” attitude took over and we delivered on time.
A few months later, a manager noted: “Since you left, life here has gotten really boring.” – It shows that people really can embrace change as something good – if it’s done well.
Lost in a jungle of acronyms?
This round of technology innovation might make financial services institutions rethink their business models in some very fundamental ways. More banking services are relying heavily on technology, such as mobile banking. It means that innovation and technology must move up a few notches on a board’s agenda.
Very often, the understanding of technology doesn’t keep pace with the change we are experiencing. Many members of the top management fear losing face when asking questions about technology because they are not familiar with the jargon.
Our 3-day training translated the core concepts of IT Governance into business language. The training included real life examples and case studies. “The course was quite educative and had surely improved the ability of non-executive Directors in their oversight function on IT in their institutions”, said one of the participants. It also prepared them to speak up with more confidence if more acronyms come their way.
Keep on rollin …..
Business Intelligence solutions are game changers in many industries today. This global life sciences company wisely chose a gradual rollout approach for their innovative reporting solutions. A gradual rollout approach breaks up the technology into several packages, which will be deployed over a longer period.
We developed a methodology to support this gradual rollout approach. The methodology defines a standard for all activities needed for a successful rollout of this kind of reporting solutions, including learning, communication, incentives and performance support.
The advantages of having a standard methodology are twofold: Firstly, the standardized approach helps to contain the cost of rolling out multiple packages. Secondly, even more importantly, it contributes to keeping the productivity of the target audience high, because they know what to expect when the next package is due.
Does turning ideas into action take too long? The smooth collaboration between your Business and Technology teams is crucial for an agile organisation. But often they seem to speak different languages and to operate on different time lines. We help your Business and Technology teams joining forces. The challenge is best addressed at multiple levels of your organization:
- Leading change starts in the board room. 3-day Technology Governance training for your top management or your board.
- Engage us for a key-note speech on Technology Governance in the board room.
- Is your board well prepared to oversee technology? Coaching your board for better technology oversight.
- A transformation program needs to link into the line organization effectively to run well. We help you implementing better Technology Governance.
- Joint workshops with Technology and Business teams help building trust in incremental steps. All the way from the initial diagnosis to replicating effects across your organisation.
You get what you measure! Are you surprised to see this statement applied to change management? Recent research clearly indicates, that many change initiatives fail, even though all the soft factors, like motivation and leadership have been aligned. With a clear picture of where progress is lacking, management attention can be targeted to bring the change initiative back on track.
Engage with us for:
- A workshop on measurement, rewards and reporting as you embark on a change program. We suggest doing this in the early stages of your change program.
- Developing a Roadmap to Business Readiness to understand the consequences of your change initiative for productivity and operational risk. Use this roadmap to turn hindsight into foresight: Anticipate the challenges of rolling out your change initiative.
- Coaching for your program management during design and execution of business readiness programs.
We are dedicated to helping organizations achieve change. When setting up a change program, we always keep the focus on the expected value for the organization. Our approach is very hands-on and often accompanied by measuring the change progress. This makes the change viable and the journey towards reaching your goals fun.
We speak business and understand technology, deploying our outstanding communication skills to achieve optimal results for both. All our experts work comfortably with the top management, building confidence and commitment to change.
About the founder of Acoyvis:
Susanne’s career includes top management roles (CxO, VP) and consulting assignments for several Fortune Global 500 companies. A detailed profile is available here: Susanne’s Profile.
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