These are three examples of core characteristics to any successful change management plan, and terms transformation leaders have likely heard before.
However, with large-scale change programs becoming more and more complex, requiring a mix of specialist capabilities such as experience design, branding and communications, organisational design, and data analytics, the profile of a change team is transforming.
Relying on these core characteristics will no longer guarantee success in this multi-faceted change landscape. This can make it more difficult for transformation leaders to identify the ideal change management resource mix.
To successfully lead large-scale transformation, leaders are thinking twice about identifying the required specialist capabilities and then seeking out change managers who possess these skills. Depending on the scale of the transformation, leaders also curate a multi skilled team that can flex to the needs of the business and support all stages of the change journey.
So, what does the new change team look like? A recent Deloitte case study of a large-scale transformation demonstrates the value of five different change management profiles – from domain expert to data expert to experience designer.
Deloitte experienced the power of a multi-skilled change team in a recent large-scale transformation engagement. We were tasked with supporting a financial services organisation through the sale of their wealth management business. This divestiture drove change on many levels:
This transformation required tailored change management profiles (a mix of client practitioners and Deloitte consultants) that could accommodate the diverse requirements across the program. This experience led us to identify five profiles critical to the success of a change team – the domain expert, the workforce transition expert, the experience design expert, the data expert and the portfolio change leader.
We learned that as a transformation leader, when configuring a change team, it’s important to identify upfront:
For more information about Deloitte’s Organisational Transformation practice or this case study contact Claire Jenks or Pip Dexter.