Give Me a Map, Not a Maze
Change succeeds when people are at the centre of it. There is a way to make this happen, by giving them the right resources and enabling them to own the change.
“In 2022, the average employee experienced 10 planned enterprise changes”
Employees Are Losing Patience with Change Initiatives Cian O. Morain and Peter Aykens, Harvard Business Review, May 9, 2023
The majority of people in employment will at some stage experience the kind of organisational change that directly impacts them, their role and purpose. Some experience it often.
“…employees at people-centric organizations are 12x more likely to say their experiences with change were well-managed and 11x more likely to say their experiences with change were positive.”
2024 Global Culture Report O.C. Tanner Institute
Organisational change comes about for many reasons. Sometimes change succeeds, quite often it fails. A big success factor is how the change and the people going through it are managed. The evidence is that people-centric change is more likely to succeed.
Maps provide a way to make this happen. A map is much more than a set of helpful images. It provides layers and layers of valuable information on where you are and where you need to get to; it helps you find the best way and tells you lots about what’s along the route you are taking.
Importantly, it shows you the whole landscape, not a zoomed-in view of where you are on your route. The map is not what gets you there. It’s the choices you make, based on the guidance it gives you.
We developed Change Orienteering fifteen years ago, as a people-centric response to the concerns we heard raised by employees struggling with change. Change Orienteering helps people to become part of the change process, by developing:
Clarity – it enables people to make sense of what is happening, to become clear about where they need to go and why getting there matters.
Commitment – it gives people the opportunity to choose to be on the journey and succeed with it.
Skills – it helps people identify and build the capability to function and succeed in the new environment.
Shared Understanding – it creates collaboration and unity across teams by guiding them to work to the same outcomes.
Resilience – it helps people to navigate through uncertainty and build the inner resources they need to stay the course.
Siobhan Orchard-Webb
Head of Sales
From Australian to UK businesses, Siobhan’s career has seen her working with a wide spectrum of clients and industries across the globe.
With a keen eye for detail, Siobhan has a passion for our clients and making sure that we find the perfect solution for your organisational needs and requirements.