Organisational transition management – Problem outlines

The change is not considered in its systemic dimension.

• Employees are not involved in the process of organisational transformation.
• The investments necessary to make organisations and employees evolve, are not balanced.

The organisational culture is not oriented towards change.

• Chief executives grant only weak support to on going projects and do not become directly involved.
• The organisational culture is not very participative and does not stimulate the sharing of ideas.

Technological responses are considered to be panaceas.

• The intranet is not adapted to the company's needs.
• Technical solutions are provided to solve communicational difficulties or human problems.

The company has not developed a long-term vision.

• Due to a lack of clear objectives, internal communication is not sufficiently coherent.
• Relations among social partners do not follow clear guidelines.

The human factor is perceived as an obstacle instead of a resource.

• Diversity within the company is seen as an obstacle posing cultural and generational problems, rather than a resource moving the company forward.
• The company does not manage its human capital and does not benefit from the knowledge of its employees.

The challenges

• Succeeding in the harmonious development of the company by optimising its organisation and emphasizing its human capital
• Transforming internal communication into a catalyst for the company’s performance by adjusting its objectives, tools and human resources.
• Mobilising the energy of all stakeholders (employees, managers, social partners,…) and focusing it on innovative concepts