Reap Change

Corporate Directors lose their cool when their Change Management teams can't solve these problems: End-users are not just resistant to Change, but defiant. Corporate messaging isn't convincing end-users to Change. The enterprise is unable to build cross-functional or geographic consensus for Change. Staff morale is plummeting despite the Change communications campaign. I've been on Change Management programs like these. Before I joined PricewaterhouseCoopers, I dealt with leaderships who were not onboard with new IT projects. At BearingPoint, aligning client leadership with enterprise objectives for Change was 80% of the effort. Then I became APAC Change Management lead as an independent consultant for a global digital transformation program. I formulated all the experience as a Change Manager I had gained over the years. The Change program I led was the only one that succeeded! My program had a 100% user adoption rate! The Change effort the client ran in Region 1 with internal resources failed. The initiative in Region 2 that a Big 4 consulting company managed had mediocre results. BUT I NAILED 100% TECH ADOPTION AS AN INDIE OCM PRACTITIONER! And I used the OCM approach on a State-wide Change initiative with the same success. I packaged what people resist about Change so they become Champions of Change. If you're a Director in an enterprise and you own a Change Management program that is going sideways, you're not alone. I feel your pain. I can help. I call the Change approach … REAP|Change™ Check that your Change program is enacting this well-grounded, proven action plan for corporate transformation: R — Readiness E — Engagement A — Alignment P — Practice When you master these high-octane forces of Change: users come into alignment with objectives workers reach across silos to collaborate employee resistance and cynicism to Change melts away staff become champions of the technology