Many transformations do not deliver the expected results because they are too focused on achieving operational or technological objectives, to the detriment of taking the human factor into account. Managing change consists of channeling the organization’s efforts towards the levers of transformation, first and foremost its employees, with the objective of overcoming natural resistance to change by ensuring that everyone is on board in a positive dynamic. And this while respecting deadlines, budgets and targeted results (operational, economic and financial).

Very often, the management of a transformation program is limited to monitoring tasks according to a given schedule. Beyond these elements, operational management (PMO) is all the more necessary as the contributors belong to matrix organizations that are characterized by silos. Ongoing risk analysis (probability of occurrence and degree of impact on the program) and the formalization of associated mitigation actions make it possible to secure completion. And to react quickly to readjust both the action plans and the resulting objectives. In an agile and dynamic way.

Also, organizations often fail to monitor the achievement – or not – of the results expected from the implementation of their transformation. By empowering leaders and managers through indicators that are voluntarily synthetic, highly operational and easy to measure and monitor, results management makes it possible to validate, as progress is made, the effective achievement of the expected operational, economic and financial gains.

Last but not least, from the construction of a new organization to the implementation of new operating modes, from a move to the deployment of new processes, from the integration of digital and disruptive technologies to changes impacting internal or external resources: the human accompaniment of change must be systematic. Because there is no such thing as a “small” change when the transformation creates disruption in the daily work of employees.

Several approaches are to be favored during these changes:

• Explain and communicate, because a change that is not understood can lead to a chaotic integration of the solution(s) provided.
• Convince and reassure, because a change perceived by teams as a threat, without taking into account the interests of each employee, can lead to massive rejection.
• Amplify and demonstrate the added value, because a change perceived as a non-event can result in an insufficient integration effort that would destroy the expected benefits.

At Pagamon, we are convinced that change management must be : 

• Integrated into the transformation plan from the start.
• Conducted with method and pedagogy.
• Based on upstream communication, transparency and accuracy of information to address any concerns and apprehensions, and to avoid harmful rumors.
• Finally, participative and collaborative by involving each member of the team as a relay, or even ambassador, of the transformation, in order to facilitate the positive adhesion of the greatest number.