Restructuring rarely fails on strategy. It fails when nobody plans how the people doing the work will learn the new way of doing it.
Most transformation plans we review are strong on structure and weak on skills. The organogram changes, new systems arrive, and the people expected to run them get a two-day orientation.
Start with the work, not the course
A useful first question is: which tasks will change, and for whom? Mapping tasks before designing any training keeps budgets focused and makes it easier to measure whether things improved.
- List the roles affected by the change
- Describe the new tasks in plain language
- Assess current proficiency against those tasks
- Prioritise gaps by risk and cost
Managers carry the change
Frontline staff take their cue from their supervisor. Programmes that train managers first, and give them simple coaching tools, see far higher adoption.
Training is the easy part. Making the new behaviour the normal way of working is the real programme.
We recommend budgeting at least as much time for follow-up as for classroom delivery.
TC
Tolaneez Consulting
Programmes & Research Team
