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The external environment has become very complex, uncertain, volatile and ambiguous and organizations and leaders are forced to adapt. They need to lead the organizations sometimes blindly, having no compass or other orientation instruments.

We see 5 Major Unseen Costs in any Organizational Change Process:

  • ✓ Productivity decreases due to resistance to change
  • ✓ Additional salaries to be paid to extra staff hired in compensation
  • ✓ Compensations packages
  • ✓ Administrative costs related to the change implementation
  • ✓ Strikes and stock issues
  • ✓ Sabotage

What we Offer

We offer a customized mixture of methods & services, and a responsive service that reacts quickly and flexibly to your needs:

  • legal advice concerning M&A related projects, detailed legal and financial due diligence reports, assistance with respect to the planning, execution, and implementation of the project
  • advice and representation related to insolvency proceedings, provided both to creditors, in order to assure and maximize the recovery of the debts, and to the debtors, by elaborating and implementing strategies to ensure the successful reorganization, as well as to the investors interested in purchasing assets from companies undergoing insolvency proceedings
  • management of employment issues pertaining to the client’s activity, such as advice provided to HR departments in order to assure effective and legally compliant staff management systems, management of HR relationships, at both individual and collective level, litigation related to employment matters.

When organisations introduce their strategic plan (or operational plan, or merger & acquisition plan, or cost reduction plan – any plan that introduces new initiatives), it’s important they remember that most people aren’t involved in the planning process. The way the plan is initially, officially introduced needs to be carefully crafted so, as to address concerns and the what’s-in-it-for-me right away to start out on the positive path to change adoption.

Creating champions of change will help the organization make changes to its process that stick, and truly push the organization forward. The initiatives need to eventually be implemented and become a new part of the daily operations.

We must engage all team members at the “what’s-in-it-for-me” juncture.

The purpose of this initial analysis is to determine the actors’ impact on the project and to also determine each actor’s polarity, – is the actor positive, neutral, or negative to the project and to which extent each of the actors are influencing our goal.

In every organizational change project there is going to be something that people are going to need to do differently. These are the behavioral objectives of the change. The truth of the matter is there is no change unless people change their behavior.

By integrating change management with project management methodologies, we can offer support to manage the human objectives of the change with the same level of rigor as applied to the technical/process oriented objectives.

Change Management has become a go-to term for most organizational HR problems, so much so that it loses its real meaning in some situations. We have developed a highly customizable training designed to be delivered to organizations’ change enablers (managers, supervisors, team leaders, etc.), allowing ourselves to package and construct the intentional messages differently depending on the participants, depending on the context:  whether we train to create awareness or spur future action and cooperation.

We employ psychometric and organometric tools and/or build customized surveys from scratch, in a quest to answer some cornerstone questions in leading transformational/Change initiatives:

  • How do we align everyone to maximize their impact across disparate and disjointed processes?
  • Do we have a framework and language of impact that aligns the business strategy, with the change management program schedule and in turn connecting the recruitment process underpinned by organizational values to maximize the required impact?
  • How do we create a common language and framework of impact to realize the business objectives?
  • How do we manage the tensions that arise between business units during the change process?

How do we ensure that all parties feel valued for the impact they are making?

Poor change communication is one of the reasons why organizational change fails, and success of any organizational change lies in the relationships it builds with its people. So communicating change, its goals, benefits and the roles employees play in that change is critical. Humans are creatures of habit – we operate best when we know what is expected of us, as scheduled. It’s only natural we feel frustrated and demonstrate some level of resistance. In projects of change, we stand behind our client’s in effectively addressing their teams’ concerns and giving them a degree of control over the change.