Post-Change Management Evaluation

#Post3 An Engineer Left the Company. Months Later, a Reboiler Exploded. Coincidence⁉️⁉️⁉️ The January 2023 reboiler explosion at the Honeywell Geismar plant is a stark reminder that your biggest risks may not be in your pipes, but in your personnel changes. According to the CSB report, the story is alarming: * A Known Risk: An October 2021 inspection identified that the reboiler shell was dangerously thin and needed replacement. * A Critical Task: The unit's maintenance engineer initiated a capital project to replace it. This project was a "key safety task." * A Personnel Change: In April 2022, that engineer left the company. * A System Failure: Honeywell failed to follow its own Management of Organizational Change (MOOC) procedure. The critical project was never reassigned. Knowledge of the reboiler's urgent condition was lost. * A Catastrophe: The reboiler ran to failure, exploding and releasing over 800 pounds of HF and 1,600 pounds of chlorine. The site's capital project system also failed, funding 78 other lower-priority or unrated projects while the critical reboiler replacement languished. This incident wasn't just a mechanical failure; it was a failure of organizational resilience. It highlights the absolute necessity of robust systems for managing personnel and organizational change (MOOC/MOPC). When an employee leaves, how do you ensure their safety-critical responsibilities are seamlessly transferred? #OrganizationalChange #MOOC #ProcessSafety #RiskManagement #HumanFactors #SafetyCulture #CapitalProjects #CSB

Turning Organizational change into Innovation opportunities Did you know? According to a McKinsey study, 70% of change programs fail to achieve their goals, largely due to employee resistance and lack of management support. Recently, I organized an innovation session at Siemens Gamesa during a time of organizational change. It's natural for employees to feel anxious about their roles and futures when shifts occur. But I saw this as a perfect opportunity to develop a growth mindset and spark innovation. We focused on design thinking and changing perspectives. Instead of dwelling on uncertainties, we channeled energy into generating new ideas and business cases. We explored collaboration opportunities across reshuffled teams and leveraged our institutional knowledge to identify overlooked improvement areas. As John F. Kennedy once said, "Change is the law of life. And those who look only to the past or present are certain to miss the future." The results were inspiring. The team emerged with a wealth of innovative ideas, some already slated for implementation. This not only boosted morale but reinforced the power of adopting change with creativity. Remember, organizational change can be a catalyst for innovation. By focusing on what we can control, thinking differently and seeing possibilities where others see obstacles, we can turn uncertainty into opportunity. If your company is navigating change, I'd love to hear about your experiences. Let's connect and explore how we can turn change into growth! #OrganizationalChange #Innovation #GrowthMindset #LeadershipDevelopment

"We saved money with outsourcing, but we're losing our customers." That's what the CTO of a major Nordic bank told us when their software development partner in India couldn't grasp what their customers actually needed. Sound familiar? This $2B bank had outsourced development for cost savings. But the gap between Nordic customer expectations and delivery was widening. Product enhancements weren't hitting the mark. Quality was slipping. So they made a bold move: brought 65-70% of their outsourced team in-house, creating their own Global Capability Centre in India. But here's the thing—hiring the same people doesn't automatically fix the culture problem. That's where we came in. Here's how we transformed their struggle into success: 📍 We started with alignment, not assumptions. Vision and strategy workshops with GCC leadership created a shared understanding of what "Nordic quality" actually meant. 📍 We equipped managers to bridge cultures. Multiple capability workshops helped Indian managers understand Danish operational styles—and vice versa. 📍 We addressed team-specific challenges. Targeted interventions for vertical teams solved unique behavioral and alignment issues that were holding back performance. 📍 We invested in cross-cultural understanding. Workshops highlighted cultural sensitivities and differences, turning potential friction points into collaboration strengths. 📍 We coached high-potential leaders individually. 1-on-1 coaching helped emerging leaders navigate the evolving environment and exceed expectations. The result after 2 years? → A fully integrated GCC aligned with parent company culture → Peak performance levels that met Nordic quality standards → Cost savings maintained while customer satisfaction improved The lesson? When you bring outsourced teams in-house, don't just change the org chart. Change the culture. Facing a similar GCC transformation challenge? Let's connect. #GlobalCapabilityCenter #CulturalIntegration #BusinessTransformation #LeadershipDevelopment #GCC

What tool sets Architects apart? In the fast-paced world of Enterprise and Technology Architecture, clarity isn't just beneficial—it's indispensable. Architects often juggle numerous priorities, complex systems, and ambitious strategic goals. But how can we bridge the present realities and future aspirations of an organization seamlessly and efficiently? Enter the GAP Analysis. 🌉 It is easy to underestimate the power of a GAP Analysis. Yet it is precisely this step that can turn ambiguity into clarity and aspirations into actionable roadmaps. Consider the typical journey: You start with a Current State Analysis. This vital first step establishes a factual baseline—a clear-eyed, unbiased view of where your organization stands today. 📍 Without this grounded perspective, any strategy risks being disconnected from reality. Next comes the Future State Analysis, a compelling vision aligned closely with strategic ambitions. This vision is your north star 🌟, the target state that drives alignment, investment, and enthusiasm within your teams. Yet, despite having a clear current state and an inspiring future state, organizations often stall. They face the daunting question: "How exactly do we get there?" 🤔 This is where the GAP Analysis shines. The GAP Analysis is not just about identifying differences—it's about uncovering hidden opportunities and strategic insights. It answers critical questions: 🆕 What capabilities do we need to enhance or develop? ⏹️ What obstacles are preventing us from reaching our envisioned future? ➡️ Where are the quick wins, and where should we invest for long-term impact? As architects, using GAP Analysis means taking a proactive role, turning what might otherwise be perceived as gaps or shortcomings into strategic levers. This analytical technique becomes a bridge, transforming aspiration into achievable steps, clarity into strategy, and ultimately, strategy into execution. And finally, armed with these insights, creating your Roadmap becomes not just simpler, but far more impactful. Each initiative on your roadmap now clearly connects current realities with future possibilities, powered by insightful GAP Analysis findings. 🚀 In short, GAP Analysis is not merely a technical step—it's an essential strategic practice. It elevates the role of the architect, positioning you not just as a passive analyst, but as an active shaper of your organization's future. Have you leveraged GAP Analysis recently in your organization or architecture practice? I'd love to hear your experiences and thoughts in the comments below. 💬 #enterprisearchitcture #enterprisearchitecture40 #GAPanalysis

Facilitating Change in an Organization? Use the Beckhard-Harris Change Equation. Managers often spot the need for change long before employees do. But let’s face it—resistance to change is inevitable. People naturally cling to the status quo. So, how do you overcome that? The Beckhard-Harris Change Equation provides a simple framework for assessing your change initiatives' success (or failure). Here’s how it works: ☑ 1. Dissatisfaction (D): The Starting Point. ↳ Are people unhappy with the current situation? ↳ Do they recognize the need for change? This is the fuel for the change process. Often, individuals don’t realize the need for improvement, and it’s up to leaders to highlight inefficiencies or opportunities. ✅ Build a well-rounded case for change. ✅ Highlight issues from customer, stakeholder, and employee perspectives. ✅ Make it clear: the current way of working isn’t sustainable. ☑ 2. Vision (V): The Compass. ↳ What does the future look like? ↳ How will the change benefit employees and the organization? The vision must be: ✅ Clear and succinct. ✅ Tied to the company’s core beliefs and values. ✅ Inclusive of everyone’s role in shaping the future. When employees can see how change benefits them in the short and long term, they’re far more likely to buy in. ☑ 3. First Steps (F): The Action Plan. ↳ What are the initial, actionable steps? ↳ Are they realistic and achievable? Employees will lose motivation if the first steps feel too big or unclear. Keep these in mind: ✅ Define roles clearly. ✅ Set small, visible progress goals. ✅ Provide the support employees need to succeed. When people see steady, tangible progress, they’ll stay motivated to reach the bigger goal. 4. Resistance to Change (R): The Challenge. ↳ Resistance is natural—staying the same is easier than taking risks. Your job is to ensure that D x V x F > R. This means: ✅ Dissatisfaction, Vision, and First Steps combined must outweigh resistance. ✅ Address fears early and provide ongoing encouragement. Using the Change Equation. While subjective, the model helps leaders: ✅ Identify weak spots (D, V, or F). ✅ Adjust strategies to make change more compelling. If any one factor (D, V, or F) needs to be added or stronger, the initiative will succeed. All three must work together to push past resistance and drive change. Limitations to Keep in Mind: The simplicity of the equation is both its strength and its weakness. It doesn’t account for: - The systems, structures, and processes needed for change. - The unique weight each factor holds in different scenarios. Still, it’s a powerful starting point to navigate change effectively. Ps. If you found this helpful, follow me for more actionable frameworks! 🙏

“Innovation is born when comfort zones are shattered. Most facilitators guide conversations—disruptive facilitators ignite transformation. The difference? One informs. The other provokes. In a world drowning in information, facilitation must evolve beyond passive knowledge transfer. Disruptive facilitation isn’t about delivering content—it’s about dismantling assumptions and reconstructing new ways of thinking. Peter Drucker once said, “The most important thing in communication is to hear what isn’t being said.” Disruptive facilitators amplify these unspoken truths—challenging participants to confront biases, question the status quo, and co-create future possibilities. Here’s what separates disruptive facilitation from conventional methods: 1. Provocative Inquiry Over Predictable Questions Surface-level questions reinforce existing narratives. Disruptive facilitators employ strategic provocation—asking the questions no one else will, to unearth what’s hidden beneath the obvious. 2. Dynamic Tension Over Comfort Zones Growth happens in discomfort. By fostering productive friction, disruptive facilitation forces cognitive dissonance—compelling participants to navigate ambiguity and think expansively. 3. Systems Thinking Over Linear Solutions Instead of isolated problems, disruptive facilitators expose systemic patterns. This holistic lens shifts the focus from quick fixes to sustainable, scalable solutions. 4. Participant-Driven Dialogue Over Facilitator Expertise Authority is decentralized. Disruptive facilitators empower participants to shape the conversation—because the future isn’t dictated from the front of the room. Why does this matter? Because in an era of rapid change, the ability to challenge and disrupt isn’t just a facilitation skill—it’s a competitive advantage. As futurist Alvin Toffler noted, “The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.” Facilitation must follow suit. Are you still facilitating for comfort—or are you facilitating for change? Let’s discuss—how do you challenge the status quo in your facilitation practice?

How can we improve communications about organizational change 🤔 📣 Communications play a pivotal role in people-centric change. High quality communications about what the transformation means for individuals and teams can help to address questions such as: Why is the transformation necessary? Who will the transformation affect? What is going to change and When? How will I be affected by the change? Some of the practical ways to ensure high quality communication about organizational transformations include (but are not limited to): ▶️ Engage in dialogue throughout the transformation process.  Creating a safe space for conversations about change can help people to rasie their concerns, hopes and fears. ▶️ Know your audience Have a firm understanding of the audience’s perspective and what information they already know and what questions or concerns they have.    ▶️ Focus on Visualization Things that people see are more likely to evoke emotions than things they hear or read. Use a variety of communication channels include videos, pictures and images. ▶️ Deliver the message with the appropriate tone and style using: ✴️ Compassion: Show the audience that you care about their perspectives and inform employees as soon as possible about the transformation including: Why, When and How the process will evolve and within what expected time span. ✴️ Clarity: Communicate clearly and repeat key messages. Just because you have communicated the message once does not mean that individuals will have heard it, internalised it or made sense of it. ✴️ Conciseness: Ensure that the message is short enough to internalize. Long, complicated sentences make written ideas hard to understand because they demand more concentration. Keep communications short, clear and concise. ✴️ Connection: Connect emotionally with the audience and provide opportunities for employees to give feedback by: ensuring appropriate channels for employee voice  and that different groups feel able to access them; actively seeking people’s ideas; and take action on feedback. ✴️ Candor. Admit what you don’t know, for instance, if an employee asks you whether there will be redundancies, and you are not sure whether they will happen or not. Your response might be: “I wish I could tell you exactly what is going to happen. We will give you updates as soon as we know them.” ▶️ Avoid overcommunicating A word of caution is required because most organizations overcommunicate about change which can lead to confusion and disengagement. Rather than overloading people with formal communications especially email build in time for conversations. Source: Hodges, J. (2024) People-centric change: engaging employees with business transformations. Kogan Page Publishing, London - Chapter 5 Joe Ferner-Reeves Lucy Carter Emma Dodworth Laura de Ruiter, PhD Lisa Cardow Inga Grigaliunaite Durham University Business School

This is the costliest mistake you can make in business! Can you guess it? It is when you solve the wrong problem. A client once told me:"We need a new business strategy to scale faster." It sounded logical, rethink the model, expand aggressively, and capture more market share. But instead of diving into strategy decks and frameworks, I asked: "What’s holding back your current strategy?" That’s when the real challenge surfaced. It wasn’t about needing a new strategy, it was about execution gaps in the existing one. ❌ Lack of alignment: Teams were moving in different directions with no clear priorities. ❌ No execution framework: Ideas were great, but they weren’t translating into results. ❌ Scaling too soon: Processes were broken, and growth was creating chaos instead of efficiency. Their real problem wasn’t a weak strategy. It was poor execution and lack of operational readiness. Rewriting the strategy wouldn’t fix that. But getting the right systems, accountability, and execution mindset in place would. Diagnose Before You Pivot. ✅ Ask the right questions: Is it the strategy that’s broken, or how it’s executed? ✅ Focus on alignment: Does every level of the business understand and drive the strategy? ✅ Reframe the challenge: Are we changing direction unnecessarily, or fixing the real execution gaps? Great leaders don’t just chase new strategies, they ensure the right ones are executed well. Before you pivot, pause. Dig deeper. The strategy might not be the problem, it might be how it’s being applied. Ever seen businesses chase strategy changes when the real issue was execution? What did you do at that moment? #leadership #research #storytelling #mindset

We communicated the change. Why isn’t it sticking? Or worse, why is there so much resistance? One of the most common and costly mistakes I see in change initiatives is this: → A big decision is made → It’s announced confidently at a town hall → Then… silence. For weeks and sometimes months. Eventually, it’s time to deliver. Urgency kicks in, and leaders start pushing for progress but the team is still operating on different assumptions. Sound familiar? It wasn’t because the decision was poorly communicated. It was a false finish line. The belief that once something is said once or twice, clarity is created and the job is done. But in reality, that silence gets between the announcement and action gets filled with second-guessing, fear and politics. High-performing teams treat communication differently. They accept that clarity doesn’t emerge on its own. It’s a leadership behaviour, a habit and a system. Here’s what they do instead: → Revisit and reaffirm direction more often than they update decks → Create space for questions, not just announcements → Build clarity into team rhythms, not just rely on “good messaging” → Never assume the message was interpreted the same way by everyone And sometimes, it’s as simple as asking: “Before we move on, what assumptions are we each making right now? Here’s what I heard. Is that what you meant?” That kind of check-in has prevented potentially months of misalignment for leadership teams I’ve worked with. Clarity is never a one-off event. It’s something leadership teams create together, repeatedly, and visibly. Have you seen this play out before? Let me know what worked and what didn’t. #clarity #changemanagement #communications #leadership #performance #success Lily Woi Coaching Limited