Seeking Organizational Alignment Through Building a Culture of Change

Challenge

A prominent insurance company in the Caribbean, the organization found itself at a crossroads. They had a scattered and ambitious approach to change initiatives, with over 500 active projects spread across several business units and involving more than 30 executives. The lack of structure resulted in fragmented results and inconsistent efforts, to say the least.

The disorganized approach to projects also meant the company was not performing as successfully as it could be. The Insurance company engaged Prosci to provide a comprehensive change management strategy to manage ongoing transformation more effectively while building a culture that reinforced the importance and value of effective change management.

Solution

Lead Sponsor Briefings to align top executives with the vision for change management
Facilitate change management training for initiative owners and program leads
Apply Prosci ADKAR® Model to structure and guide change management plans
Develop a comprehensive Master Change Management Plan
Enable proactive management with regular use of Prosci assessments

Sponsor Engagement

The Insurance Company began their journey by conducting 30+ executive-level sponsor briefings to align top executives with the new change management vision. This reinforced the importance of executive support in fostering organizational change. Leadership commitment motivated employees and ensured consistent support for initiatives.

Stakeholder Training and Development

Program leads and initiative owners participated in Prosci’s Taking Charge of Change program. This training was crucial in preparing this employee group to guide teams and support change initiatives with confidence. The Insurance Company also committed to ongoing training sessions and workshops, reinforcing change management principles at all levels.

Structured Change Management Approach

Using the Prosci ADKAR Model, the Insurance Company structured change management plans to identify and address barriers. The model facilitated smoother transition and aided in acceptance of change initiatives. A comprehensive Master Change Management Plan was developed which detailed specific actions, roles, and timelines for successful transitions. This provided a clear roadmap for change across the business.

Active Use of Prosci Tools

The Insurance Company used Prosci Proxima and Research Hub to access invaluable insights and guidance around methodology. These tools also enabled them to develop data-driven and best-practice-aligned change management strategies. Regularly using Prosci assessments, including ADKAR and PCT, helped the Insurance Company track progress, identify areas for adjustment, and proactively manage the change process.

Results

Leadership alignment

Better alignment allowed executives from across the organization to take a more cohesive approach to sponsoring and supporting change initiatives. This led to more consistent and effective implementation.

Higher success rates

The Insurance Company saw a marked improvement in the success rates of initiatives, with clearer objectives and better-managed transitions.

Building a Culture of Change

A noticeable, positive cultural shift occurred as employees at all levels demonstrate a greater willingness to adapt to change. The shift reduced resistance and posted a more agile and proactive working environment at the Insurance Company.