Author: Krista Schaber-Chan Most employees don’t resist change.  They resist another change that will fail. After enough poorly executed initiatives, new systems that don’t work, training employees too late or not enough, leaders who disappear after launch; people stop believing change will improve anything. When that happens, trust erodes.  Engagement drops.  And even well-designed initiatives struggle to gain traction. While research often cites that 70% of change initiatives fail , the real question leaders should ask is: What does “failed change” actually look like – and why does it happen?   What “Failed Change” Really Means Failure in change initiatives is rarely absolute. Some parts succeed while others fall short. Technology may be implemented successfully, but adoption lags. Processes may improve, but employees remain disengaged. Leadership may approve the change, but the organization never fully accepts it. Unlike purely technical projects, people-centred change is difficult to measure with simple quantitative metrics . Successful change is a journey that requires individuals, teams, and leadership to move forward together. Consider an organization implementing a new ERP system.  One department recognized the impact early, invested time in training, and prepared its teams for the shift.  Another department underestimated the change and delayed or ignored preparation. When the solution went live, the difference was clear. One group adapted quickly; the other struggled. The technology was the same. The difference was readiness and leadership engagement . Why Failed Change Damages Future Change Repeated failed initiatives create a pattern that organizations remember. Employees begin to assume that new initiatives will follow the same path: Big promises Poor preparation Limited support Short-lived leadership attention Misalignment to corporate objectives, KPIs, or OKRs Over time, this history creates change fatigue, skepticism, and disengagement . People stop asking “How will this improve our work?”  Instead, they say “How long until this one fails too!” Once that mindset takes hold, even strong initiatives face an uphill battle. The Leadership Gap Behind Most Failed Change Change rarely fails because people are unwilling to adapt. It fails because organizations underestimate: Financial investment  Leadership required to guide people through it Involving the right people, at the right time Clear, consistent, repeated communication Time for people to learn and adopt Reinforcement and follow-through Many leaders assume that once a strategy is defined or a system is implemented, the organization will naturally adapt. In reality, successful transformation requires deliberate investment in: Communication Training Engagement Reinforcement Sustained leadership visibility When these elements are overlooked, employees are left to interpret the change on their own, often filling gaps with uncertainty or skepticism. Leadership must connect the dots between change management and business outcomes. Without that connection, change becomes just another initiative rather than a meaningful transformation. How Leaders Can Rebuild Trust in Change When an organization has experienced past change failures, rebuilding trust must be the first priority. This requires more than a new project plan. It requires a different leadership approach to change . 1. Communicate Clearly, Simply, and Often People who have experienced failed change are wary of complicated explanations and corporate jargon. Instead, leaders should focus on: Clear, direct messaging Honest acknowledgement of past challenges Tangible examples of how this change will be different Consistent messaging across all leaders Two-way communication – listen and respond, not just broadcast Simplicity builds credibility. When people understand why change is happening and how it will affect them, they are far more likely to engage. 2. Involve People Early One of the most common causes of failed change is when initiatives feel imposed rather than collaborative. Engage employees early by: Asking for feedback Involving key users in planning and testing Creating opportunities for dialogue When people help shape change, they become advocates rather than observers (or resisters). 3. Avoid the “One-Size-Fits-All” Approach Every organization carries its own history with change. Some teams may have experienced successful transformations. Others may still be recovering from difficult initiatives. Effective change leaders acknowledge these differences. They combine structured methodology with flexibility and empathy , tailoring their approach to the organization's culture and experiences. This demonstrates that the organization is not simply repeating past mistakes. 4. Align Leadership Messaging Trust erodes quickly when leaders communicate different priorities or appear uncertain about the change. Successful transformations require: Visible leadership sponsorship Consistent messaging Leaders who model the change themselves If leaders appear disconnected from the initiative, employees will assume the change is temporary or unimportant. Alignment among leaders sends a powerful signal that the change is real – and here to stay. 5. Plan for Sustainability and Operationalization from the Start Many initiatives focus heavily on launch and overlook what happens afterward. But change does not end at go-live . Organizations must consider early: How to sustain the new ways of working Who will reinforce new behaviours What support structures will remain in place How success will be measured and tracked over time How ownership will transition from project to business teams When sustainment is planned from the beginning, change becomes embedded in everyday operations rather than fading once the project ends. The Most Important Ingredient: Empathy For organizations that have experienced repeated failed initiatives, change can feel exhausting. People may be skeptical. They may be cautious about investing energy into something that could disappear in six months. That is why rebuilding trust requires patience. Listen before acting Understand the organization’s history Acknowledge past frustrations openly When leaders approach change with empathy and transparency, they create space for people to re-engage. Over time, that trust becomes the foundation for successful transformation. Successful change is not built on perfect plans. It is built on credibility, consistency, and leadership that show people this time will be different.

Creating a great learning experience for busy adults in the workplace can be challenging. This is especially true when there is a high degree of change for all employees that is more than technology-based; with new system capability resulting in changes to business process, role definitions, and most significantly, expectations for a superior customer interaction or product commercialization. Good learning programs facilitate behavioural change Developing learning that drives the desired behavioural change takes planning and knowledge of not only adult learning and people change principles but also understanding the organization, its goals, and its people. To appreciate the biggest challenges for end users and stakeholders, start with understanding the overall challenge for the organization – this means discerning and aligning around the specific outcomes and objectives of the implementation. In order to be successful, organizations need to understand clearly what they are trying to achieve and how they will measure it. From there, understand the tools required, and how best to transform the organization to achieve the desired goals. No matter what the learning program is for, there is one thing that should always be kept in mind – Training needs to be relevant to the learner Adults learn best when there is a need for the information or skill and will learn this new information best when it is presented in small portions. Adults get even more out of the learning experience when they can apply what they have learned through action and then apply the information and skills immediately in a realistic way. Creating an emotional connection to the content will further encourage learning. All these factors should be considered when planning and developing the learning content. The benefits described above can only be achieved if the right policies, processes, people, skills and tools are put in place to support the initiative. If this is clearly understood, then it will be apparent that a considerable challenge for end users and stakeholders is being ready in terms of time in their already busy schedules to make the change, in developing and buying into the goals of the change, then developing the requisite capabilities to deliver what they need to in the future state. When planning a learning program for a MS Dynamics or any other ERP implementation, you should start with the end in mind This is why a robust and strategic change management approach is crucial to the planning of the learning program and the overall success of the transformation. Learning is the key to achieving the desired behavioural change and should be present in many forms such as classroom or self-directed learning but there must also be interaction, community, and mentorship in order to learn, grow and thrive. It is a high performing organization that ensures they are planning effective learning by supporting the whole change that their employees are experiencing.

Ola here to support Harbinger in the role of Project Coordinator & Administration Specialist. I'm excited to help the team succeed. What is your role at Harbinger?   I joined the Harbinger team as a Project Coordinator and Administration Specialist. I support both internal and client-facing projects by tracking deliverables, scheduling meetings, managing tasks, and supporting communications. I also help the team with documentation, logistics, and other administrative needs to keep operations running smoothly.  What skills and experience do you bring to this role?    Recently, I completed an Honours Bachelor of Commerce in Business Management degree and an Advanced Diploma in Business Administration Management, so I am confident that my experience with project work, organization, and communication will be useful in supporting the Harbinger team. Additionally, I am used to working in diverse teams and tackling different projects at the same time.  What attracted you to this role at Harbinger?   While studying at Seneca Polytechnic, I did some volunteer work as a Project Manager, and I really enjoyed organizing work behind the scenes. When I learned about this position at Harbinger, it felt like a natural next step for me, and I knew that it would help me build on that experience in a more structured setting. I was also drawn to Harbinger’s people-first approach and the mix of consulting, coordination, and communication.   What’s your go-to comfort activity after a busy day?    I enjoy going out for short walks in nature or snuggling on a sofa with popcorn and watching a good Netflix series. Sometimes, I immerse myself in a virtual reality game – it is a fun way to reset.   What is a fun fact about you?    I love learning! Whenever there is an opportunity to learn a new skill, I quickly jump in and start the journey. For example, I recently built a virtual reality game set in a post-apocalyptic world - all while learning how to write code and operate the new software from scratch.

Author: Adam Rifai Introduction   Most organizations believe transformation fails because of technology, process changes, or timelines.  But the real reason is much simpler: people weren’t brought along for the journey.  New systems can be implemented. Processes can be redesigned. Strategies can be approved. But if employees don’t understand the purpose of the change, how it impacts their work, or how they will be supported, adoption slows, and the expected value never materializes.  Successful transformation isn’t just about managing projects— it’s about enabling people to change.  Based on our experience supporting complex organizational transformations, six foundational steps consistently determine whether change initiatives succeed or struggle.    Six Key Steps of Successful Change Enablement Collective Engagement: Involve People Early and Often   Imagine a team where each member brings enthusiasm to the table, eager to contribute to change. When people embrace change wholeheartedly, it ignites a powerful synergy that propels progress forward. This collective engagement weaves a tapestry of collaboration as everyone’s commitment becomes a building block for an impactful transformation. To contribute, one first must be informed—by keeping your team up to date on what the change will look like, why it’s happening, and how it will impact them, you can increase their emotional buy-in.  Actionable Takeaway: Create opportunities for two-way dialogue, such as town halls, team discussions, or Q&A forums, where employees can ask questions and share perspectives on upcoming changes.    Investment in Growth: Nurturing Company and People   Change thrives on investment–both in resources and in people’s growth. Devoting time, budget, and training to change creates an environment where people and organizations can grow and evolve. Organizations that actively invest in training and capability building cultivate a workforce that sees change as an opportunity rather than a disruption.   Actionable Takeaway: Allocate dedicated time and budget for training, practice, and learning resources to help employees build confidence as they adopt new ways of working.     Empowered Delegation: Leaders Cultivate a Culture of Trust   Change management is a balance of empowerment and trust. When leaders entrust their teams with responsibilities, it sparks a culture of confidence and ownership. This empowerment sets the stage for innovative solutions and a faster pace of change as individuals step up to lead the way, fueled by a shared sense of purpose.   Actionable Takeaway: Encourage leaders to delegate meaningful responsibilities tied to team members’ strengths and provide coaching to support their success.     Provide Visionary Clarity: Connect the Change with Purpose   Change becomes a journey of purpose when guided by a vivid corporate vision. A well-communicated vision inspires and guides change efforts, giving teams a north star to follow. People support what they understand. A clear and compelling vision helps employees see how change aligns with the organization’s goals and their own work.  While this corporate vision is important to write down, it’s even more important to demonstrate it through leadership. Leaders have to walk the talk if they want their organization to be committed to the success of the change.     Actionable Takeaway: Leaders must demonstrate this vision through their actions. Clearly communicate the purpose and expected outcomes of the change. Reinforce the message consistently and model the behaviours you want to see across the organization.    Use Feedback as Fuel: Implementing Insights for Progress   Feedback is the engine of improvement, and businesses that harness it drive change more effectively. When feedback isn’t just collected but is actively implemented , it becomes a powerful tool for growth. This approach fosters collaboration, showing that every voice matters and propelling teams to embrace change with enthusiasm.  Actionable Takeaway: Establish simple feedback channels such as pulse surveys or team discussions, and act on the feedback. Acknowledge employees for sharing feedback—even when no immediate action is taken—to encourage continued input. When feedback leads to change, communicate the outcomes to demonstrate that their input matters.    Reinforce and Sustain the Change: Support Changing Behavioural Adoption   Change doesn’t end at go-live. Like a garden, change requires consistent care to thrive. Through follow-up, coaching, and reinforcement, new behaviours take root. Over time, change shifts from a moment in time to a sustained culture of improvement. This support allows employees to adapt and flourish.  Actionable Takeaway: Develop a structured follow-up plan that includes regular check-ins, coaching sessions, and opportunities for employees to share their challenges and successes in adapting to the changes.    Conclusion   Change enablement is not just about managing disruption—it’s about enabling people to succeed in a new environment.  Organizations that engage employees, invest in learning, empower leaders, communicate clearly and often, and act on feedback are far more likely to achieve successful change enablement and lasting transformation.  In today’s fast-moving business landscape, the organizations that thrive are those that make people central to change.

Sami here, excited to learn from the Harbinger experience and Team in the role of Change Enablement & Learning Intern. What is your role at Harbinger? I'm a Change Enablement & Learning intern, where I help support clients through large-scale transformations. My work involves everything from developing learning material for our clients to supporting the development of our change management strategies. I also work on internal projects to help the Harbinger team in delivering the highest-quality service to all our clients. What are you most looking forward to in this role? I’m very excited about the opportunity to work alongside the entire Harbinger team, learning from their expertise while gaining hands-on experience throughout the entire change management process. I also look forward to seeing how change can be managed and implemented effectively and witnessing the direct impact of Harbinger’s work on client success. What do you hope to accomplish in your time at Harbinger? One of my main goals is to develop my problem-solving skills to analyze challenges and effectively design solutions within fast-moving environments. Moreover, I’m looking forward to gaining hands-on experience in change management, learning from the Harbinger team, and making this time a place for personal development and growth. What drives you every day? I get energy from building things—whether it’s launching a startup, writing a book, or mapping out a new idea. I’m naturally curious and love figuring out how systems work, how people think, and solving real-world problems. I’m always excited to take on new challenges, learn from new environments, push myself outside of my comfort zone, and see how small ideas can evolve into community-changing initiatives. What do you like to do in your free time? In my spare time, I enjoy reading books, exploring new startup ideas, and learning about how emerging technologies are shaping the future. I am also a big sports fan (specifically soccer and swimming), where I was a competitive swimmer for over 10 years. I also love travelling, getting to know new cultures, and exploring different countries.

Matthew here, excited to learn from the Harbinger experience and Team in the role of Marketing & Operations Intern. What is your role at Harbinger? I will primarily be supporting internal at Harbinger, focusing on revising written content to help lighten the workloads for my colleagues. Initially, my work will be behind the scenes at Harbinger, where I’ll be contributing to developing sales and marketing content such as case studies and other website copy.  What are you most looking forward to in this role? I am really excited to work with the many diverse companies that Harbinger works with and learn what some of these companies do, rather than just knowing the names. What do you enjoy doing during your free time? I really like playing either video games or sports depending on the day. Currently, I have been playing a lot of Overwatch 2 and Hockey whenever my league gives me the chance to play. I have also been getting back into volleyball recently and relearning the game. Do you have any principles you live your life by? I don’t think I have any specific principle that I live by but I always strive to help others out whether it’s at work, sports, or just day-to-day life. Any recommendations on places to eat in Toronto? While not a Torontonian myself, I always love going down Spadina and finding great Chinese restaurants around. Although not food, I cannot recommend enough Milky’s for coffee in Toronto, it is one of the best cafes I have ever been to both with their aesthetic and coffee. For my hometown of Calgary though, I absolutely love the Bánh mì from Kim Anh for food and coffee I would have to say Paradigm Spark has some of the best coffee in the world.

Rhiannon here to support Harbinger in the role of Digital Media Specialist. I’m looking forward to helping create immersive, digital stories that drive change. What’s your role at Harbinger, and what impact do you hope to make? At Harbinger, I am a proud Digital Media Specialist, bringing over a decade of experience in the digital media industry, particularly in video production, graphic design, and content creation. As a graduate of the Global Business and Digital Arts program at the University of Waterloo, I aim to bring a unique perspective on user experience tied with emotional intelligence to the table. My goal is to help shape immersive eLearning content through a fresh, human-centered lens. How did you find your way into this field or industry? My passion for creating immersive digital experiences started in childhood, when I began using our family’s digital camera to film short home videos. I loved making my family laugh with quirky edits and eventually started uploading these videos to YouTube, where they reached a wider audience than I ever expected. Content creation became a hobby that followed me through school and University, where I expanded into new forms of digital storytelling. Over time, I discovered the power of using media to evoke positive emotions and create meaningful experiences. That journey ultimately led me to Harbinger, where I’m excited to continue making fun, engaging content that brings learning and smiles to people's lives. What energizes you most about your day-to-day work? What energizes me most is the opportunity to create content that makes learning feel easy and enjoyable. I believe that the experience of learning, not just the outcome, deserves more focus in the eLearning space. Knowing that something I create might help someone feel proud of what they’ve learned or inspired to keep going is incredibly rewarding. I’m driven by the chance to design engaging, immersive learning experiences that make people feel both accomplished and empowered. What’s an unexpected thing we would find at your desk? A wide assortment of snacks! When I’m deeply engaged in work I love, I tend to lose track of time…including mealtimes. To keep myself going, I stock a fun variety of snacks at my desk, from crackers and hummus to a box of Japanese treats. It’s my way of staying fueled without breaking the creative flow. What is a fun fact about you most wouldn’t know?  Most people are surprised to learn that I’m a Black Belt in Tae Kwon Do. I dedicated over a decade of my evenings to training at the Dojang after school and earning my Black Belt remains one of my proudest achievements. It taught me discipline, perseverance, and the importance of showing up consistently - all skills I carry into my professional life today.

Kai here to support Harbinger in the role of Digital Marketing & Content Specialist. I’m looking forward to diving deeper into the digital creative space to help bring people together.  What is your role at Harbinger?  I’m joining Harbinger as a Digital Marketing and Content Specialist where I provide support to various other Harbingers internally. My main job is to create digital assets such as GIFs and videos, as well as keep the website, social media, and blog updated. I’m also responsible for brainstorming how to present Harbinger to the public. What skills and experience do you bring to this role?  I recently graduated with a Bachelor of Media Production and Design, so I am quite comfortable creating digital content with attention paid to accessibility, audience, and story. In addition, I am used to working in multidisciplinary teams where everyone has a different background and skill set they bring to the table. Of course, that also means I know how to best divvy up tasks according to who’s best suited to it.  What attracted you to consulting and Harbinger?  In the past I’ve really only worked on projects where the end product is the end goal. Where success is measured in the reactions to the presentation. I’m looking forward to doing work where success is not linear and does not come down to just one moment but many moments over time.     What do you enjoy doing in your free time?  I really like writing urban fantasy/supernatural stories and I’m always ready to play a game of cards. Unfortunately, that usually leads to buying too many pens, notebooks, cards and/or dice. Can you share a fun fact about yourself that might surprise people?  I was born left-handed but I’m primarily right-handed. There are certain things I will subconsciously do with my right hand that doesn’t feel right until I try it with my left hand (this usually comes up in sports).

Hello! I am Oliver, I joined Harbinger in May 2024 to help with finance and operations. I am looking forward to learning new skills and working with the Harbinger team. What is your role at Harbinger? I will be doing an inside job at Harbinger. Unfortunately, it will not be as exciting as the Charles Ferguson movie, but the change I intend will be positive. My role in finance and operations is to help make sure Harbinger stays organized and runs efficiently internally so we can provide the best service externally. What are you most looking forward to in this role? I am looking forward to working in an environment where I can grow and challenge myself. I am excited to work with the team here at Harbinger and make things efficient for them. I am looking forward to helping Harbinger be the best that it can be.  What do you hope to accomplish in your time at Harbinger? As mentioned earlier, I hope that I can clean-up, organize and allow my colleagues to work as efficiently as they can. I want to personally make sure that I learn a lot from working here at Harbinger and use this experience for positive personal growth.   Do you have any principles you live your life by? To take things as they come. I believe that preparation is important, but I make sure when problems arise that I do not worry about them. Worrying will not fix anything, and I believe this mindset of viewing things objectively and rationally has helped me work through problems efficiently and more effectively.   What makes you tick? I enjoy the little things in life. The small things like when you step outside to good weather, a refreshing drink, the smell of coffee in the morning. It is the little things I find appreciation in, which add up over time, helping me stay on track and motivated for the bigger picture items in life.   What do you like to do in your free time? In my free time I like to play football (soccer). Ever since I was young, I have been kicking a ball around and I just love running around, being outside and playing the beautiful game. I also enjoy watching football, but that enjoyment has slowly been waning with the poor performances of my favourite team lately. Other than football, I like to read, spend time with friends and explore new places.   Any recommendations on places to eat in Toronto? Coming from Singapore I have relatively high expectations for Chinese food. However, King’s Noodle on Spadina has some of the best Wonton Mee (noodles) around. The other dishes are good too, but their Wonton Mee is comparable if not better than a lot of the one’s I have tried back in Singapore.

It's been hard to miss - the ongoing discourse and buzz about Artificial Intelligence: What can it do? What will it do? How will it impact our daily lives and work? With the introduction of online platforms such as ChatGPT revolutionizing how we work, there is understandably a mixture of both fear and excitement of how things will change in the coming future. In this blog, we will discuss the capabilities of 3 AI platforms (ChatGPT, Mural, and Microsoft Copilot), their limitations, suggested guidelines for usage, and how these platforms can automate processes when implementing change. What are some well-known AI platforms (to date)? What can and can’t they do? 1. ChatGPT Let’s start off with one of the most popular platforms – ChatGPT. ChatGPT is akin to a chatbot with Natural Language Processing (NLP) capabilities, allowing it to generate human-like responses by analyzing prompts that a user feeds it. It also has Google-like abilities to provide answers to questions based on the amount of detail that it’s provided. ChatGPT could be great for saving time on creating first drafts for written communication and emails. It takes information and organizes it based on the way that you’d like it to. Which sounds simple, right? Not exactly. Because ChatGPT is so reliant on the information that you provide it, it can only be as effective as the prompts you use. For example, asking ChatGPT to draft an email without specifying word count or tonality generates a long-winded, formal-sounding response. The platform takes what you give it and generates a response based on those specific parameters. It takes skill and nuance to get it to do what you want! Another concept used in effective communications is how to best utilize one’s ‘voice’ in written communications. When the communication objective is to lead and guide individuals or stakeholder groups through change, the messaging is most effective and compelling when it resonates with the audience. Doing that requires understanding of complex details including the audience’s individual communication needs, their relationship to the sender, and the sender’s own unique style of phrasing. This is something that ChatGPT cannot do without a lot of parameters in place, nor can it do it perfectly. What does this mean for Change Management? ChatGPT can be leveraged to save time in creating first drafts of communications and emails. It can save time by providing ideas on how to phrase statements and structure communications. Where it comes short, is integrating emotional intelligence and contextual nuance into the messaging. 2. Mural Mural is another AI-augmented platform we have used to facilitate the process of our creative thinking. The platform is a visual collaboration tool that can be used to brainstorm ideas by creating mind maps, charts, and canvases. Using AI-enhancements, the platform can organize and synthesize ideas based on patterns and ‘cluster’ similar ideas into groups and themes. Where this feature can be used for change management purposes is streamlining our creative thinking process by categorizing different inputs from a change impact workshop into different groupings. The mental resources saved in automating this process can then be spent identifying common themes in perceived change impacts, which requires more critical thinking. What does this mean for change management? Like ChatGPT, we found that the AI functionality of Mural helps automate a manual aspect of change management, freeing up mental resources for more creative tasks. In this case, automating the grouping of data into a more organized form allows mental resources to be spent on more complex creative work. 3. Microsoft Copilot This add-on to the Microsoft Office suite aims to add AI-functionality to its wide range of tools including Word, PowerPoint, Excel, Outlook, and Teams. While Microsoft Copilot is still in development and is targeted for launch later in 2023, we are excited to see the promised features of the platform and what processes they will automate. By augmenting Office programs, Copilot expands what the software currently does. For example, Copilot enables Word to draft and refine communications with user inputs and prompts, much like ChatGPT. Excel’s Copilot allows insights from a spreadsheet to be quickly summarized. PowerPoint can create decks quickly by using existing documents. Copilot allows Outlook to quickly organize and summarize email threads with multiple responders. Teams grants the user the ability get up to speed on conversations, organize key discussion points and summarize action items. What does this mean for change management? Like ChatGPT and Mural, the productivity benefits promised by Microsoft Copilot provide increased mental resources to focus on the more creative aspects of change management. This can enable change managers to focus on stakeholder and client relationship management, collect information and insights from meetings and files more effectively, and become more efficient in building presentations and drafting communications. What can Harbinger do to help you navigate change with AI? Artificial intelligence can be a game-changer when it comes to automating manual processes and functions in change management. At Harbinger, we are continuing to grow alongside these new AI-augmented platforms, to better enable change for our clients. Please reach out to us for any tips for leveraging AI platforms to effectively manage your change. As one of our managing partners, Greg Roth likes to say, ‘Don't get left behind while everyone else changes!’ Other AI-driven Platforms that can support Change Management: Along with the 3 platforms listed above, here are 5 other AI-driven platforms we’ve found that can support Change Management activities and functions: Grammarly : Generate, contextualize, and polish written communications. Vyond / Pictory : Create video announcements and content for engaging and training end users. Fireflies : Record and transcribe notes from virtual meetings. Survey Monkey : Build professional-grade surveys to collect stakeholder feedback. Edugo : Create courses, and optimize employees’ learning based on individual training needs. Author Kevin Loi Senior People Engagement Specialist Toronto Email | LinkedIn

Competition is fierce; today, organizations are in a constant state of change in a race to survive. Drivers like globalization, industry disruption, supply pressures, and regulations are keeping executives on their toes to determine how to be sustainable. To remain competitive, one of the strategies includes organizational design – the creation of a system where people work together to reach common goals. This often results in an organizational restructure that reflects and supports the change in direction and future growth targets. Organizational Design (OD) initiatives are often initiated and owned by the Chief Human Resources Officer, or Human Resources department. However, we have also supported OD initiatives led by Chief Executive Officers, Chief of Operations or operations department. The ownership varies depending on the reason for the change, or the structure of the organization. Today, organizational design happens more frequently than in previous years, with a survey from McKinsey stating that 60 percent of the respondents experienced an organizational redesign within the past two years, and an additional 25 percent said they experienced a redesign three or more years ago. In addition to the statistics mentioned above, when done well, companies that are successful in implementing organizational design are : - 30x more likely to adapt well to change - 5.3x more likely to be a great place to work - 2.3x more likely to exceed financial targets Achieving these numbers and successfully managing this type of change requires a five-step change management strategy that includes an assessment, alignment with the business strategy, the creation of a change coalition, intentional employee engagement, and transparent and honest communications. Read below to learn more about each step: Step 1: Organizational Change Management (OCM) Maturity Assessments Completing change maturity assessments is required for a successful organizational design. This is a step that cannot be skipped, regardless of the size and scope of the change. We recommend collecting insights via stakeholder interviews, change readiness surveys and change impact assessments. Together, these assessments will provide the information you need to determine a path forward. For instance, the interviews may reveal a gap in communications, or minimal change experience from leaders. The change readiness survey will identify if there are too many large projects on the go and will help determine what projects need to be taken off the table before continuing with an organizational design initiative. Step 2: Alignment with business strategy and vision One of the questions employees always ask is, ‘why are we doing this?’. To make it meaningful, it’s important to not only connect the dots to the business strategy and vision, but also to articulate what it means to them at an individual level. How will this change impact them? Why should they care? How will this change help them to support the business in reaching its long-term goals? There are instances where no clear business strategy or vision is connected to the OD project. Harbinger recommends completing workshops with key stakeholders to define these if this is encountered. Once these have been developed, an employee engagement and communications plan is needed to increase awareness and gain buy-in. Step 3: Building a Change Coalition (also known as a Change Champion Community) Change must be activated from all levels, not just the top. Building a change coalition or change champion community that consists of leaders with or without title provides you with another channel to cascade important messages. It also empowers employees to be a part of the change – those appointed as change champions are responsible for supporting executives by sharing feedback, completing, and executing action plans to address resistance, and championing the change by demonstrating their alignment and support. Step 4: Employee Engagement and Enablement Employees spend a significant amount of time at work, and changes like organizational design can create feelings of uncertainty and mistrust. Much of this comes from being unsure of what the final structure will be and how it will impact them day to day. While you won’t be able to prevent uncertainty completely, there are various ways you can maintain employee engagement throughout the transformation. To start, it’s crucial to create channels for continuous feedback. Beyond surveys, collecting feedback from your change champions provides opportunities to complete pulse checks and acquire insights throughout the change. If you want lasting results, it’s important also to address and respond to the feedback. Keep in mind that responding does not always mean coming up with a solution or changing the direction of the project based on employee feedback. It can, however, look to confirm decisions or let your people know that more work is needed before you give them an update. Enable your people by involving them through the process – can they assist with crafting communications? Are there upcoming events or activities they could help to plan and execute? By empowering your employees, you are igniting a sense of ownership and allowing your people to figure out how they can manage change. Step 4: Celebrate Milestones Celebrating successes (big and small) is a critical component in change management. Not only does it show appreciation for their efforts, but it also helps to boost confidence and increases motivation. There are several ways to celebrate milestones including: 1. Leadership recognition – this can include an email or verbal acknowledgement. These should be completed regularly and tells your people that you are paying attention and appreciate their contributions. 2. Award programs – these work well for large-scale changes. If employees are supporting the change by exhibiting one of your organizational values, nominate them. 3. Events – celebratory events require coordination but can have lasting results. These are great opportunities to connect as a team and reflect on all the work that has gone into driving the change. For significant business transformations, like Enterprise Resource Planning (ERP) system implementations, some of your employees could be making sacrifices like spending time away from their families. Holding a family event to thank not only your people, but also their families for their support, could be one of the ways to show your appreciation. Step 5: Transparency and honest communications Organizational design projects often bring feelings of anxiety. One of the first reactions from employees is “Am I losing my job?”. To support them with these feelings, it is recommended to be transparent and honest with your communications. For the most part, most of your individuals will not and do not need to understand the rigorous process that goes into organizational design. As you work through what this looks like, it’s important to inform and stick to the facts. For example, are you working with an external consulting firm to determine what your future structure looks like? Before your employees see them wandering the halls or hear about them from the grapevine, take the initiative to let them know whom you are working with and how they are supporting you with this project. Another example is to address whether people will lose their jobs. If you don’t know what the answer is, be open while also showing empathy. Let them know their feelings of uncertainty are valid and that once decisions are made, anyone impacted will be treated with respect and supported as they move through this difficult transition. Beyond being transparent and honest with your communications, no information should be shared without a comprehensive communications plan . Important updates should be coordinated with key stakeholders like the legal department or executives, and when decisions have not been made, no information should be shared. Leaders must also be prepared and equipped to have difficult conversations. This can be challenging when they are also experiencing the same changes as their teams. To support them through this change, we recommend providing tailored leadership training. An organizational design project is a regular requirement for many of today’s organizations; remaining competitive, meeting financial targets, and maintaining employee engagement are more challenging than ever. The five steps explained above are a great foundation for your organization, no matter what size, to execute impactful, supportive, and successful organizational design. Author Siri Maldonado Director People Engagement Toronto Email | LinkedIn

Hello! My name is Kevin and I joined Harbinger in April 2023 as a Sr. People Engagement Specialist. In true Harbinger fashion, I’d like to think that my introduction into a new setting is an impetus for growth, positive action, and meaningful change. Thanks for the introduction Kevin. Can you tell us more about your role here at Harbinger? My role as a Sr. People Engagement Specialist involves a few exciting aspects! On a regular basis, I enable, support, and guide our clients to progress towards their change management and enablement goals – both at the organizational level and the individual level. This involves working with our clients on their communications, engagement, and change management project activities at both a strategic and tactical level. I also play a similar role on our internal Harbinger projects including marketing, training, and administrative initiatives. I see that you have experience across different roles such as Talent Development, Coach, and Consultant. How does this help you as a Change Practitioner in your current role? ‘It takes a village to raise a child’, and a community to lead and sustain change in an organization. As a Change Practitioner, I would add that it takes a variety of experiences and a complimentary skillset to effectively support clients managing change. Working in Talent Development gave me the tools to help track the progress of individuals, especially as they adopt and commit to change. Being a consultant honed my analytical and critical thinking skills to provide clients the best recommendations and solutions to help them reach their goals. And finally, coaching clients through projects has taught me how to meet them where they are, and to be of value and service based on their change goals. What excites you the most about working in the field of Change Management? The fact that Change Management is both a professional field and a skillset is what excites me most! The current and future landscape of work is marked with constant change and transformation. As a professional field, Change Management is applicable to every industry and sector that goes through technological, process, and people-oriented change (which is all of them). In the next decade, one change that every working individual will need to adopt is how to use and work with automation and artificial intelligence. Being at the forefront of adopting new changes and helping others adapt is one of the most exciting things of working in this field. What is a professional success you’re proud of? One of my first Change Management projects that I worked on from beginning to end was the implementation of SAP ERP at Weston Foods at its 50 bakeries across North America. To manage and enable the change of a system in a large company - from the very first bakeries to the very last corporate teams - taught me about how different stakeholder groups can all go through their own individual change journeys so uniquely yet so similarly at the same time. The experiences I had in this project mirrored changes happening in my own personal life. Being able to experience the journey both professionally and personally, and to successfully come out the other end solidified that as something I’m proud to have gone through. Do you have a motto you live by? Why? "Trust the process". Change is a process; life itself is a process. This motto has allowed me to contextualize the events of my life as steps towards greater outcomes. It’s enabled me to also help others and enable them to take charge of their own change journeys. What do you hope to accomplish or contribute to in your time here at Harbinger? I’d like to help our clients navigate transformational change, whether the changes are resulting from new technologies, new cultures, new processes, or other factors. I’d also like to lend my own ideas and experiences to build on our own internal processes and value offerings through the Change Enablement Academy and thought leadership in the industry. What do you like to do in your free time? In my free time, I’m an avid Latin dancer (Bachata), gym-goer, and meditation / breathwork practitioner. Author Teresa Cimino Change Enablement & Learning Specialist Toronto Email | LinkedIn