Change and Transition Management
SUMS Consulting service can help universities to balance appropriately a useful future orientation with present day positioning, to see the big picture and to create the right change, with bold strategy and disciplined innovation practice.
We have a variety of change capabilities (processes, frameworks and tools) available to us. The change processes used can vary on a continuum from highly managed to organically emergent, depending on what is required and also on a variety of factors including history, current circumstances, situation, resources available and plans. At the beginning of an assignment, approaches and processes are considered in collaboration with the Member to determine the optimum approach.
Many consultancies interpret change management as a narrow technical process whereby a change programme is mapped on a time-line, and the pieces are expected to fall into place. We are highly sensitive to the fact that human beings are at the heart of the change process, and are not merely pieces in a technical jigsaw. We recognise that individuals engage with change in their own particular way, and often at different speeds; and that the nuances of successful transition, including an understanding of the subtle processes of endings and beginnings must be recognised and addressed if the organisation is to navigate its way towards enduring change.
Potential Change models which can be used include:
- The Bridges Model - a well established model
- The Enterprise Development Framework - developed by a Daniel Doherty, SUMS Consulting Associate, with partners in the USA, including the Stanford Research Institute; this is a singular approach to strategy and transformation that lets you see the big picture and effectively turn disruptions into strategic advantage and superior performance.
We place strongest emphasis on the engagement of all stakeholders in the change and transition process. Leaders are encouraged to lead, and we adopt an approach of partnering with internal change agents to co-develop process pathways and learning designs that reliably ensure that the change goals will be achieved.
Bernarde Hyde