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Change management  

Organizations consist of people, and the project work is carried by relations. Therefore, successful organizational implementation requires an ability to put yourself in other people’s place and guide them securely through the changes. For this same reason Peak’s change managers spend less time behind the desk and more time amongst the people who are required to do things differently from what they are used to. 

Organizational change management is fundamentally about helping an individual or a group from one situation to another. It is about understanding their starting point and also understanding what preoccupies them outside of just this change. Therefore, implementation of new IT-systems, changed work procedures or mergers, are not merely technical practices. They are about people. And about anticipating the challenges that will arise. The most important tool in this connection is your legs, that can carry you around to the people who have to be involved and enter into close cooperative relationships. An understanding of established frameworks and management principles is of course also helpful.  

What are the effects of good change management? 

Both employees and managers who are not sufficiently involved in designing both the future situation and the road to it, can become heavy opponents. In the worst-case scenario, they can bring down the results of the initiative. But with the right change management you can forestall these and create value by: 

  • Realising the benefits of the project 
  • Creating stimulating and innovative co-operative situations  
  • Ensuring motivation amongst employees and managers 
  • Creating a faster and better anchored transition to operation 

patrick Sorentino, forandringsledelse

Patrick Sorrentino

Client Director

Tlf: 26 16 40 28

Our approach

At Peak we help businesses and organizations create real changes. But we also help prepare everyone to act within the new reality the changes entail. Among other things, we do this through: 

Sponsor involvement: 

The necessary stakeholders must be involved and briefed both before, during and after the change. The responsible managers in particular, have to defend the changes their employees have to carry out.  

Training: 

Employees and managers must be prepared to have the ability- and wish to be a part of the new reality after the implementation. 

Timely communication 

Employees must be prepared for the changes through proper involvement and communication, and management must accommodate doubts that may arise during the process.  

Motivation 

People are controlled by all sorts of things other than their job descriptions – for example, competencies, experiences, feelings and relations. Motivation, engagement and constructive contributions have to come via involvement, co-operation and acknowledgement.  

Handling of possible opposition 

Opposition is a natural reaction to change, but it is important to be able to anticipate it and prevent potential conflicts in relation to the change.  

Results

Coop fik ny SAP-driftsleverandør på under 4 måneder
Ny projektmodel skabte bedre projektkultur på Retsmedicinsk
Sådan fik Københavns Lufthavn styring på +100 projekter med porteføljestyring

Do you want our help?

We can help your organization establish roles and responsibilities, devise a plan for change as well as organise your change-supporting activities. This allows you to achieve a far greater success-rate and realization of your strategy. We assess your unique conditions and challenges, and together we identify relevant initiatives for strengthening your steps to securing effective changes, regardless of whether it is related to the individual project/program or the business’s general ability to implement the new.  

Related services

P3M3® maturity assessment 
Maturing and governance  
Program management  

Related courses

it service management
Styregruppe
M_o_R Foundation
Risikostyring
Projektledelse for forskere

Feel free to reach out:

info@peakconsulting.dk | Tlf: +45 3526 2880

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