Vanisha Balgobind | Lead | Talent & Organisation | Accenture in Africa | mail me |
As organisations enter the new year, many are refreshing strategies and refining goals. They are doing this amidst a rapidly changing landscape. About 80% of companies consider change part of their long-term vision and 100% of C-suite executives anticipate workforce transformation. Yet, only 30% feel confident in their ability to manage change.
African organisations have faced an increasingly volatile political, economic and social landscape for the past decade. This environment will become more turbulent. Therefore, organisations will need more sophisticated tools to turn the fear of change into growth opportunities for both the organisation and its people.
CCQ as a change management strategy
Individually, we often enter a new year with a new mindset, setting intentions and resolutions for personal growth. The familiar fizzle of these resolutions leads to disappointment. Over time, this disappointment causes a defeated return to square one. This cycle repeats until we grasp the importance of concrete, measurable steps to see our plans through. We must take these steps to ensure change sticks.
The same lesson applies to your business. Our latest report, titled “Change Reinvented”, provides a blueprint for change management strategy and lasting change. It includes actionable steps and innovative approaches detailed in the Change Capability Quotient (CCQ).
The CCQ enables organisations to embrace change as a core capability. It helps transform them into agile, resilient entities. By embedding change into their culture and aligning it with purpose and values, leaders can inspire their teams. As a result, they drive meaningful transformation.
It applies a goal-oriented approach to organisational transformation. This approach makes change more measurable, actionable, and aligned with outcomes. Most importantly, the CCQ is people-centric. It is informed by the understanding that talent forms the backbone of your organisation. Talent is also a valuable source of insight into how your organisation operates.
Building a resilient change culture
Organisations with a high CCQ consistently outperform their competitors. They achieve stronger financial performance, better employee outcomes, and faster, more successful transformations. So how do they do it? They’ve laid a solid foundation for success across all six capabilities outlined in the CCQ.
Effective change efforts are built on two core pillars, each detailing key capabilities. The first pillar focuses on foundational capabilities that drive success. The second pillar, Innovations, builds on these foundations. It offers a comprehensive strategy to guide organisations toward successful transformation.
First, let’s tackle the foundations: linking change to purpose, clearly defining value and creating new experiences. Leading organisations inspire employees by communicating a clear purpose and vision for change. They also foster open dialogue with two-way communication and address concerns to build an inclusive culture.
They set clear goals and align them with individual growth aspirations. In addition, they measure progress and prioritise investments in people and technology to drive value. By embracing modern technologies and fostering continuous learning through upskilling and mentorship, these organisations enhance employee experiences.
A change management strategy also encourage ownership of change and create a culture of growth. In such cultures, individuals feel supported and empowered to drive transformation.
The second pillar, Innovations, unpacks how behavioural science and AI, data-driven insights, and growing networks of influencers transform how organisations manage change. Generative AI and advanced analytics enable organisations to measure outcomes like engagement and program effectiveness. These tools also foster psychological safety, resilience and continuous improvement.
Leveraging technology for long-term impact
By leveraging these tools, leaders can better understand people’s motivations and identify barriers. They can also create personalised strategies that guide individuals toward positive actions.
These innovations move beyond collecting data. Instead, they focus on driving meaningful, outcome-focused transformation. Building networks of trusted influencers—both internal and external—amplifies the impact of change initiatives.
Respected employees can function as champions. They help foster collaboration and inspire trust. At the same time, external partnerships with stakeholders like customers and suppliers encourage innovation and break down silos.
Leadership as part of change management strategy
Foundations and innovations work together to form an ecosystem that fosters growth and positive change in the workforce.
Strong leadership is crucial to ensure that this ecosystem thrives. Executives must have a sharp vision for the future. They must also ensure that this vision shapes their strategy.
They must serve as role models, foster the right mindsets, embrace new behaviours and leverage formal and informal networks to drive cultural alignment. Success lies in building the capabilities and characteristics needed to navigate barriers. Leaders must also articulate an unobstructed vision for the future.
In conclusion
Change management strategy is not just about streamlining organisational processes and leveraging innovative technologies to increase profit. Lasting change comes from using real-time data to drive a holistic approach. This approach centres employees in the process and supports their individual growth, learning, and overall well-being.
It means unlocking new ways of creating better employee experiences. Furthermore, it involves integrating these experiences into the fabric of your organisational structure. A new year means embracing the possibility of continuous change.
The CCQ takes your organisation from insight to action. It equips your organisation with the tools to successfully navigate a rapidly changing world.
