Guidin's support for change
How do you manage change - and avoid the most common pitfalls?
Change rarely fails because there are no plans - but because people are left out. Guidin helps ensure that change happens at the people level, in a timely and effective way.
LEADING CHANGE - AVOID THE MOST COMMON PITFALLS OF FAILURE
Could Guidin help your transformation?
- We always anchor what we do to the client's own change timeline and the data we collect.
- We collect real-time data on staff experience, emotional climate and capabilities.
- We identify emerging challenges in time and target measures in the right place.
- We drive change with knowledge and strengthen the way we do things in a solution-oriented and people-centred way.
Examples of change situations where we can help
Are you wondering how to ensure that staff are committed to the change and implement it? Do you want to identify barriers to change early before they become problems? Guidin supports your change from the moment the change starts - right through to implementation.
Change negotiations, how to move forward?
After the change negotiations, there is uncertainty and a lack of trust in the organisation. Employees feel that the future is unclear and motivation is low.
Targeted communication and support
Data collected by Guidin reveals employees' concerns about their future and distrust of management. Management responds with open communication, explaining the reasons and objectives of the change negotiations. Frontline managers are supported and trained to have individual conversations with their team members, offering support and answering questions during the change process.
Targeted communication and support
Data collected by Guidin reveals employees' concerns about their future and distrust of management. Management responds with open communication, explaining the reasons and objectives of the change negotiations. Frontline managers are supported and trained to have individual conversations with their team members, offering support and answering questions during the change process.
- Guidin Change Scoreboard: mapping the emotional climate
- Guidin Change Scoreboard: measures of the change experience
- Pre-personal training
A new strategy, but will anything change?
An organisation launches a new strategy but faces challenges in implementing it in everyday life. Staff feel distanced from the strategy and do not understand its impact on their work.
Targeted communication and support
Guidin's measurements show that employees do not understand the impact of the strategy on their work. Management uses this information to tailor communications to clarify the concrete impact of the strategy for different teams. Frontline staff are coached to have constructive conversations with their teams about the relevance of the strategy and the changes it will bring.
Targeted communication and support
Guidin's measurements show that employees do not understand the impact of the strategy on their work. Management uses this information to tailor communications to clarify the concrete impact of the strategy for different teams. Frontline staff are coached to have constructive conversations with their teams about the relevance of the strategy and the changes it will bring.
- Guidin Change Scoreboard: mapping the emotional climate
- Guidin Change Scoreboard: measures of the change experience
- Pre-personal training
Fusion and culture
A company is undergoing a merger, combining two different organisational cultures. Although the merger is proceeding as planned, staff commitment and team spirit are not developing as expected.
Targeted communication and support
Guidin's data reveals that staff experience uncertainty about their roles and the culture of the new organisation. Management uses this information to organise joint workshops to jointly define the values and practices of the new organisation. Frontline staff are given concrete tools to discuss with their teams the concerns raised by the merger and build a common understanding.
Targeted communication and support
Guidin's data reveals that staff experience uncertainty about their roles and the culture of the new organisation. Management uses this information to organise joint workshops to jointly define the values and practices of the new organisation. Frontline staff are given concrete tools to discuss with their teams the concerns raised by the merger and build a common understanding.
- Guidin Change Scoreboard: mapping the emotional climate
- Guidin Change Scoreboard: measures of the change experience
- Pre-personal training
Deployment of the system
The organisation implemented a new customer service system to streamline customer service processes and improve the customer experience. The roll-out went well from a technical point of view, but it soon became apparent that staff were not making full use of the system's features, and the old ways of working were quickly reverted to.
Targeted communication and support
Guidin's analysis reveals that employees are concerned about the impact of the new system on the quality of service they receive from customers. They fear that using the system may reduce the personalisation and effectiveness of customer encounters. Management will use this information to clarify the benefits of the system and its role in improving customer service without compromising the customer experience. Front-line staff will be given the tools to discuss with their teams the concerns raised by the implementation of the system and provide support in adopting the new system.
Targeted communication and support
Guidin's analysis reveals that employees are concerned about the impact of the new system on the quality of service they receive from customers. They fear that using the system may reduce the personalisation and effectiveness of customer encounters. Management will use this information to clarify the benefits of the system and its role in improving customer service without compromising the customer experience. Front-line staff will be given the tools to discuss with their teams the concerns raised by the implementation of the system and provide support in adopting the new system.
- Guidin Change Scoreboard: mapping the emotional climate
- Guidin Change Scoreboard: measures of the change experience
- Pre-personal training
Capabilities supporting the strategy
The organisation updated its strategy to focus on customer orientation and digital services. This required the development of new capabilities such as agility, foresight and innovation. However, staff felt uncertain about what these changes would mean for their daily work.
Targeted communication and support
Guidin's measurements show that employees feel uncertain about the impact of the strategy on their own work and fear that their skills will not be sufficient to meet the new demands. Management uses this information to communicate clearly about the objectives of the strategy and how the new capabilities will support the success of the organisation. Frontline managers will be equipped to discuss with their teams the concerns raised by change and to support staff in developing new competencies.
- Guid's Capabilities Scoreboard: strategic capabilities
- Guidin Capabilities toolkit: a 360° peer review
- Guidin Change Scoreboard: mapping the emotional climate
- Guidin Change Scoreboard: measures of the change experience
- Pre-personal training
The transition to hybrid work
The organisation is moving to a hybrid working model, but employees are unclear about the new practices and how to work together. The combination of remote and local working poses challenges for teamwork.
Targeted communication and support
Guidin's analysis reveals that employees feel confused about new working practices and fear being left out. Management uses this information to create clear guidelines for hybrid working and communicates them consistently. Frontline staff are given the tools and support to engage with their teams in discussions about new practices, ensuring that everyone understands their role and feels included.
- Guidin Change Scoreboard: mapping the emotional climate
- Guidin Change Scoreboard: measures of the change experience
- Pre-personal training
FREQUENTLY ASKED QUESTIONS
You ask, we answer
What is Guidin based on? What makes it unique?
Guidin combines behavioural science, learning and analytics with practice. Our philosophy is: change is not an isolated project - it happens in everyday life, at the human level.
How quickly can we get started?
At best, measurements can be started on the same day, and the first training sessions within a week. We believe you can start small - the important thing is to get going.
What if we have many units or teams in our organisation?
Guidin is easily scalable - teams can work independently, but still in the direction of a common strategy.
How does measurement work in practice?
Data is displayed in real time and makes visible what to focus on.
You've come this far already? Is it time to make an appointment...
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