“70% of all major change efforts fail because organizations often do not take the holistic approach required to see the change through.”
(John Kotter, author “Leading Change”, Harvard Business School)
Benchmark and Assess
HICX consultants provide data driven direction and advise.
Our typical starting point is to accurately assess the current state (As-Is) and progress to creating a future state (To-Be) followed by a clear roadmap for transition.
As part of the change effort it is wise to establish what good looks like. The use of benchmarking is an effective way to appreciate the reality of current state when compared to peers of an industry, geographical region, or organisational size.
In addition to providing useful comparisons with other organisations benchmarking can identify: Performance improvements, interdependencies and relationships between key performance indicators (KPIs), better business tradeoffs, opportunities for cross-industry best practices, baseline information for goal setting, prioritization, and ongoing performance measurement.
HICX also provide an interview driven assessment conducted onsite by procurement experts. This approach takes into account a range of stakeholder inputs and combines them with our consultants expertise to provide an in-depth report.
If you would like to discuss our benchmark and assessment solutions click here to contact us.
Process Design and Optimisation
Process can be described as the practical day-to-day implementation of policy and strategy. Processes dictate how staff should ideally operate to achieve efficiency and effectiveness. Processes not only guide best practice but also provide protection for staff and should be used by auditors to test compliance and control.
For example, where procedures are a set of rules and regulations that outline the standards to be applied when committing the organisation’s funds, the process is the practice that is followed to execute the acquisition of goods and services.
Using Six Sigma principles, GCS work with organisations to both design and optimise their processes by bringing a structured methodology, domain experience and cross-sector experience that enriches and informs what good looks like.
If you would like to discuss how we can help you optimise your processes, click here to contact us.
Transition and Change
Change Management: ‘a formal approach to bringing about the transition of people, teams and/or organisations from a current state to a desired future state’.
Change management provides a comprehensive and formal approach that increases the likelihood of success and the realisation of desired benefits.
When engaging with clients in this area, the first thing we establish is an overarching change strategy, which is to clarify what is changing, who the change is impacting, when it is happening, and why. This is called the impact analysis.
Taking the information from the impact analysis we then develop the communication strategy. The communication strategy establishes what the project wants to achieve in the way of communications for each audience and each initiative that’s part of the program.
The third step is to put some detail to what needs to be communicated and when. This will outline what is in the communication, who will develop it, who will issue it, who it will be sent it to and how. It identifies stakeholders by role, position or group as necessary; identifies owners of communication elements and defines specific messages to deliver to audiences to achieve change management objectives; and defines tactical methods and timing to deliver messages to relevant audiences / stakeholders.
The final element is to define what new skills and capabilities are needed in the organisation and individuals to transition to the new environment. This is discussed further in the following section.
To create an impact analysis, communication strategy, and communication plan, click here to contact us.
Training and Accreditation
We all need training. The question is what knowledge, skills and competencies are the most valuable to individuals and the organisation. The subsequent questions are then around who to train, when, and in what format to best effect the goals of learning.
Our approach to training starts with the time to evaluate needs, create a planned approach, develop the training, develop and distribute related communications, and conduct/rollout the training itself.
The plan defines training /learning approaches, methods, and tactics necessary to achieve change and business objectives. It identifies owners, timing and specific communication objectives of each training related intervention.
We have found that by maintaining a strategic approach to training and accreditation that each investment in people aligns with the big picture and connects HR, line management, and individual development needs.
If you would like to discuss your training objectives, click here to contact us.