How do you ensure successful adoption of new efficiency measures by clients resistant to change?

Actually resistance is true for a lot of organisations or say most of the organisation. This happened because they already tried a lot and figured out a way where they are doing great. Now looking for other or new ways they definitely resist. To resolve this you can take different steps 1. Ask them to build a small team and try it out. 2. Discuss the root problem with what causes fear. 3. Show them success stories. 4. Bring more techniques in which they feel more comfortable.

Resistance is natural as we are habit-based creatures. And when our company has "solved" a issue even if "solution" is not the best, people tend to keep it that way. So to help clients and prospects understand a new and better alternative we need to listen carefully and then be able to frame a specific need that each case has different and only then we might be able to bring a new product or service, nicely break resistance and, above all, bring real new value to an organizational process.

The secret to implement effectiveness measurement is simple: remember that people are scared to be measured because they are afraid to see bad numbers. BUT, having bad numbers is better than having no metrics at all. There are different reasons why your numbers could not be in line with your objectives. Adopting a positive culture of measurement is the key here. It starts from the top management to the middle management to the employees. Using effectiveness metrics is the only way to understand your business, find out the root cause of the real issues, fix them and improve. Focus on selected effectiveness metrics and find collectively a solution to get better results over time. Experiment, be agile, test, try, fail and improve.

Understand the client's structural dynamics. Make them aware of the new efficiency measures like Total Quality management, lean technologies, adoption of AI/ML and their impacts on other firms. Quantify the results and expectations from these efficiency measures. For example , in an OTT platform ,adoption of recommendation search engines can help in incremental growth of revenue by 15-20%. Make trade-off matrix to evaluate the risks and expected results

We typically give our clients a 48 hour challenge after our workshop. Often people may be inspired during a workshop but don't follow up on them and their behavior stays the same. All the processes remain the same. All the team dynamics stay the same. Research shows that if you don't do anything with the advice in the next 48 hours, it will be gone and nothing will change. Back to automatic pilot, back to the hamster wheel. By motivating our clients for a 48 hour challenge, preferably with at least one buddy to follow up about their experiences, we notice that resistance is a lot lower and adoption a lot higher.

Spot on! Tailoring the message to fit each client's world can work wonders. Speaking their language and highlighting the direct benefits makes change feel like a win-win.

Bien connaître ses clients et employer un langage adapté au secteur d'activité. Avoir des phrases d'accroches courtes et pertinentes.

Agreed. Effective communications starts by having a clear understanding of the reasons for introducing new measures and how they address your client’s concerns. Using the client’s terminology is as important as linking challenging aspects of the new measures to the agreed outcomes. Effective communication also includes ensuring that everyone is clear about what is expected from them how and by when. In addition, initiatives or meetings ideally have a clear objective, an agenda and what preparation is required.

As James Clear writes in his bestseller Atomic Habits, 'What you do repeatedly ultimately determines who you are, what you believe, and what results you achieve.... Change your habits and you change your life.' But how do we do that? The secret lies in building new routines. For that, according to James Clear, we need four ingredients: 1. Cue. A starting signal that tells you it's time to take action. 2. Craving. The inner motivation that drives you to the new behavior. 3. Response. The concrete action you perform in response to the cue. 4. Reward. The satisfying feeling when you complete a task that encourages you to do something again. Without these elements, new behavior will never become a habit.

Start with small, easily manageable changes that demonstrate clear, immediate benefits. Include the client by involving them in the process, seeking their feedback, and addressing their concerns. These actions help build trust with you and the client, in collaboration showing the value of the changes. By easing clients into the transition, becoming involved, and highlighting positive outcomes, resistance can be minimized, and new measures can be more effectively integrated.

I agree, small wins create a positive feedback loop, which reinforces the benefits of the new measures. Starting with small wins and building from there helps with a fully adoption. Depending on the nature of the new measures, piloting these with a small team or starting with the executive team can provide a great proof of concept further eliminating potential resistance.

La règle du petit pas est très efficace. Organiser le changement en planifiant des petits actions et en mesurant leur pertinence, ajouter les actions à partir des résultats obtenus.

After workshops, our experts are available for a one on one coaching hour. We notice that this is making a big difference compared to only delivering a workshop. During the coaching we can motivate clients to experiment and observe change and its impact.

"Fear of the unknown is the greatest fear of all." - Yvon Chouinard Clearly explaining the benefits and expected outcomes of the changes is a start. Knowing what is expected and how it benefits them involves the client/team/individual with the change. Pairing resistant clients with change champions within their organization to foster peer support helps manage the naysayers or those who need more time to process/adapt to the change. Establishing a feedback loop to address concerns promptly and adjust strategies as needed (whats working, not working, even better if). Regularly communicating progress (town halls, newsletters) and celebrating small wins to build confidence and demonstrate the positive impact of the new measures.

Like throwing a pebble in a pond! An hour of nonviolent or loving communication 1on1 is like a pebble that is thrown into water. It creates a beautiful and strong ripple in the pond of corporate communication that repeats and has a chance to be repeated and integrated into the work place. ❤️

Etre disponible pour répondre au questions pour ministre les doutes et consolider l'objectif initial ou le rappeler. Parfois rajouter l'objectif par rapport à la réalité du terrain.

If the customers' experience is clear, we can only convince them with the success of previous change efforts. This persuasion process reports may be written or verbal conversations of previous customers.

What I have seen work well is to gradually showcase benefits and clearly paint a picture of the current situation and how the new benefits can change that picture to a better picture. In most of the cases you can also show and demonstrate a win-win situation for all parties involved. No one wants change for the sake of changing, you need to show the value add to and reason to change. Is also very important to give and showcase the reason to believe that change will yield the promised results. One way of doing this exposing your customers to places or businesses that achieved the promised results. In some cases customers respond to peer feedback and influence. Sharing best practices can be helpful

Absolutely! Real-world examples and success stories really bring the benefits to life. Showing how others have enjoyed ötzibrew makes efficiency measures feel tangible and relatable. Great tips for making 'efficiency' more than just a buzzword!

Mesurer concrètement les résultats des actions déjà menées, les enrichir avec de nouvelles actions en utilisation les outils de créativité pour avoir une démarche innovante et de différentiation par rapport à la concurrence.

Communicating the benefits in terms of statistics helps the client get some perspective. And gradually get aligned with the change before it even happens. For example: Quantify increase in efficiency and reduction in costs.

Set measurable milestones and regularly monitor progress to demonstrate early wins and build confidence. By maintaining open communication to address concerns promptly and adjust strategies as needed. Engaging clients throughout the process and with their help showcasing positive results, resistance can be transformed into acceptance and enthusiasm.

An efficient system will speak for itself, the key is to monitor progress through data analysis, specific case studies and goals, measurable and quantifiable metrics to track progress relevant to the objective which will enable specific KPI's. Results of this analysis will serve as an artifact to promote transparency, a positive reassurance amongst both internal and external parties and build trust.

Firstly, engage the opinion leaders of the clients, people who have a track record of transforming business models. I absolutely agree you need to show the benefits of any change through examples of the ‘as is’ to the ‘to be’. Leaders who are adaptable and resilient accept that change is a constant and we should always be looking for better ways to do business.

In every organization there's a person who advocates for change. Empower your client to connect you with this individual. Do the same identification of the resistance. Pull together these individuals with other internal influencers and collaborate solutions. The change process will prevent itself.

It is important to ensure that what is efficient for the company is also efficient for the customer and viceversa. Thus, in my opinion it’s useful to involve the customer in the definition of these efficiency measures to ensure buy-in and adoption.

Change is always constant and you need to be adaptable and pragmatic. You cannot stand still and be resistant to change. The ability to change can quite often be a positive move forward

Points 1 to 6 are all important but different situations may require different sequence and approach. If benefits are clear and upfront acceptability to change is high. If not, one will have tough time bring a change. You may have to demonstrate first before client follows On individual level, handhold with easy-to-understand steps and gradually handover the task. In group, engage with all but work first with people who are positive about change. Chances are others will also come around at some stage.