Leaders often drive hard, then drive off.
Despite a leader’s best intentions, preparing for, managing and implementing change isn’t easy. Employees don’t just “get on board” with organizational change, though it would be great if they did. Getting clear on the organizational implications of a chosen strategic direction is an important part of the strategic planning process—but all too often overlooked by enthusiastic leaders who are driven by results rather than the nuance of engaging the hearts and minds of their employees.
Taking time to consider and get clear on how decisions will impact organizational culture or how work gets done is important to the success of any corporate initiative.
Our team of change specialists works with organizations of all sizes, to bring structure and clarity to the people side of change. While we utilize a range of change management frameworks, our strength is in the way we customize our approach to support our clients’ strategic direction and overall business objectives.
Our Change Management practice helps clients address the following needs:
Preparing for Change
|Get Moving: Reinforcing Change|
|Designing change management strategies||Developing change management plans||Collecting and analyzing feedback|
|Assessing organizational change readiness||Developing sponsor coaching plans||Assessing and diagnosing resistance|
|Sponsorship model development||Communications plan development and implementation||Design and implementation of corrective action plans|
|Sponsorship change management capability assessments||1:1 and change management team coaching||Design and implementation of reinforcement methods|
“Coraggio came into our organization at an important time. We were at the tail end of an integration with an organization larger than ours. The bringing together of leaders of both organizations was Coraggio’s assignment. They helped us work to establish a consistent leadership voice throughout our organization. Coraggio helped us take something that seemed like an impossible task and turned it into the most compelling and emotional part of the integration. They work they did enabled us to address our concerns head-on and positioned two winning cultures into one with common purpose, concise direction and aligned leadership.”
— Tom Aurelio, Former VP Global Human Resources
“Coraggio helped my leadership team work through a number of very critical strategic priorities at a very important time. Their combination of facilitation skills and easy to understand tools really allowed us to focus our thinking and build a solid foundation for implementation and future planning.”
— Patrick Criteser, President & CEO
“Following our merger, Coraggio’s insights were particularly helpful to our senior management team to refine roles and responsibilities and help to clarify our vision, mission and core values. They did an excellent job facilitating a process for our entire team that focused on enhancing communications and gave us a useful strategic planning framework to measure our key business operations and client services. Coraggio’s work was foundational for our firm and has provided us with systemic and sustained change that we continue to refer to.”
— David Morganstern, Partner
Confluence Wealth Management
Agency Consolidation on Track to Save $31m – $37m
As part of an initiative to put the state budget on a sustainable trajectory, Washington’s legislature approved Governor Gregiore’s proposal to consolidate five state agencies into a new Department of Enterprise Services (DES), as well as transition new responsibilities to the Office of Financial Management. The expected result: nearly $18 million saved during the next biennium.
San Francisco Travel Leads the Way
Tourism is San Francisco’s largest industry, generating more than $8 billion in annual direct spending, which directly benefits San Francisco residents and businesses. In late 2009, San Francisco’s hotel owners and operators approved a new funding mechanism called a Tourism Improvement District.
Embracing the Uncertainty of Change
As health care reform unfolds, most health care organizations agree that the industry is changing. There is less agreement on how these changes will impact health care across the nation. National and regional legislation, the emergence of Accountable Care Organizations and an emphasis on integrated systems combine to create a world of significant ambiguity, risk to current business models and unprecedented opportunities for market leadership.