The Federal Government is currently implementing an organizational philosophy of Category Management throughout all Agencies.
A large government contracting organization requested CI work with its leaders to manage the organizational impacts and changes brought on by the transformative evolution to Category Management. This included partnering with leadership to enhance the organization’s people, processes, and technologies as they transitioned to a new operating model. The leadership team identified a need for support in change management, organizational development, and leadership development. CI relied on its core services of consulting, facilitation, consultative coaching and leadership/employee development to help prepare leaders and staff for the changes ahead. CI was right alongside leaders “in the trenches” in an advisory and management consulting capacity guiding leaders to think and plan strategically while identifying immediate and longer-term recommendations and actions to move the organization forward with efficiency and intentionality.
In each of these areas, we utilized key project management and change management principles, drawing heavily on Kotter’s 8-Step Process for Leading Change and Bridges’ Transition Model. Our project approach included multiple workstreams operating in parallel to each other throughout the course of the engagement. The ongoing organizational support and key relationships allowed CI to serve as a trusted partner during the Category Management transition and the establishment of the current operational state throughout the organization. While the current pace of change in organizations continues to explode, leaders and staff in this organization now have the awareness and skills to embrace the challenges brought on by the pace of change. They can speak the same organizational language and know they are supported.
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