Organization's developing new strategies, or revamping old ones, need to reduce the chance of failure. This requires ensuring that all employees, and even external partners sometimes, understand the proposed strategy, support it, and actually implement it. Their enthusiastic support will make the difference between getting results, or a theoretical exercise.

Change management is way to ensure that this support is developed. The change journey must be planned alongside the development of the strategy so that the practicality of the proposed strategy is assessed in real-time, and changes are made before its too late.

Our approach and a sample of our experience can be viewed below.


Change management is both an art and a science. It requires both empathy and social awareness, as well as the application of program management techniques and tools.

1 Change Planning - Creating the "Journey Map"

We start with creating a Journey Map. This is the guiding star for the organization's change initiatives, and is a living document that depicts what the organization looks like as it progresses towards achieving the vision. It acts as the highest level guide for change strategy and change program management.

The Journey Map provides an idea of what will change, the milestones for changes, and a description of benefits achieved. It also lists the risks due to the proposed changes and how to mitigate them. The Journey Map is created through a workshop with the organization's leadership to collectively agree on:

  • Current state, and desired end-state
  • Elements to change (identify high priority elements)
  • Key capabilities needed to achieve end-state
  • Enterprise level inter-dependencies of the key capabilities
  • Risks and mitigation

2 Devising the Change Strategy

A Change Strategy focuses on how to enable sustainable change, and lays out, over the long-term, the interventions required to achieve the highest impact and minimize change risk. It is created via 3 steps, that move the organization through a process of appreciating the need for change, and understanding how to manage it:

  • Working with key business and solution subject matter experts to identify stakeholders and determine their needs, expectations, constraints.
  • Defining how the change structure should be organized and governed by leadership.
  • Laying out the sequence of change, outcomes, measures, and activities for each impacted stakeholder group.

3 Implementing Change

Driving desired change is a long-term and ongoing process, which is never really done. However, it is critical that it be planned for along with the development of the overall strategy. There are 3 main initiatives we undertake to ensure smooth launch of the change process:

a - Building Leadership Commitment:

  • Working sessions with key leaders to identify and articulate future state vision and outcomes/success criteria.
  • Ongoing education and input sessions with senior and mid-level leaders to help them remain aligned and engaged
  • Develop audience-specific messages through communications function and internal social networks, both online and offline.

b - Enabling the Organization

  • Identifying requirements to support the implementation of change with new functions/positions and roles.
  • Working with functional and business leadership to identify the steps and timing to implement any key organizational/role/job shifts.
  • Working with HR to develop the learning and performance materials and tools to support the organization acquiring the right skills and capabilities.

c - Owning and Monitoring Change

  • Establishing and monitoring a network of change agents to act as liaisons between program leadership and target stakeholders.
  • Measuring and reporting how effectively the organization is progressing through the process by using formal surveys and analytical tools.

Sample Experience

(The following is a non-exhaustive list of engagements provided as a sample of total experience)

Business Plan and Change Strategy for Indian affiliate of INGO – Using interviews and workshops with the affiliate’s leadership, the affiliate strategy was defined (derived and aligned with global vision) and then the business model was developed, focusing on objectives, stakeholders, value proposition and a market analysis. A Business Plan was created to detail out the business model in the areas of Finance & Income Planning, Communication Planning and Governance Structure & Operations. Last, a Change Plan was built describing how the affiliate planned and managed the implementation of the required changes to achieve the desired business model by 2020.


Business Strategy and Corporate Transformation of a member of one of India’s largest and oldest corporate groups in the automobile ancillaries sector. After reviewing markets and customer needs through a Voice of Customer exercise, a detailed market-product strategy was drawn up and implemented along with structural and systemic changes to marketing, manufacturing, human resource management and purchase functions.


Strategy Implementation for Indian branch of US NGO, including Change Planning and Support. After developing a new strategy, the organization required the preparation of a change implementation plan. Also, the organization proposed to spinoff several of its programs. This required the inclusion of several specific activities in the strategy implementation plan, as well as the identification of specialized advisory partners to guide the organization in its legal and operating changes.


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