Workplace transformation – how to setup for success

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I recently caught up with Change and Transformation consultant, Janey Thomas.

We discussed how businesses might adapt as people return to work and Janey’s experience of managing the change workstream for Deloitte’s Workplace transformation programme. Here are her thoughts on how to setup for success.

 

Workplace transformation – setting up for success

If I’d been asked to share my ‘change top tips’ for a successful workplace transformation three months ago, how different would they have been?

Three months ago, a ‘normal’ workplace was very different. While many organisations embraced home working and some more aspirational organisations had transformed the way they worked through their physical environments, this wasn’t by any means the norm.

But since the end of March 2020, most people across the UK have shifted to working from home and the reality is that there isn’t any urgency to return to a physical space as health and safety challenges remain. And nor should there be.

Entire industries now question quite rightly whether their old ways of working serve them post-Covid-19 and into the future. But against what ‘new normal’? The fact is ‘normal’ no longer exists. COVID-19 has provided the ultimate lesson in the constant unpredictability of our world.

Rather than trying to achieve the impossible task of predicting the future, organisations should instead focus on building adaptability and flexibility into their workplace (behavioural, physical and technological) environments. Return-to-workplace strategies and basic decisions about how many spaces to open and how to open them should be planned very carefully. Workplace transformation is no longer only for aspirational organisations – it is essential for every organisation.

So, what workplace transformation ‘change top tips’ would I promote today?

  1. Lead from the top. More so than ever, leaders must fully and authentically support and coach their people through any workplace transformation. They shouldn’t underestimate the current volume and impact of change on their teams, and it will keep rising, necessitating them to focus on building resilience in their teams. Successful transformation not only requires an inspiring and honest change story (the why) and vision (the what) of the unclear future from leaders but a certainty of process, with clear, simple steps and timetables.
  2. Provide a sense of safety and security – a human need and the foundation of adaptability. Many people have recently experienced a sudden drop in job security, increasing stress, workloads and the inability to ‘carry on’. Losing the security of physically working with colleagues adds another layer of stress for many. To stop people relying on ownership of their environment, actively create and sustain their connection to the organisation through other inherent activities which maintain a foundation of trust and belonging.
  3. Give flexibility and choice in where and how people work. This is more important than ever. Change interferes with autonomy and can make people feel that they’ve lost control over their territory. Smart leaders leave room for those affected by change to make choices and involve them in planning, giving them ownership. They’ll not only be equipped to be higher performing; crucially they’re more adaptive to future disruption.

What next?

Is there anything new here? No, but the priorities are highlighted against the backdrop of the unchartered volume and flexibility of change that people are already experiencing as a result of the COVID-19 disruption. There is however a huge opportunity for positive change ahead of us. I have often found that organisations struggle with defining a clear and compelling change story and vision that engages people to want to embark on change and be part of it – the ‘burning platform’ ie. Why jump now? If ever there was a more compelling reason for workplace change it has to be now. ‘Let’s embrace this opportunity.

Janey Thomas is a highly experienced people change and transformation consultant with a strong track record of supporting global blue-chip organisations, including Deloitte, Heathrow airport, Eurostar and SABMiller on a variety of culture, workplace and business strategy change programmes. Some of her most recent experience includes nearly 3 years managing the change workstream for Deloitte’s North West European HQ transformation programme in London, 1 New Street Square.

 

THINKING OF HIRING AN INTERIM EXECUTIVE? YOU NEED TO GET IT RIGHT! DISCOVER THE 8 STEP PROCESS YOU SHOULD FOLLOW, BY DOWNLOADING OUR FREE EBOOK HERE.

James Cumming is our Interim and Transformation Search specialist. Please get in contact with him directly to discuss any of these topics further.

Higher education: a revolutionary transformation journey

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Higher education: a revolutionary transformation journey

Higher Education: For our featured blog this week, Sarah spoke to Sravan Banerjee, Organisation Design and Change Management professional, who shared his insightful experience of a recent large scale change and transformation project that he led in the Higher Education sector, with a leading UK University.

Transformation – a word often used, maybe overused, that has numerous connotations on its own. It means different things to different organisations and even within the same organisation, there are multiple versions floating around.

However, the meaning of the word has never rung truer than during this unprecedented crisis we find ourselves in globally. Organisations today are battling challenges on multiple fronts not the least of which is how to stay operationally viable in the short term, but also take a long hard look at their longer-term operating model.

This challenge is sector agnostic and be it private or public most business leaders face similar challenges. The Higher Education sector interestingly has perhaps remained the last bastion – largely unchallenged in its ways of working and perhaps not feeling the need to challenge the status quo as much as other sectors.  

But with Brexit looming, the unrelenting onslaught of the pandemic and mounting operational pressures, the Higher Education (HE) sector faces venturing into the unchartered territory of transformation not only at the operational level but at a more fundamental level around its model and ways of working.

I was fortunate enough to have worked for a world-renowned client in the HE Sector who, while remaining one of the crown jewels of the Higher Education, realised early on the need to change. They embarked on a transformation journey that would fundamentally change their operating model to set up a revolutionary Shared Service Centre which would allow them to drive scale and be operationally efficient through extensive use of technology. This would ensure the enabling functions were true Centres of Excellence offering specialist advice and were true partners to the schools and colleges. Equally, this allowed the schools and colleges to focus their energy on academic pursuits and excellence and avoid duplication of accountabilities and capabilities – thus making them more outward focused.

The engagement was a learning experience like few others, as this was a ‘first off the blocks’ journey, both in terms of the scale of operation, as well as the mindset change.

The key takeaways for me are as follows:

  • Acknowledge the problem

The first step to fixing a problem is recognising there is one. My client was cognisant enough to recognise the challenges they faced in the coming years if they did not transform – hence felt the urgency to change. The critical takeaway for me here was how the senior figures within the University (including the Provost and Vice Provost) were starting to get behind the need to change. For me, that is one of the critical indicators of a successful change journey – the leadership recognising the problem and talking about it openly. Through that simple step, we had already started to make vital inroads into the change journey.

  • Treat everyone as a customer

An interesting lesson I learnt was how the client shifted its focus to a more customer-centric model. What I mean by that is:

-The academic fraternity looking at their corporate partners driving research grants, as customers and slowly moving to a more commercially focused and outcome-driven partnership with them.
-The University treating its existing and incoming students as customers and changing the ‘Customer/Student Experience Journey’ by identifying the various touchpoints for a student, reducing the number of interactions, and making each interaction meaningful.
-The enabling functions treating the schools and colleges as their customers and getting into ‘providing a superlative advisory service’ mindset.

Change is not a dark room exercise where we go into a tunnel and magically emerge with a solution that works for everyone. It is painful, it is hard, and it takes courage. Most importantly it takes engagement with the right set of people to take them along on the journey. My client realised this early on in the process and set up numerous avenues to engage and interact with people (surveys, learning cafes, Communities of Practice) to ensure colleagues felt ‘they were doing it’ instead of ‘it being done to them’. It was not always easy. It did feel at times that we were regressing but carrying on the engagement process in the spirit it was started was ultimately the difference between success and failure.

  • A shift in ways of working and mindset

Perhaps the single largest piece of the puzzle was the internal shift – not only in ways of working but what that meant for the operational mindset within the University. Of course, Op Model and Org Design helped translate strategy into ways of working and provided clear roles and accountabilities. But implementing that design required a broad change narrative around ‘the why’ and more importantly required the schools and colleges to be comfortable with the fact that some capabilities would not be dedicated/siloed into their structures. The critical message to get across was ‘they were not losing a capability’ but rather ‘gaining a multitude of specialist services’ that would free up their time to focus on what they love doing most. This was the key message we iterated again and again (and again) with our academic stakeholders. This open channel of communication was critical for success with my client and went a long way to support the implementation of the change journey.

  • Eye of the prize

Lastly, one of the key things that my client did consistently well, was to keep their focus on the desired outcomes for the change. When kicking off a major transformation piece, it is very easy for it to snowball into something else entirely and before you know it, it has grown arms and legs and is an industry on its own. To prevent this from happening, my client had a set of 4/5 desired outcomes which were agreed at the very onset of the programme and from which they never wavered. This helped contain the scope of the Transformation piece effectively and just as importantly allowed us to iterate and re-iterate a set of key messages which ultimately became the engine for the change journey.

Sravan offers Organisation Design and Change Management services. You can find more about what Sravan on LinkedIn here.

70% of change programs fail, make sure yours isn’t one of them

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70% of change programs fail, make sure yours isn’t one of them

Change is inevitable in business, yet the odds of a successful transformation are daunting, many companies are constantly embarking on change programs. Research consistently shows that about 70% of change programs fail. These initiatives—whether they involve restructuring, digital transformation, or cultural shifts—often fall short of their goals, leaving organisations frustrated and employees disengaged.

But failure isn’t inevitable. With the right approach, you can ensure your change program is among the successful 30%. Here’s how.

  1. Start with a Clear Vision for your change programs

The foundation of any successful change program is a clear and compelling vision. Before diving into action, leaders must articulate a vision that aligns with the company’s strategic goals and resonates with employees at all levels. This vision should answer the critical question: “Why is this change necessary?”

When employees understand the purpose behind the change, they are more likely to buy in and commit to the process. This vision becomes the guiding star for all subsequent actions, helping to maintain focus and direction even when challenges arise.

  1. Engage and Empower Your People

One of the most common reasons change programs fail is a lack of employee engagement. Employees are the lifeblood of any organisation, and their support is crucial to the success of any change initiative.

To engage your workforce, involve them early and often. Solicit their input, listen to their concerns, and provide clear, consistent communication throughout the process. When employees feel heard and valued, they are more likely to embrace change rather than resist it.

Empower your teams by giving them the tools, resources, and autonomy they need to adapt to the new ways of working. Training programs, open forums, and continuous feedback loops can help employees feel confident and capable in navigating the change.

  1. Lead with Resilience and Adaptability

Leadership plays a critical role in the success or failure of change programs. Leaders must demonstrate resilience and adaptability, showing that they are committed to the change and capable of steering the organisation through uncertainty.

This means being visible and accessible, addressing challenges head-on, and being willing to adjust the approach as necessary. Change rarely goes exactly as planned, so leaders must be flexible and responsive, ready to pivot when obstacles arise.

Moreover, leaders should model the behaviors and attitudes they want to see in their teams. If leaders are optimistic, transparent, and supportive, employees are more likely to mirror those qualities.

  1. Measure Progress and Celebrate Wins

A successful change program requires ongoing assessment and celebration of progress. Regularly measuring key performance indicators (KPIs) helps ensure the change is on track and identifies areas that may need adjustment. This data-driven approach enables leaders to make informed decisions and maintain momentum.

Equally important is celebrating wins—both big and small. Recognising and rewarding progress keeps morale high and reinforces the value of the change initiative. It also helps to create a positive culture around change, making future transformations more manageable.

  1. Build a Sustainable Change Culture

To ensure long-term success, it’s crucial to embed change into the organisation’s culture. This means creating an environment where continuous improvement is the norm, and employees are encouraged to innovate and adapt.

Leaders should focus on developing a culture of agility, where change is seen not as a disruptive force but as an opportunity for growth and improvement. This involves ongoing training, open communication channels, and a commitment to learning and development.

By making change a part of your organisational DNA, you can reduce resistance, increase adaptability, and position your company to thrive in a constantly evolving business landscape.

Our Thoughts

While the statistic that 70% of change programs fail is sobering, it doesn’t have to be your reality. By starting with a clear vision, engaging and empowering your people, leading with resilience, measuring progress, and building a sustainable change culture, you can significantly increase the chances of your change program’s success.

Remember, successful change is not just about the destination—it’s about navigating the journey with purpose, agility, and a commitment to continuous improvement.

James Cumming is our MD and leads our Interim Transformation practice. If you’ve got a hard-to-fill role and need some help, get in touch. Connect with him on LinkedIn here.

If you would like to find out more about re:find and how we can support you and your business, then please get in touch.

Change management in public sector organisations: how to succeed

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Change management in public sector organisations refers to the process of implementing and managing changes within governmental agencies, departments, and other public entities. It involves planning, coordinating, and guiding the transition from existing practices to new ones, in order to improve efficiency, service delivery, and overall effectiveness.

Whilst change management principles are similar across both public and private sectors, there are some key differences in how they are applied in public sector organisations, because of the nature of the public sector.

Stakeholder Engagement in the Public Sector

Public sector organisations typically have a broader range of stakeholders compared to private organisations, due to the fact they have a wider public interest. These stakeholders include citizens, elected officials, community groups, and interest organisations. Change management in the public sector emphasises the need for extensive stakeholder engagement and consultation to ensure transparency, accountability, and democratic decision-making. Without extensive stakeholder engagement, you can face a whole host of problems including:

  • Lack of transparency
  • Resistance
  • Unforeseen challenges
  • Legal issues
  • Ethical issues

Regulatory Framework in the Public Sector

Public sector organisations operate within a framework of legislation, policies, and regulations that guide their operations. Change management in the public sector must take into account these regulatory requirements and ensure compliance throughout the change process. This may involve conducting legal reviews, obtaining approvals from regulatory bodies, and adhering to public procurement procedures.

Without following these, they are open to legal repercussions, operational disruptions and financial implications and finally, damage their reputation.

Political Considerations

Public sector organisations are susceptible to political influences and the decisions of elected officials. Change management in the public sector often necessitates navigating political dynamics, fostering agreement among diverse stakeholders, and overseeing the potential impact of shifting political priorities on the suggested changes. This introduces an additional level of complexity to the change management process.

This requires political sensitivity – staying informed about the political landscape and using an evidence-based approach to counter political pressures. You need to be truly flexible to political environments, that can be unpredictable.

Public Sector Accountability

Public sector organisations are accountable to the public they serve. Change management emphasises the need for transparency, public involvement, and effective communication throughout the change process. Public sector organisations often have to justify the need for change, demonstrate the expected benefits, and address concerns raised by the public.

This is a clear difference between the private sector, which is accountable to its shareholders, employees, customers, and other stakeholders. They have a responsibility to operate ethically, comply with relevant laws and regulations, and provide accurate and transparent financial reporting. Private organisations may have their own governance structures, such as boards of directors or executive committees, that ensure accountability and oversight, but not the public.

Long-Term Sustainability

Public sector organisations typically have a long-term perspective and aim to create sustainable change. Change management in the public sector often involves strategic planning, capacity building, and creating a culture of continuous improvement to ensure that changes are embedded and sustained over time.

There are many differences between public and private sector change programmes, which need to be considered to ensure its success. As with all change programmes strong stakeholder engagement, clear and timely communication and employee involvement and support are crucial.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

At re:find we have been in Executive Search for over 20 years. We believe that recruitment is not a one-off transaction but rather a long-term partnership. We aim to build long-term relationships with our clients, providing ongoing support and advice to help them find and retain the best talent for their organisation.

In addition, as a business, we understand that every organisation is unique and that there is no one-size-fits-all solution when it comes to recruitment. That’s why we offer bespoke recruitment solutions that are tailored to meet the specific needs of each client. Whether you need help with a single hire or a full recruitment campaign, we can help.

We are committed to providing our clients with the highest quality service. As part of this, we ensure that we take the time to understand your organisation’s culture and values, as well as the specific skills and experience needed for each role.

For more information on our executive search practice and our CCS framework
please get in touch with our Managing Director, James Cumming.

Can I become an Interim?

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Our Managing Director, James Cumming, discussing how you can start and build an interim career.

Many people come to me and ask me, can I become an interim?

Becoming an interim isn’t as easy as people think. They think that their friends have done it, their colleagues may have done it – they see people around them going into it. But it isn’t always the answer they’re looking for in their career. Being an interim is really tough. It’s a challenging role, you’re always having to deliver quickly. It’s not a consistent job opportunity where you know you’re going to be paid every month. You can have a period of time when you’re not working. And actually, people find it really challenging not to be part of a team.

What do you need to think about?

So I think people need to think long and hard if an interim career is the right career move for them. I think some of the key things you need to think about are- what is your skillset? Is it the sort of thing a company might buy in to use? Why would they use that skill set? And is it rare enough in the market to demand a premium? Because if it’ not, why would they use you? Why wouldn’t they use someone else or an internal resource?

Challenges

The most challenging part of becoming an interim is building a network. Most people in permanent jobs don’t have a network, especially if you work for a company for a longer period of time. So where are you going to get work from? Yes, you can go to a recruitment agency, but recruitment agencies have lots of people on their books and they can only fill a certain amount of roles per year. You can apply for roles, but most companies don’t have interim roles advertised on their website. How are you going to get a role 100% of the time when there are limited resources to enable you to get one. You need to think about it more holistically, as a business opportunity and not just as a short term fix because you’re not in work. They’re two separate things. Especially with IR35 coming in this year, people need to think long and hard about is it a job you’re going into (as an interim) or is it something bespoke and niche that clients can buy in as a service.

The three most important things to think about if you’re thinking of becoming an interim are:

  • Speak to people alreay in the interim market, to get their opinion on whether you can be an interim or not
  • Think about if your skillset is required, is it niche enough and ar businesses looking to bring it in
  • Can you build a network orleverage people you’ve worked with before

James Cumming is our MD and leads our HR practice. He has recruited senior HR professionals for over 15 years and has experience in finding niche HR talent. Connect with him on LinkedIn here.

If you would like to find out more about re:find and how we can support you and your business, then please get in touch.