Project: Change Management

THE BUSINESS

Our client is a Canadian University with whom we’ve provided consulting services for the last 13 years. In this project we worked with the IT Services Department to provide Change Management expertise, tools, and resources to both the process and people side of change.

The IT Services department provides the computing infrastructure and expertise for solution, hosting, communication, workplace, reporting & analytics services plus security & risk management services to the University’s employees, partners, and domestic and international students. Technological is one of the University’s core business strengths. To capitalize and continuously improve this core strength, the IT Services Department recognized a need for transformational change.

THE ENGAGEMENT

Our client was undertaking an organizational redesign including role profiles, job functions, and job grades while at the same time embarking on large-scale business and system transformational change.

They knew certain processes, tools, and systems weren’t working for them. They had identified certain job functions needed changing, and they knew that they needed a more collaborative/cross-functional structure if they were to realize their desired business changes.

As with any large scale change, our client advised that there was some skepticism towards the business and system transformation. As a trusted partner, they chose the Jackson Consulting Group (JCG) to work closely with the team to develop a change strategy that helped ensure specific changes were accomplished, and more importantly, that agile, collaborative, and cross-functional processes and behaviours became part of their everyday culture.

WHAT WE DID

Foundationally, there was a possibility everyone in the unit would be impacted by the changes that were coming – so we started by bringing everyone together to break down silos and get a clear understanding of the current state.

JCG engaged people at all levels to understand the key business functions/processes that were causing the most pain and collectively brainstormed solutions to improve.

We provided a highly collaborative, repeatable framework for continuous process improvement that empowers people to influence and own the changes that impact their roles. Simultaneously, we worked closely with the leadership team to bring greater awareness to the importance of change management and communication: we supported their skill development and capabilities, enabling them to shift from a historically top down/latent communication approach to a more upstream, collaborative, co-created solutions approach. Through this approach the leadership team learned the importance of the change process; rather than simply knowing and providing the answers, the leadership recognized the importance of bringing people along with them.

RESULTS

Business process changes

• As part of the process, JCG helped the teams to generate over 60 improvement ideas, a number of which were considered Quick Wins and implemented immediately. Others were implemented as part of the Stabilization Phase or explored for implementation by year end.
• In addition, the teams generated several longer-term improvement ideas – many of which were in the process of being worked on during and by the end of our engagement.

Culture change

• JCG provided the department with new way of approaching their everyday work and a new approach to leading transformational change with their partners across the university.
• Team members positively reported that they had never been engaged in this way before; they felt like they had a voice in the on-going process.
• Team members appreciated the fact that change can be incremental and that it doesn’t have to be perfect.
• They reported that the JCG change process highlighted the importance of communication and collaboration and that they were now engaged in cross-functional learning, breaking down silos, and creating communication bridges across functions.
• Most recent feedback indicates that these positive changes have become embedded into the department’s everyday behaviour.