Change Management

CYLAD addresses all the Change Management dimensions through an empathic, pragmatic, and operational approach:

Manage and align stakeholders towards change
Implement and deploy change
Set-up communication strategy
Develop a full change strategy

CYLAD supports its clients with a proven Change Management process, from strategy definition to implementation, while securing a sustainable impact.

We demonstrate the ability to engage all types of stakeholders: Top management, middle management, and operational teams across all company functions.

"DO NOT PREDICT THE FUTURE,
MAKE IT POSSIBLE"

Antoine de Saint-Exupéry

Our core beliefs for effective change management

Our teams address 4 key dimensions to make the change happen

We believe that people adapt their way of working and behaviors if we address the 4 following dimensions and associated levers:

1. MINDSET AND BUY-IN

People need to understand the purpose of the change and what needs to be improved in their day-to-day activities.

Example of levers: Change story, communication plan, co-construction during workshops, frequent alignment meetings.

2. ROLES AND COMPETENCIES

Teams need to understand how the desired change impacts the organization, know what is expected from them, and feel reassured that they have the right skills and knowledge to work efficiently.

Example of levers: New roles described and communicated, skills matrix, training and coaching plan.

3. ROLE MODELLING AND LEADERSHIP

The evolution of someone’s behaviors is generally fostered by emulation. In other words, people will change their mindset or ways of working if they see managers embody the changes first or if they realize that some changes are already put in place around them.

Example of levers: Management sponsorship and active involvement, stakeholder alignment, pilot case, quick wins measures, testimonies.

4. ALIGNED SYSTEMS AND STRUCTURES

The processes, methods and tools shall reflect and reinforce the desired change.

Example of levers: New operational model formalized (procedures, handbook…), problem solving process, HR process,…

Client feedback

"CYLAD approach enabled engagement of all stakeholders, even with divergent objectives, in the targeted organization and ways of working."

Transformation officer, Pharmaceutical Company

CLIENT CASES

Change Management strategy to enable efficient transformation for a pharmaceutical group

Creation of a Department to support and speed up the learning curve at aeronautics suppliers

Define and implement a program organization and associated Change Management strategy

CONTEXT

Multiple initiatives launched in several functions around improvement in product development process, deeply impacting ~1000 people in pharmaceutical product lifecycle
Objective is to define a consistent and robust transformation approach and ensure teams’ buy-in and approval.

PROJECT APPROACH

Assess the maturity of the 8 on-going transformation projects, map interdependencies and inconsistencies
Organize workshops with core team (10 people) to tackle critical interfaces and ensure overall consistency
Map the impacted population (~1000 people), analyze level of impact and identify key change levers
Define an overall Change Management plan to ensure transformation consistency, deployment steps and teams buy-in and approval
Formalize a managerial communication kit to cascade top-down vision and roadmap

RESULTS / FINDINGS

Adherence and positive momentum within the core team
Top management committed and aligned on the same vision
Greater clarity and consistency of the transformation levers

CONTEXT

Design a complete approach for assessing suppliers’ Project Management practices and supporting improvements
Create a new department to implement this approach and train incoming teams

PROJECT APPROACH

Communication of the vision to external stakeholders
Definition of a methodology to assess and improve suppliers’ maturity on the Program Management practices
Co-construction of the new department’s model for the global development roadmap
Training on the methodology and on Project Management basics
Golden rules / best practices toolkit on required soft skills
Individual coaching for new assessor/consultant-for-suppliers role
Elaboration of skills matrix and evaluation of team members
Joint construction of individual development roadmap
Hands on support for implementation to ~30 suppliers and individual feedback
Partnership with referenced coaches
Joint definition and implementation of knowledge management materials and process

RESULTS / FINDINGS

Robust method for assessment and support for improvements
Competencies transferred and increased autonomy of teams
Demonstrated improvements at suppliers

CONTEXT

Function oriented organization not inhibiting program department’s ability to carry end-to-end responsibility
Existing program’s planning is not achievable and largely incomplete due to lack of functions’ involvement in the scheduling activities

PROJECT APPROACH

Reshape of the program organization with all stakeholders during collaborative workshops to enable an efficient cross functional and end-to-end management
Clarification of the roles and responsibilities and highlighting of roles changes
Set-up of a Multi-functional Team to address critical topics
Co-construction with teams and alignment in various workshops on a new reference
Empowerment of teams and competencies development to secure autonomy

RESULTS / FINDINGS

Achievable, shared and robust technical + schedule baseline for negotiation with customers
New organization able to deliver efficiently the aircraft capabilities

Contacts

Laurence Massat

Partner / France

Toulouse

Marion Delas

Manager

Toulouse

Patrick Sage

Partner / France

Toulouse

Explore all our expertise

Last publications

Point of view

From Capex to Opex – The Art of Recurring Revenue Business Models in Industrial B2B