In late 2015, a health system based in Chicago, Illinois, announced that it was integrating two new organizations. This expanded the system’s presence to multiple hospitals and nearly 100 locations.
Change management assessments are commonly touted by consultants as a key step in the change management process. Are they necessary? What is the value of these assessments and when should they be used?
Crowley Maritime Corporation is a U.S.-owned and operated marine solutions, transportation and logistics company providing services in domestic and international markets. Crowley is a complex organization made up of six business units with approximately 6,000 employees. It operates in over seven countries for over two billion dollars in annual revenue.
Change management's purpose is clear - to ensure that changes deliver intended results and outcomes by addressing one of the most critical elements of successful change, the people side of change.
Over the last few decades, the discipline of change management has emerged and evolved. What was once an ad hoc approach consisting of perhaps a communication plan and training plan has grown into a discipline driven by structure, rigor, process and deliverables.
Husky Injection Molding Systems Ltd. is the world's largest brand name supplier of injection molding equipment and services to the plastics industry. Husky designs, manufactures and integrates the industry’s most comprehensive range of injection molding equipment, including machines, molds, hot runners, auxiliaries and integrated systems. With more than 40 service and sales offices and employing approximately 4,000 people worldwide, Husky supports customers in over 100 countries.
AVANGRID, Inc. is a diversified energy and utility company with 7,000 employees, $31 billion in assets and operations in 23 states. Formed from the 2015 merger of Iberdrola USA and UIL Holdings Corporation, AVANGRID remains an affiliate of the Iberdrola Group, a worldwide leader in the energy industry.
Leadership in HR at a global manufacturing company recognized that to achieve the long-term goals of their department and the organization as a whole, they needed to proactively pursue a focus on the people side of change.
While the organization had historically been very successful at project management, growing success led to significant growth goals with very big people implications. While the leadership team within Human Resources knew that a change management capability would be necessary to accomplish the organization’s overall goals, they also knew that much of the organization was not yet ready to begin building this capability. In light of this, the department focused first on building an internal department change capability while also preparing for an eventual enterprise-wide capability build.