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Change Management

Change Management

It's said that having the right tools is half the battle, but just as crucial are anchoring, ownership, technology comprehension, and mastery. To succeed in adopting any new technology, including Microsot 365, Power Platform and Dynamics 365, we must empower people to use it effectively. This is exactly what we at Puzzlepart specialize in.

Steffen Norby og Michael Jacobs

Change management is as much about competence and human insight as it is about administrative decisions. That's why we have a dedicated team of educators and certified change managers who understand what it takes to succeed with new technology.

Organizations are not machines; they are the sum of the people who work there. To create meaningful and lasting change, the focus must be on both the change itself and those who will live with it, inspiring them to embrace the transformation.

ProSci And ADKAR

We use elements from various methodologies, including Prosci, which is Microsoft's recommended model for change management in relation to Microsoft's cloud platform. A cornerstone of Prosci is the so-called ADKAR model. The goal is to facilitate successful change by implementing measures that foster comprehension, ownership, competence, and the capacity for change within an organization.

A - Awareness of the need for change
D - Desire to participate and support the change
K - Knowledge of how to change
A - Ability to implement desired skills and behavior
R - Reinforcement to sustain the change

Endringsledelse - brukeradopsjonens beste venn

"Individuell omstilling er nøkkelen for helhetlig endring."

Les hva Lise Marlen Hansen, pedagog og endringsleder i Puzzlepart, skriver om endringsledelse på bloggen vår.

Portrett av Lise Hansen

Examples of Change Management Initiatives

Insight Work - Understanding Our Origins

 

We conduct insight work to map how you currently operate, what processes exist, the roles and tasks that are in place, and how things are organized. We organize workshops to create insight and knowledge about needs, objectives, and to foster a common understanding of the need for change.

Engagement - Getting Everyone on Board

There are many stakeholders, and it's crucial to have a plan to engage them and ensure good communication about the change. Leaders, employees, colleagues, resource people, IT, HR - there are several groups to involve and engage in a successful change journey.

Facilitation - Adapting Tools, Processes, and Work Habits

The tools which are to be implemented, may not always be developed for our organization. At the same time, how we work may not be tailored to new work tools. To reap the benefits, we likely need to make changes in both the technology and our work habits.

Training - Learning New Ways to Work

Simply providing new tools to employees is insufficient. We must change habits and, notably, teach colleagues to correctly use the tools in relation to their work tasks and processes. We have a range of training and skill enhancement initiatives that we employ in all our projects.

Preparing for Governance - Creating Long-Term Benefits

The change journey isn't complete when the project ends. New tools and methods must be maintained, updated, and developed further. This needs to be planned from the start with a robust system established to manage the realization of benefits over time.

 

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Daniel Wiese-Møller

Sales Director

Microsoft 365 Specialist