The CoachHub Summit 2024 is back in London on September 18th! Find out more and register here.
Empower your organisation to become more agile and navigate successfully through uncertainty.
70% of organisational transformation efforts fail. (McKinsey 2022)
64% of HR leaders report people-related challenges as the most significant barriers to successful transformation. (McKinsey 2022)
Companies that neglect culture are 5x less likely to achieve breakthrough performance. (Deloitte 2022)
73%
73% of HR leaders rank resistance to change as the biggest barrier to successful transformation.*
70%
70% of employees feel overwhelmed because of broken communication methods.**
44%
44% of employees experience high levels of anxiety during times of organisational change.***
** PwC – 2021 ** HR Daily Advisor 2019 *** Gartner Survey 2019
Explore how change management coaching guides your team toward the crucial tipping point that helps real change succeed.
96% of coachees report an improvement in their ability to cope with change. (International Coaching Psychology Review 2020)
92% of coachees report an increase in their resilience. (International Coaching Psychology Review 2020)
41% increase in leadership effectiveness observed among employees who received change management coaching during organisational transformations. (International Coaching Psychology Review 2020)
Transition events trigger uncertainty and complex challenges, but a change management coach offers crucial guidance. It equips employees with necessary skills to move forward, while providing leaders with the tools to guide teams smoothly along the way.
Key challenges:
Businesses face increasing volatility, uncertainty, complexity and ambiguity (VUCA). In this environment, traditional training methods fall short. Change management coaching emerges as a non-directive, tailored approach to leadership development that meets each employee’s unique needs.
Businesses facing rapid digital transformation need to respond with agility. Change management coaching helps employees adapt to this shift by fostering a growth mindset, critical thinking skills, and quicker adoption of changes.
Leverage our holistic coaching framework to create leaders of change across the organisation and meet your company’s goals.
A global pool of 3,500+ seasoned coaches available in 80+ languages.
Access one of the best professional coaches in the world and scale change adoption at all levels of your organisation.
Collective coaching sessions to address complex challenges.
Break organisational silos and elevate problem-solving skills with Co-development Hubs, our dedicated collective coaching format.
Client Success Story
“We are always looking for unique opportunities and partnerships that translate our strategy into action. Bringing CoachHub into the flow of work is a real competitive advantage.”
Ebru Özgen – Group Human Resources Director – Coca-Cola
“We were interested in CoachHub because of their industry expertise, coach selection, user friendly platform, strong customer management and high satisfaction rates of other companies.”
Neslihan Sezer
Head of Talent Management & Inclusion – Pernod Ricard
“Feedback is excellent and we quickly see the positive impact of coaching on management practices.”
Julie Aveillan
Global People Development Manager
1. Why is organisational transformation important?
Organisational transformation is a crucial process that helps businesses maintain their competitiveness, adapt to market changes and respond to regulatory changes. It can assist organisations in enhancing their performance, adapting to modifications in technology, consumer behaviour, or industry trends and ensuring their long-term viability.
The ultimate goal of organisational transformation is to enhance performance and bring about the organisation’s desired future state. Organisations can become more competitive, flexible and resilient in a fast shifting business environment by undergoing transformation.
2. What are the elements for a successful organisational transformation?
Three essential components are needed for organisational transformation to be successful: effective leadership, coordinated change initiatives and employee involvement. To guarantee that the transformation process is backed and properly carried out, leadership commitment is required.
3. What are the components of organisational transformation?
Changes to several important organisational components are involved in transformation. Included in these are a clear vision of the ideal future state, a plan for getting there, the organisation’s structure, processes and procedures, the culture and shared values and successful leadership.
To successfully drive the transition, each of these elements must work in harmony. By making adjustments to these essential elements, organisational transformation seeks to enhance performance and reach the desired future state.
4. What is an organisational transformation example?
The conversion of a traditional brick-and-mortar business into an omnichannel retailer is an example of an organisational transformation. In this case, the retailer is aware of the shifting buying habits of its customers and the need to change in order to remain competitive. To give customers a smooth shopping experience, the company revamps its business model and integrates e-commerce, mobile commerce and in-store technologies.
Changes to the retailer’s systems, processes and organisational culture are necessary for this transition, along with an investment in new technologies and personnel training. The retailer is able to provide better customer service, increase performance and maintain competitiveness in the continually evolving retail environment by successfully completing this change.
5. How can changes made during an organisational transformation be sustained?
In order to make changes durable, organisations should create a clear vision and strategy, include stakeholders in the transformation process and concentrate on adopting behaviours that support the transformation. Organisations should look to foster a culture of continual improvement where workers are encouraged to suggest enhancements that aid in the change. They should celebrate achievements, keep tabs on key performance indicators and incorporate sustainability into the transformation plan.
6. How can you measure the success of a business transformation?
It’s critical to establish precise success metrics and goals that are in line with the objectives of the transformation in order to assess its effectiveness. Assessing a company’s financial performance, customer happiness and staff involvement are crucial indicators of a transformation’s success.
7. What is the role of leadership in an organisational transformation?
To ensure the success of corporate transformation programmes, good leadership is necessary. The roles of leadership include:
The necessity for change must be made clear to employees, who then also must be inspired to support the change. By articulating the benefits of the transformation, integrating employees in the change process and offering resources like digital coaching to help staff members adapt to the new methods of working, organisations may manage resistance to change.
8. How do you build organisational resilience?
Organisations can establish their resilience by:
Business coaching is particularly helpful to build the resilience needed to face adversity going forward.
9. What are some key considerations for managing employee engagement during an organisational transformation?
To ensure the success of the effort, it is crucial to manage employee involvement during a business change. Effective communication is essential to ensure that employees comprehend the motivations for the transformation, the objectives and how these will affect their roles and duties.
Employee issues should be addressed through prompt, clear and frequent communication. It’s crucial to provide avenues for employees to voice their ideas and ask questions. Employee involvement, feedback and suggestions should be welcomed by leaders, who should also include them in the decision-making process. Participating employees can assist in identifying potential dangers and transformational impediments.
Employees can adjust to the changes and perform better with training, development and coaching. Employee contributions to the transition should be honoured and rewarded. In addition, leaders need to be compassionate and supportive of staff members while they go through the transition process.
10. How does Mergers & Acquisitions (M&A) transformation differ from other types of organisational change?
Due to its size, duration, cultural integration, impact on employee morale and demands for regulatory compliance, mergers and acquisitions (M&A) transformation is a special kind of organisational change. Transformation following an M&A often entails significant adjustments that touch numerous departments, business units and geographical areas. It includes merging two disparate organisational cultures, which can be extremely difficult, and necessitates the development of a new culture that is consistent with the strategic goals of the new company.
Employees affected by M&A transformation may experience uncertainty and anxiety due to concerns about their job stability, changes to their roles and responsibilities and the integration of their benefits packages. It’s crucial to manage communication and staff morale throughout the process. A successful M&A transition requires a particular strategy that takes into consideration these distinctive traits and difficulties.
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