After more than 30 years helping CEOs; CFOs; purchasing managers and other key figures in a wide range of organizations; our team of experts has seen how; on many occasions; poor change management practices related to the proposal to include new suppliers; new ways of working or new processes by our consultants has greatly hampered many of the projects carried out.
For this reason; at ERA Group we wanted to work on a document that outlines different situations we have faced and some keys to improving change management. Starting with the difficulty of realising synergies after a merger/acquisition; this report explores the links between resource allocation; reluctance towards external consultants and their remuneration models; and concludes by delving into the obstacles companies face in their essential CSR transformations; highlighting the importance of change management.
Today more than ever; this experience is essential to build the trust needed to introduce necessary changes in organizations.
1. Difficulties in realising post-merger/acquisition synergies.
During the merger/acquisition phases; companies face difficulties in realising the expected synergies due to different cultures; divergent processes and communication problems. Non-strategic expenses are often overlooked; delaying the realisation of some of the expected savings.
2. Resource allocation
Managing human resource shortages is essential to a company's health and its ability to serve customers in an open market. The balance between productivity and workload is a constant one. Non-strategic expenses; like all non-strategic activities; are naturally more neglected than others.
3. Reluctance towards consultants
Although they are often viewed negatively; committed and experienced external consultants offer significant advantages to companies involved in optimisation and transformation projects. They can provide a cross-sector perspective and specialised knowledge.
4. The success-based payment model
The success-based payment model aligns the interests of consultants and companies; encouraging concrete results and a collaborative relationship.
5. Change management for results
The consultant's success depends on the effectiveness of the proposed solutions. Strong commitment and change management skills are required to achieve results.
6. Change management and CSR transformation ambitions
CSR transformations in companies are essential to meet the growing demands of customers; financiers and employees. Companies' commitment is mainly limited by their budgetary capacities and the resources available for change management.
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