Plan and Lead Successful Change Initiatives

Executives Lack Confidence

Don’t Become a Negative Statistic!

The first data point is very telling: 96% of organizations are in some phase of change. Unlike the 82% who don’t feel prepared to lead change, Take Action! Seek help or training to build your change leadership abilities. Methods and processes for leading change are evolving. 20-year old paradigms are proving to be ineffective. Modern change leaders are more adaptive, flexible, and comfortable with complexity. Here’s a little self-assessment to determine if you are ready if called to lead change.

Here’s how today’s leaders approach change

• They engage people early, bringing them together to craft compelling narratives through group discourse focusing on capabilities, capacities, competencies, and shared objectives.
• They consider diversity, inclusion and the impact any change can have on how people feel, what they believe, and how they interact, communicate, and collaborate.
• Rather than initiate a monolithic rollout and cascading change, contemporary change leaders encourage pilots, local experiments, cross-functional problem solving, and adaptability.
• Trust and acceptance are at the core of successful change projects. Reinforcement, recognition, and accountability as a learning method are intrenched in cycles of continuous improvement and growth.

At ITC, we empower clients, helping them become independent change leaders able to make change happen themselves.

Case Studies

A Regional Hospital in Northwestern U.S.

The hospital’s leadership team was concerned about employees’ abilities to adapt to new and constantly changing conditions. Technological advances in the medical field, shortages of qualified staff, the retirement of key personnel, and the constant integration of new people into established teams were disruptive and unsettling… ITC improved communication, made collaboration part of the culture, and transferred knowledge and skills to members of the organization…

An Auto Plant in the American Midwest

An auto manufacturer wanted to create a new organizational structure incorporating empowerment and self-directed teams. The manufacturer was opening a new plant to manufacture anti-lock brake systems for its small trucks and midsized cars. A brown field site was selected, and a small management team was assembled to oversee the project. A new organizational structure, involving empowered, self-directed, agile teams, was to be incorporated into the new plant’s operations. These were new concepts and practices that were being introduced into many of the manufacturer’s plants and facilities. But it wasn’t going to be easy. The manufacturer had a long, and often embattled relationship, with a national union. And these new, teaming structures necessitated changes to the decades-old charter between the union and manufacturer. ITC helped the two parties come up with shared objectives, a process for labor and management collaboration, and implement empowered, self-directed teams…

A National Mortgage Company in SoCal

A National Mortgage Company in SoCal was updating its loan origination software. It wanted help with training, quickly rolling out the app, and getting buy-in among the thousands of employees who would use the system daily. ITC was approached to help with the rollout, provide training, and, most importantly, help people quickly adjust to the new application. Eighty percent of the company’s workforce, spread across 38 states, had to start using the app seamlessly the day it went live…