Business development

Delivered isn’t the same as done.

Colleagues at their screens in the bright open-plan office, a potted plant in the foreground

You can buy almost anything: a system, an online store, an AI tool. What you can’t buy is people actually using it on Monday morning. Change management is the work with the people behind the change, so they understand why, can handle the new set-up and know who is responsible for what. We do it as part of our projects, from discovery to follow-up, and we stay until the new way of working has stuck.

It starts with the people who do the work

Change management doesn’t start at launch. It starts in the discovery phase, where we map the work with the people who do it today. They know where the time goes and where things tend to go wrong, and a way of working built on how they really work is far easier to take on than one handed down from above. We also measure where you stand, so there’s something to compare with once the new set-up is in place.

Training in what’s new

At roll-out we train the people who will work with the new set-up, whether it’s a new online store, a business system or AI in everyday work. The training comes when the new set-up is in place, not months before, so it can be put to use straight away. For Electrosales and Ulefone we also trained the staff to use AI in their work.

Procedures people can follow

A way of working that only exists in someone’s head slides back to the old one as soon as things get busy. So we write the procedures down, together with the people who will follow them, so they describe how the work is really done, not how someone assumes it’s done. Short, clear and easy to find when they’re needed.

An owner for every process

A project ends, but the process has to keep running. That’s why every process gets a named owner on your side: someone who knows how it should work, notices when it starts to slip and is the person to ask when something doesn’t add up. Without that person, the new way of working becomes nobody’s job, and soon nobody’s habit.

Why change doesn’t stick

When a change doesn’t take hold, the technology is rarely to blame. More often nobody explained why, the training came at the wrong moment, or the old way was still there as a shortcut. Sometimes there’s simply nobody who owns the new way of working once the project is over. None of that is fixed by a better system, but all of it can be planned for, and that’s exactly what change management does.

What we need from you

Change can’t be fully outsourced. Name someone in management who stands behind the change and can make decisions. Give us access to the people who do the work today, and set aside time for training so it doesn’t have to squeeze in around everyday work. Tell us about earlier changes that went well, or less well. That says a lot about what’s needed this time.

Frequently asked questions

What is change management?

The work of getting people to start using a new way of working, a new system or a new tool, and to keep using it. It’s about explaining why, training, agreeing procedures and giving every process an owner.

Is change management part of your projects?

Yes. Training, procedures and an owner for every process are part of the roll-out, and at follow-up we measure the results against the starting point.

What if other suppliers do the build?

It still applies. When we manage a project where other suppliers do the work, change management is part of the project management.

Who on our side needs to be involved?

The people who will work with the new set-up, and someone who can make decisions. The people who do the work today are involved from the discovery phase, because they know where the time goes and where things tend to go wrong.

How do we know the change has worked?

We measure where you stand before we start and follow up against it afterwards, for example how long a process takes or how much is still done by hand. That shows whether the new way of working is being used and making a difference.

What if the staff push back?

Resistance is common, and often understandable: the old way worked, after all. That’s why the people who do the work are involved from the discovery phase, so the new way of working builds on how they work. That usually makes it easier to take on than a change handed down from above.