Common Symptoms

How These Problems are Usually Solved

Attempts to implement programs or produce change usually involve executing a series of isolated projects – a new IT system, a new building, or a new set of policies, processes, and procedures. But the isolated nature of this approach almost guarantees a lack of success.

What’s more, if you haven’t engaged people throughout the journey, they are not going to adopt your solutions. Having a great project outcome, only to have the people say, “I don’t want to use that,” can be a dangerous waste. If it happens too many times, your business will fail.

Midgard’s Solution

The key to a great project outcome is to embed the changes so everyone involved can embrace what we are building. We start this process with the vision and the blueprint.

1. Vision

First, build the vision. What change do we want to achieve? What does the endpoint look like? What does the business really need?

2. Blueprint

What does the organization’s future operating model look like? To get there safely, you can’t change too much at once. So we break it down into steps:

• Current State
• Intermediate State 1
• Intermediate State 2
• Future State

At each step, we deploy the following framework to ensure the right results:

• Process: Create business process maps, templates, policies, and procedures
• Organizational Structure: Redefine the organizational chart, roles and responsibilities, hiring and staffing goals, and the skills you will need for each. Then identify the training and development needed for everyone involved.
• Technology: Define which infrastructure, software, or cloud services will be needed to operate in the future. Determine if new office space is needed, along with all necessary equipment, tools, and vehicles.
• Information: Determine how results will be measured, and what data needs to be tracked for future decisions

3. Implementation/Program Plan

How will we move forward? In order to change, we need to set baseline and performance expectations. Then we can establish the activities that need to take place and implement monitoring devices to spot deviations in the plan or budgetary overtures.

With a proper plan, each project in a program can align with an ultimate goal. Change can happen. All it takes is a best practices approach with an emphasis on people. By bringing everyone on board—your project, your program, and ultimately your success, can be realized.

Common Symptoms

How These Problems are Usually Solved

Midgard’s Solution

We bring a technical and soft skills approach to solving operational and production inefficiencies, and focus equally on the people and the processes. To influence employees to buy into changes, we use Prosci’s ADKAR Change Management Framework, comprised of the following steps:

• Awareness: Does the individual involved know why this change is happening? Does the person telling them about the change have respect and authority? Solid communication must come from someone of influence.
• Desire: This comes from leadership. Can the leaders in the organization influence change? Is there a mentorship program? Do lower-level employees trust upper management to have their best interests at heart?
• Knowledge: Has the employee been properly trained?
• Ability: Does the employee have the physical and intellectual ability to achieve this?
• Reinforce: Instill the importance of the change, and keep bringing people back to using the new way

This is an effective approach to diagnose where employees may be stuck and to support them through the change curve. For situations of very challenging resistance, we bring in experts in IO psychology and/or leadership development to help move the changes forward.

Common Symptoms

How These Problems are Usually Solved

Midgard’s Solution

Influencing corporate culture starts at the top, so we provide leadership coaching to mold effective mentors and coaches. This positive influence spreads downward from leaders through the rest of the organization, instilling trust, accountability, and good spirit. This is how culture shift begins. 

When leaders grow from dictators to facilitators, businesses transform. Agile leaders work in conjunction with their teams; they are facilitators rather than authorities. Attitudes change from, “do as I say,” to “how can I help you?” The results of this minor change in attitude can send ripple effects throughout the entire organization, encouraging employees to once again engage with their leadership team.