Change Champions is looking for a “rockstar” communications professional interested in working with a growing boutique organizational change management and leadership consulting firm in Vancouver. You are an innovative person with a strong desire to help clients (global leading organizations) find new and engaging ways to reach their employees. You are proactive and have superb social and written skills.
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From entry to senior level, change practitioners often feel the need to get a Change Management certification to increase competitiveness and advance in the career. Even though these credentials are not a pre-requisite to work in the industry, they make it easier for companies to assess core abilities of a professional. As a result,
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The Client STEMCELL Technologies Inc. is a Canadian biotechnology company that develops specialty cell culture media, cell isolation systems, and accessory products for life science research. The organization’s mission is to advance the pursuit of scientific knowledge by supplying high quality, innovative reagents, tools, and services. As Scientists Helping Scientists, their vision is to have
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Let’s continue our journey to understanding current change management myths and how to overcome them. In this second blog, we conclude our list and invite you to review these concepts with us. We hope you enjoy it! Also read: Debunking change management myths – Part I Myth #5: Change management can be
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Just like any other profession, change management is full of myths resulting from misleading assumptions. In this blog, we would like to review some of them and invite our readers to reflect with us. We hope that our perspective can contribute to the growth of this fantastic profession. Myth #1: A change management
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It is not unusual for project teams to sacrifice communication efforts whenever there are time constraints or budget issues. It is also common for teams to assume that a single communication event is enough to change people’s behaviors. The truth is that the failure to communicate effectively can jeopardize your project, disengaging people and putting
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Creating buy-in is difficult work. Organizations that are good at change management are able to quickly align people around new ways of doing things in response to opportunities or threats. Those that master it build resilience and an enduring competitive advantage. We want to talk about a new way to build change capabilities in your
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Organizational change is challenging and cannot be done in isolation. Building support throughout the organization is a key ingredient to success. We are going to introduce you to five simple steps to build a “Change Network” and enlist the support of your stakeholders. Start by identifying the groups impacted by the change Work with
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Change is more prevalent than ever and so is the need to create impact and obtain employee buy-in. Organizations are learning this the hard way: projects that fail because people were not brought up to speed with the change, new processes that are not followed, and expensive technologies that create more “noise” than help the
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Often times, while working with our clients, we are faced with varying degrees of understanding of what change management is. For some of the most informed, change management is a synonym for training and communication, for others change management speaks to the ability to navigate the organization and be persuasive, and for others is just
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Change Champions Consulting