Manage change effectively with Deloitte

• Provide the understanding of the benefits from proposed new IT systems to all employees
• Achieve stakeholder involvement in the project
• Ensure the availability of accurate and timely information about the goals and objectives of the introduction of IT systems, provide timings and key stages for the project, and describe changes to business processes, functional responsibilities, and others
• Define the organisational risks to successful project implementation, undertake risk elimination planning
• Assess the readiness of employees for the change process by conducting surveys at different stages of the project;
• Provide the necessary level of knowledge and skills for employees to work with the new system.

• Provide clear, timely, reliable information throughout the process
• Transform business processes  - balancing speed and quality of reporting
• Provide support for change leaders
• Identify organisational risks – implement measures to eliminate them
• Mentor and train stakeholders

• Audience analysis, identification of key executives and clarification of their requirements for SSC;
• Defining the strategy of involving the key employees who were transferred to SSC;
• Definition of working approach for employees who will be transferred to SSC;
• Providing the readiness of personnel within the SSC implementation and related organizational changes;
• Definition of a service culture model  and standards SSC employees, events planning for their formation (role models, training);
• Informing about the quality management  procedures  and level of customer satisfaction of SSC. The development of  system for business processes improvement  of SSC;
• Project branding, preparation and implementation of communication plan for a service organization.

• Accompanying on the stages of preparation for launch in the merged organization "Day 1" and the introduction of changes affecting key employees (internal and external);
• Planning, development and implementation of the full information cycle (Communications 360 °) through the whole  process of mergers and acquisitions;
• Managing changes affecting employees of the merged company and preventing possible failures in operating activities;
• Close interaction with the HR department in the transformation of HR function;
• Preparing employees for transformation and providing a quality support throughout the processes of mergers / acquisitions;
• Ensuring an effective transition for leadership and cohesion a new management team;Preventing the dismissal of qualified personnel and providing the retention of key employees;
• Ensuring the corporate culture assimilation.

• Participation in meetings with the leaders and definition of common principles for the new organizational structure;
• Realising the activities to develop management skills of leaders a period of change;
• The readiness assessment of employees to work in the new structure, planning and implementation of measures to reduce the risks related with people (awareness, involvement, skills and knowledge, availability of resources, etc.);
• Help to identify the key employees; participation in planning, development and implementation of measures for their retention;
• Development of an integrated approach to internal and external communications, consistent process of informing the employees;
• Participation in the planning, development and implementation of measures for employees’ transferring to work in the new organizational structure (close interaction with HR, IT, Finance, etc., training organisation , knowledge sharing, etc.).

Deloitte named a global leader in Change Management by Kennedy. Read the press release.

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