Moving an organization to new premises
A long and challenging journey through a radical change in Financial services and Banking. The ADB - African Development Bank – engaged us to design an articulate solution for a smooth and people-centric move from Tunis to Abidjan.
-
2003
From Abidjan to Tunis
African Development Bank headquarters move as a result of the civil war that broke out in Cote D’Ivoire.
-
2013
Move back to Côte d’Ivoire
Peace is restored and the bank decides to move its headquarters back to Abidjan in 2012/13.
The challenge
After nearly a decade in Tunisia, employees had to prepare, mentally and logistically, for their return to Abidjan. Caring for the individuals was core to the bank’s approach. It thus created a holistic structure aimed at taking care of the needs of every employee.
Why Change Management was needed
-
The return would affect around 1,500 staff members and their families, which made a total of 5,000 people affected.
-
Most staff members had been recruited in Tunis by the inception of the project and therefore had limited knowledge of Côte d’Ivoire.
-
The main objective was to both try to mitigate any negative impact of the return on staff and to secure the opportunities that come from such a change.
People moved from Tunis to Abidjan
Some words from our Client
“It is important for us to come home and today we are ready to do everything possible to make this happen.”
Donald Kaberuka, AfDB President
The approach
Honoring the bank’s core value and optimizing their holistic structure, we used the Prosci® Change Management methodology to focus on the key activities and behaviors required by sponsors, managers and others involved in overseeing the change.
Our activities
We agreed with the Bank that it was imperative that they were seen to be driving this change and not the “outside” consultants. Accordingly, we assisted the bank executives to sponsor and lead the change with their people.
In brief, we:
- Equipped the sponsors and leaders to manage the change
- Trained, coached and guided the Bank’s change consultants to fulfill their role
- Our Deliverables included skilling up of all levels of the organization:
- Employees
- Managers and supervisors
- Sponsors
- Change consultants
- The establishment of internal change agents was part of the program and a deliverable of the change strategy
- We created a project support team both in Tunisia and Côte d'Ivoire; resources needed to be put in place in both countries to ensure optimum implementation and execution
We also helped the bank to:
- Create change consultants: we assisted in helping choose the right candidates for the role and then trained them on Change Management
- Create change agents to sustain the change at an operational level by liaison between managers, change consultants and employees
- Plan for staff that were not going to move
Learning to deal with change
We guided AfDB through this change by training managers and employees with workshops and training programs, namely the Prosci® Practitioner Certification program and the Prosci® Coaching Program for Managers.
and Change facilitators provided coaching and advice in relation to specific challenges, such as how to tackle resistance and engage with senior leaders. Key members of the HR department and managers in charge of managing employees’ transition to new ways of working — attended a one day program.
Managers were shown how to apply the ADKAR® model to individuals undergoing change, and were supported in the development of a coaching plan for their direct reports.
Our Staff
- Quentin Orsmond
- Bay Jordan
- Tom Marsicano
- Teresa Marsicano
- Roger Dawes
- Deji Ishmael
- Akinwande Mark-Obaba
The impact of our solution
We fully delivered on our aim to ensure the Bank was seen as driving the change. Executives sponsored and led the change with their people, resulting in a successful relocation. Specifically we:
-
We equipped the sponsors and leaders to manage the change.
-
We trained, coached and guided the Bank’s change consultants to fulfill their role.
-
Skilled up of all levels of the organization.
-
Established an effective team of internal change agents who helped deliver the change strategy.
-
Created a project support team in both Tunisia and Ivory Coast as resources were needed in both countries to ensure optimum implementation and execution.
-
Helped choose the right candidates for internal change consultant roles and then trained them on Change Management to fulfill their roles.
-
Created change agents to sustain the change at an operational level through liaison amongst managers, change consultants and employees.
-
Ensured there was a plan for staff who were not going to move.
-
Provided consulting and advisory support that helped build competency and create change consultants; providing post-training support where needed to help with practical issues.
Practical application of competencies
Workshop
Over an 8-month time span, we ran workshops with managers and executives to help them decide and drive key actions that would help employees and their families prepare for their changes. They also considered how technical aspects of the project (e.g. refurbishing and build buildings) would be leveraged to help people adopt the change and embrace improvements in facilities.
Access to Prosci®’s Portal was provided, with downloadable templates and assessments, eLearning modules, problem solving articles and presentations.
Programs
Prosci® Change Management Certification Program
The Practitioner Certification provided a comprehensive grounding in the method to internal consultants, project managers and senior managers. Participants were guided through the creation of a Change Management strategy for their individual projects, and shown how to apply best practice to the creation of plans covering communications, sponsorship, coaching, training, and resistance management.
Go to ProgramProsci® Change Management For Managers
The Coaching Program for Managers provided those managing change with a comprehensive grounding in the Prosci® method. We trained a range of internal consultants, project managers and senior managers, helping them position the integration program for success through effective management of the people side of the change.
Go to ProgramWhat we have learned
Major changes of this type require senior executive support, across the entire organization. This coalition of sponsorship is essential to keep all the components of the change aligned. It’s also about building a competency in change across all levels in the organization, creating a common language of change, making communication more effective and clear, and improving the sense of purpose for the change.
Some words from our Client
“After returning to our Headquarters, the Bank has maintained an excellent financial health and robust risk-bearing capacity and has reported a 15% increase in operational outturn.”
Donald Kaberuka, AfDB President
Outcome
The bank achieved its ultimate objective of moving its headquarters to Abidjan, retaining key employees and managers in the process. Simultaneously it created a cadre of change practitioners, upskilled managers and executives.
During the process of the project support structures that focused on the people side of the change were established and provided essential support to employees who moved and for those who did not move.
Although the change was carried out successfully, there was a number of employees who decided not to move and resign from their job. However, the bank was very active in helping the employees that stayed in Tunis to find alternative employments.
Solutions for Individuals and Teams
-
For Senior Leaders
Responsible for ROI and success. Must understand the impact on projects and people.
How we help Leaders -
For Change Practitioners
Responsible for project team competencies. Develops strategy and works with the PM.
How we help Practitioners -
For Project Team Members
Responsible for project success from an organizational and fulfilment point of view.
How we help Project Teams