achieving sustainable change

industry’s most
respected experts

“We must be impatient for change. Let us remember that our voice is a precious gift and we must use it.”

Change Logic was founded in 2002 on the back of a thriving internal Change Management Practice that was initially drafted in 1998. We employ some of the Industry’s most respected experts in this field and have successfully delivered consistent results for our wide range of clients.  Given this accomplishment, we have grown substantially over the last 20 years and Change Logic currently employs approximately 70 full/part-time consultants and is a 30% Black Female owned enterprise and a Level 1 contributor to B-BBEE (See a copy of our B-BBEE Certificate here).

Our broad areas of expertise cover four primary spheres of client involvement.  These are:

  • Strategic Transformation Programmes
  • Executive Alignment
  • Operating Model Changes and Restructuring
  • 0365 Implementations and remote working

diverse experts in

financial services

retail

commodities

mining

manufacturing

facilities management

managed health care industries

technology

government

why us

“When in doubt, choose change.”

  • Diverse team of talented consultants with years of experience
  • Problem solvers and risk mitigators
  • Achieve sustainable change whilst minimising disruption and maximising realisation of benefits
  • Change initiative framework tailormade to each project or programme approach

There is a lot of theory that backs up our views on managing change in an organisation. We have documented a few of our favourites which is no mean feat in a rapidly expanding discipline.

stakeholder mobilisation
The activities that are required to motivate and sustain commitment to the change initiative. This would include describing the requirement for the change in the business and assisting management to lead the process by creating a shared change agenda amongst all staff. Typically involving interventions such as: • Strategic Contextualisation to describe the need for the Change • Change Visualisation to describe the proposed solution to remedy the need • Leadership Orientation to assist managers to sponsor the Change • Communication and Involvement to ensure that everyone understands and accepts the proposed solution
context alignment
The activities required to practically align the day-to-day operational environment to the requirements of the change initiative. Typical interventions: • Process and Systems Alignment to align operational processes with the change • Organisation Design to align the organisation structure (if appropriate) • Business Practices Alignment to introduce the disciplines and business philosophies that underpin effective operation within the new environment • Role Definition to identify the specific activities that users would be expected to perform in order to operate effectively in the new environment
personal mastery
The activities required to assist affected people to optimize their performance in the changed environment. Typical interventions : • Competency Development to provide the training required to develop individual expertise in the new environment • Reinforcement and Support to provide the on the job coaching and support to assist people to apply their expertise in the real-life environment • Performance Management to ensure that people receive the right developmental feedback about their actual performance in the changed environment • Motivation and Recognition to encourage people to achieve optimal performance in the changed environment (if appropriate)
change tracking
The activities that are required to monitor the success of the change initiative and also to focus management behaviour on the achievement of anticipated benefits. Typical interventions: • Risk Identification to assess the people risks that are most likely to undermine the success of the Change • Change Navigation to identify the logical milestones that must be achieved to ensure on-time and successful delivery • Change Readiness to determine the propensity and ability of the people to cope with the Change • Benefits Management to establish realistic Rand value targets and benefits achievement plans to realise the business case associated with the change

“It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.”

diverse team of talented individuals

In our team of roughly 70 Change Management specialists, we boast consultants with experience in the following areas; Change Management, Training / Learning and Development; Programme / Project Management and Administration and Business Analysis.

anton hingeston

director

bruce turvey

executive