At CIBA we partner with organisations to navigate the ever-changing business climate.
In any organisation change programmes are inherently a journey. Whilst it is critical to put the best plans in place, effecting the required change calls for staff and leadership to work together. This is easier said than done, which is why business leaders in Financial Services and Telecommunication sectors rely on our change management experience.
There are three levels of Change Management (Powered by PROSCI):

Individual Change Management

While it is the natural psychological and physiological reaction of humans to resist change, we are actually quite resilient.

Individual change management requires understanding how people experience change and what they need to change successfully. It also requires knowing what will help people make a successful transition: what messages do people need to hear when and from whom, when the optimal time to teach someone a new skill is, how to coach people to demonstrate new behaviours, and what makes changes “stick” in someone’s work. Individual change management draws on disciplines like psychology and neuroscience to apply actionable frameworks to individual change.

After years of studying how individuals experience and are influenced in times of change, Prosci developed the ADKAR Model for individual change. Today, it is one of the most widely used change models in the world.

Organisational / Initiative Change Management

While change happens at the individual level, it is often impossible for a project team to manage change on a person-by-person basis. Organisational or initiative change management provides us with the steps and actions to take at the project level to support the hundreds or thousands of individuals who are impacted by a project.

Organisational change management involves first identifying the groups and people who will need to change as the result of the project, and in what ways they will need to change. It then involves creating a customised plan for ensuring impacted employees receive the awareness, leadership, coaching, and training they need in order to change successfully. Driving successful individual transitions should be the central focus of the activities in organisational change management.

Organisational change management is complementary to project management. Project management ensures the project’s solution is designed, developed and delivered, while change management ensures the project’s solution is effectively embraced, adopted and used.

Enterprise Change Management Capability

Enterprise change management is an organisational core competency that provides competitive differentiation and the ability to effectively adapt to the ever-changing world.

An enterprise change management capability means effective change management is embedded into the organisation’s roles, structures, processes, projects and leadership competencies. Change management processes are consistently and effectively applied to initiatives, leaders have the skills to guide their teams through change, and employees know what to ask for in order to be successful.

The end result is that individuals embrace change more quickly and effectively, and organisations are able to respond quickly to market changes, embrace strategic initiatives, and adopt new technology more quickly and with less productivity impact. This capability does not happen by chance, however, and requires a strategic approach to embed change management across an organisation.

Today as radical change flows through business models in pivotal enterprises such as banking, these players need to answer fundamental future proof questions; business questions with high tech implications. What will we need? What will it affect? What will our organisation look like as a result of us bringing Robotics & AI together with Human Capital?

CIBA is focused not only on answering these but simultaneously enabling change management solutions that need not have heavy lifting implications for organisations.


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