Chapter 03 -  

Keys to a Successful Change

Here are the steps that can help us drive and execute the change process successfully within an organization
By now you already know change processes have no guarantees for success, as they hold an inherent element of uncertainty. It’s impossible to predict most of the outcomes: how the audience will respond to the change, reactions from competitors, or from the organization’s employees.

Here are the steps that can help us drive and execute the change process successfully within an organization
By now you already know change processes have no guarantees for success, as they hold an inherent element of uncertainty. It’s impossible to predict most of the outcomes: how the audience will respond to the change, reactions from competitors, or from the organization’s employees.

However, there is a way to increase the likelihood of success by focusing on two key elements:

  1. Detailed planning in advance:

    Change processes should be carefully planned. The more effort we put into high-quality preparation, analyzing the challenges expected throughout the process, and clearly defining administrative and financial resources – the higher our chances of overcoming obstacles successfully.

    
Planning won’t guaranty success, but it’ll send us off feeling much more confident in every step, and help readapt our expectations and vision, and set effective objectives and methodologies.

  2. Engaging the organization in the process:

    A key factor. In many cases, organizations invest most of their efforts in figuring out how the market will accept the change, rather than engaging their employees in the process. This is critical for two reasons: the first and obvious reason is that those who will work on the desired change and be responsible for executing it – are the employees. The second reason is that change is an inherently challenging process that requires organizational energy.

    We at FIRMA had led the rebranding processes for Bituach Yashir and Bituach 9, both under IDI – a company so deeply connected to its employees, it managed to keep them involved and engaged in the rebranding processes and end result. Note the difference between a company that embarks on a journey with enthusiastic and motivated employees, vs. one that needs to invest resources in motivating its employees to change.

So how do we ensure these two key factors work together? FIRMA deploys a model called Pre-Mortem.
Pre-Mortem

A post-mortem analysis investigates the reasons that led to a failure, while pre-mortem encourages us to anticipate potential challenges before we begin. This proactive approach allows us to lead change effectively.
Instead of waiting for a crisis to strike and merely reacting, we envision and research the worst-case scenarios that

could negatively affect the success of the organization, mapping out potential weaknesses. The pre-mortem model enables us to turn the unknown into something measurable and structured, revealing the areas that urgently need change before the crisis hits.

How the Pre-Mortem process works:

The pre-mortem model ensures that you enter the change process with your eyes wide open: you know what lies ahead, key players in the organization are committed to the initiative with clear roles, and there is a shared responsibility for its success.
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