In many cases, managers have an important responsibility and an active role in introducing and leading change in their organisations. They often need to ensure that the change is introduced and implemented in the most effective way and that their teams live through this transition positively and constructively.

Whatever its size is, change is a notion that several companies face throughout their life. The change processes that start due to various reasons such as new organisational structure, new technologies, operations in new geographies, the search for productivity or efficiency, can turn out to be very challenging or very successful, depending on the case. Some reach their targeted results, while some others end up with failures. No doubt that there are several factors that influence the end result, one of the most important being the human.

When the managers who introduce and implement the change processes and the employees who are impacted by the change process are properly guided, the likelihood of this change process ending up with success increases tremendously. This is not a surprise since “managing change” does not only mean “managing the resistance to change” but also “managing several other factors such as communicating the reasons of change, creating awareness, clarifying the responsibilities of each and every employee”. In other words, in these critical transitions, every manager needs to turn out to be a “Change Partner”.