Our client, a leading Ministry in the Singapore Government desired to spin off one of its divisions into a Statutory Board. The board was soon to be ‘Corporatized’ into a private entity with P & L accountability.
Encouraging employees to join the new corporate entity and minimise resistance to change.
The CEO was given the task to enhance profitability and expand geographically.
Selling the vision of the new corporate entity and better managing the change process will reduce resistance and make it attractive for ministry employees to join.
What we did:
Tier 1: Assessing Change Readiness
- Designed and administered a change readiness survey to ascertain employees’ fears & concerns, and gauge their readiness to embrace the change.
- ‘Change Readiness Survey’ revealed the reasons for resistance, both at a ‘Rational’ and ‘Emotional’ level.
Tier 2: Dreaming the future
- Worked with the top management team to envision the new entity.
- Used Appreciative Inquiry methodology to crystallise the desired picture of success and change road map. This involved:
- articulating the ‘need’ for change.
- identifying the drivers and barriers.
- defining supporting organisational levers (‘Structure’, ‘Process’, ‘People’,'Systems’ and ‘Culture’).
- Shared the results of the change readiness survey, including reasons for resistance at the ‘rational’ and ‘emotional’ levels.
- Discussed ways to handle the resistance and support employees through the change journey.
Tier 3: Rallying support
- Facilitated employee dialogue sessions with the top management to:
- communicate change strategy road map ahead, and
- allay employee fears and apprehensions.
- Developed clear action plans to foster employee commitment and make the change journey a reality.
A majority of the ministry employees joined the new corporate entity. They also conveyed confidence in top management’s intention and ability to execute the change.