Change Management


Change management programs can accelerate your enterprise to market leadership. Organizational Development,Strategic Planning, Human Capital Planning, HR Planning, and IT is the key to optimizing change.

Our Change management practice is a structured approach to shifting and transitioning individuals, teams, and organizations from a current state to a desired future state. The organizational process is aimed at empowering employees to accept and embrace changes in their current business environment.

Types of Organizational Change

  • Mission Change
  • Strategic Change
  • Cultural Change
  • Operational Change
  • Structural Change
  • Technological Change
  • Human Capital Management


We conceptualize, develop, and implement change management programs, identify personnel, factions, and groups opposed to change then engage them through a series of courses, discussions, lectures, and examples of failure to change, and benefits of change.

Successful change management is more likely to occur if the following are included: Benefits management and realization to define measurable stakeholder aims, create a business case for their achievement, and monitor assumptions, risks, dependencies, costs, return on investment, dis-benefits and cultural issues affecting the progress of the associated work.

Effective communications that inform key stakeholders for the reasons of the change, benefits of successful implementation (what’s in it for us), as well as the details of the change, when, where? who, and the cost. We devise an effective education, training and/or skills upgrading scheme for the organization, and counter resistance from employees and align them to overall strategic direction of the organization. We also provide personal counseling to alleviate any change-related fears. Monitoring of the implementation and fine-tuning as required.



Functional Structure

Employees within the functional divisions of an organization tend to perform a specialized set of tasks, for instance the engineering department would be staffed only with software engineers. This leads to operational efficiencies within that group. However it could also lead to a lack of communication between the functional groups within an organization, making the organization slow and inflexible.

As a whole, a functional organization is best suited as a producer of standardized goods and services at large volume and low cost. Coordination and specialization of tasks are centralized in a functional structure, which makes producing a limited amount of products or services efficient and predictable. Moreover, efficiencies can further be realized as functional organizations integrate their activities vertically so that products are sold and distributed quickly and at low cost. For instance, a small business could make components used in production of its products instead of buying them. This benefits the organization and employees faiths.

Divisional Structure

Also called a “product structure”, the divisional structure groups each organizational function into a division. Each division within a divisional structure contains all the necessary resources and functions within it. Divisions can be categorized from different points of view. One might make distinctions on a geographical basis (a US division and an EU division, for example) or on product/service basis (different products for different customers: households or companies). In another example, an automobile company with a divisional structure might have one division for SUVs, another division for subcompact cars, and another division for sedans. Each division may have its own sales, engineering and marketing departments.

Matrix Structure

The matrix structure groups employees by both function and product. This structure can combine the best of both separate structures. A matrix organization frequently uses teams of employees to accomplish work, in order to take advantage of the strengths, as well as make up for the weaknesses, of functional and decentralized forms. An example would be a company that produces two products, “product a” and “product b”. Using the matrix structure, this company would organize functions within the company as follows: “product a” sales department, “product a” customer service department, “product a” accounting, “product b” sales department, “product b” customer service department, “product b” accounting department. Matrix structure is amongst the purest of organizational structures, a simple lattice emulating order and regularity demonstrated in nature. Weak/Functional Matrix: A project manager with only limited authority is assigned to oversee the cross- functional aspects of the project. The functional managers maintain control over their resources and project areas.

Balanced/Functional Matrix Structure

A project manager is assigned to oversee the project. Power is shared equally between the project manager and the functional managers. It brings the best aspects of functional and projectized organizations. However, this is the most difficult system to maintain as the sharing power is delicate proposition.

Strong/Project Matrixproject managers are responsible for the project while functional managers provide technical expertise and assign resources as needed.


If you’re like most Chief Executives executives, you want rate of change and terms that “fit” your business ideals. That’s exactly why we developed our 3 dimensional Model of Organizational Development. We start by educating our clients about the model stages of development they are in, and work closely with senior management, guiding clients to the optimal rate of change. Our process is fast and easy, with a 60-day cycle time. More than 80% of our clients see measurable results within 60 days.

We cut through the bureaucracy,red tape, and resistance to provide creative, out-of-the box, change solutions. We know the subtleties of organizational development.Our goal is to get you exactly what you need to make change a part of your culture.

Change Management Planning

Having the right strategy to achieve  your enterprise goal is the key to optimizing rate of change. Effective strategic planning is key to achieving maximum change efficiency. Companies often don’t have time or expertise to analyze figures and facts, conduct in-depth process analyses and develop the required change management models. Call on our experience and knowledge to achieve your company goals.




Infancy Seed Stage The seed stage is the very first stage of a company. Seed stage is usually the stage of a company that is just beginning and may not have a product prototype yet.

Early Stage This stage describes a company that is still in its formative phase. At this stage, a company may have a product prototype or may be developing its prototype. Early stage or startup stage is usually divided by different funding series. These series are series A and B. Series A is usually the first round of funding in early stage funding. This round of funding is usually earmarked for getting the product or service prototype developed and prepared for mass production or implementation. Series B basically describes a round of early stage funding that is earmarked for companies who already have a fully developed prototype and is at the stage where their product prototype can be manufactured. This funding round usually provides the capital to hire more staff and workers, prepare facilities for mass production, and finally allow the company to open for business.

Growth or Expansion Stage is usually referred to companies who are already established and already have a client flow and revenue coming in. When a company reaches this stage, it is usually already doing well and wants to expand into different markets.

Mezzanine Stage is a stage that a company goes through as it prepares itself for an initial public offering (IPO), going to have its shares publicly traded in the Stock Exchange.

Liquidation Stage is usually the phase of a company’s life where the investors make their exit and cash in on their investments. Liquidation can be divided into different kinds of stages, such as mezzanine stage, managed buyouts, and leveraged buyouts.


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