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Customer testimonial: Leave it to the people who are, or will be, impacted

Successful change leaders focus on what people care about at work. Flying blind is simply too risky and expensive. Without insight into how and what people think about the change initiatives that affect them, it is impossible for change to be successful. This is how one change leader expresses it:  

 

To be successful with change you need to understand how the change will impact people's way of working and what they think and care about at work.

 

But how do you get that insight? Do you or your Senior Business sponsor send out a survey? Do you go stand at the coffee machine and get involved in the more informal conversations?

 

I've tried many different approaches in my years as change manager - some with more success than others. What I have experienced, is that the best I can do is to provide opportunities for people to have engaging and explorative dialogues to explore the change and its potential impact on themselves and the organization.

 

The more I leave it to the people - who are, or will be, impacted by the change - the better.

 

The only tool I've experienced that can provide this approach is Qvest, which furthermore has an in-built analytical setup providing insight and suggestions for how to plan and prioritise change and communication activities.

 

And finally what I really like is that this insight belongs not only to me or to top management, but it is automatically shared with all those who choose to take part in the dialogue.

 

- Lisbeth Borup, Ørsted

 

This testimonial is part of a series of statements from Qvest users. We asked some of our amazing customers to let us know what value questions bring to their organizations. For more testimonials, go here:

 

Marie Mathiesen

Marie Mathiesen

Captain of the ship at Qvest. Her formal title is CEO and Co-founder. Marie has worked in corporate management and as a consultant across multiple sectors in Denmark and the US. Marie has a PhD in Organizational Analysis.

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