In the life of a startup, change is almost a constant. Strategic pivots, fundraising, integration of new technologies, evolution of teams...

These rapid transformations are often necessary to grow, but they can also weaken the organization if they are not well supported.

This is where the comes in Change Management, or change management: not as a cumbersome and theoretical process, but as a key skill to manage these transitions while maintaining the commitment and performance of teams.

Much more than a simple method, it is a real know-how that makes it possible to support teams in adapting and taking ownership of transformations.

‍What is change management? What is the purpose of this process and how can it be implemented in practice in a startup?

These are all questions that we will answer to help you fully understand this essential approach.

What is change management?

Change management, or change management, refers toset of approaches, tools and processes that an organization uses to support its teams during major transformations.

Whether it is a voluntary evolution — such as the digitalization of the company, the integration of new production units, the expansion of the offer of products and services, the opening of subsidiaries abroad — or an adaptation constrained by the economic context, remaining competitive often requires profound changes.

However, beyond technical or operational aspects, the heart of change management lies in supporting people.

Preparing, supporting and engaging employees in these changes are essential to ensure their success.

Because while these transformations can sometimes be perceived as having occurred at the beginning, a human and structured approach makes it possible to remove resistance, to promote adherence and, ultimately, to transform these transitions into real levers of collective performance.

Why is change management critical for businesses?

There are many reasons why a company may take a change management approach.

Today, The digital transformation tools and methods of communication are essential for all organizations, whether large or small, regardless of their sector of activity.

Moreover, the transition to AI is profoundly changing the internal functioning: it impacts processes, changes the organization of teams and may even require a complete revision of the structure.

Why should startups take change management seriously?

Unlike large groups, startups often operate with small teams, limited resources, and short decision cycles.

This can give the illusion that all you need to do is “communicate quickly” or “adapt as you go” to make a successful change.

In reality, the younger the structure, the more each change can have a direct impact on team engagement and the quality of execution.

Some concrete examples:

• The adoption of a new SaaS tool that changes daily work processes.
• The creation of a new department (product, marketing, data...).
• The transition from 10 to 50 employees, with all that this implies in terms of middle management, internal communication and corporate culture.
• A fund raising imposing new expectations in terms of reporting, governance and performance indicators.

In each of these cases, the transformations are not only technical.

They affect the daily functioning of teams and the way in which each collaborator projects himself into the adventure.

The real heart of change management: people

In a startup, the most valuable resources are the talents you have successfully brought on board.

However, regardless of its origin, change can cause concern among employees, including startup employees.

Indeed, naturally, the human being prefers to evolve in a known and controlled environment.

Thus, in the face of major transformations, it is common for employees to express a certain resistance.

Without appropriate support, this opposition can persist and hinder the effectiveness of the changes undertaken.

It is precisely to remove these obstacles that change management makes perfect sense. The objective is to mobilize and involve all the actors concerned — whether employees, managers or executive — from the very first stages of the project.

By actively involving them in the process, everyone becomes a stakeholder in future transformations, thus promoting a more fluid and sustainable adoption of new practices.

In short, change management creates a climate conducive to evolution, where transformations take place with the agreement and commitment of all.

Do you need to evolve towards a change manager profile to successfully move the lines of your startup?

Contact our team of executive coaches | VISCONTI Partners

What are the key steps in a change management process?

Even in a startup where agility is king, change cannot be improvised. This requires a real strategy, built with rigor and method.

Change management is based on careful preparation, in which Kurt Lewin's model is very useful.

Preparatory phase: diagnosis of the situation

Before taking any action, it is in your best interest to carry out a complete inventory to assess the business context.

Areas of analysis

Questions to ask

Internal strengths and weaknesses

What are the current strengths and weaknesses?

External risks and threats

What threats or constraints weigh on the business?

Competitive opportunities

What areas of improvement can strengthen performance?

Available resources and tools

What tools and resources should be used to support change?

Implementation timelines

What realistic timetable should be planned?

Human impact

How will employees be affected by the transformations?

Behavioral skills required

What Soft Skills should be developed to support change?

Team training

How do you plan and deliver the required training?

Internal communication

What messages should be conveyed and through what channels, to promote adherence?

1. Building a structured change management plan

Once the preliminary audit has been carried out, it is then necessary to build the change plan. This plan should be detailed, dated, and shared with all the actors concerned.

A true roadmap, it clarifies the course to follow and sets the pace for transformation.

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It is also about create a dynamic of adherence by explaining the concrete benefits of changes, both for the company and for the employees.

Instead of imposing decisions, we try to make them attractants and to involve everyone in the decision-making process.

This phase involves listening carefully to individual and collective expectations, in order to formulate arguments adapted to each interlocutor, whether teams or entire departments.

2. Deploy operational changes

After the analysis and planning phase, it is time to implement the changes decided in practice.

Even if employees are convinced of the merits of the project, resistance can emerge at various levels: individual, in teams, or between departments. The role of the manager is therefore crucial., he must:

• support the teams
• identify obstacles
• and co-construct solutions to overcome difficulties.

3. Support the development of teams' skills

The evolution of internal skills is a pillar of any successful transformation. Each change involves the acquisition of new skills, whether technical, relational or organizational.

The manager ensures that Employee training starts early enough, even before the changes are fully implemented.

The more quickly teams master the new tools and methods, the more visible efficiency gains the company will see.

4. Consolidating changes

Once new practices are in place, it is essential to stabilize them to ensure their effectiveness in the long term.

‍Anchoring these transformations sustainably allows you to fully reap the benefits and avoid going backwards.

5. Evaluate performance and adjust continuously

The final step is to define performance indicators (KPIs) for measuring the impact of changes.

These indicators make it possible to monitor the results obtained and, if necessary, to adjust certain measures to optimize the entire process.

What tools should be used to effectively manage a change process?

When an organization embarks on a transformation process, it is essential to rely on adapted tools to facilitate the transition between the current state and the target situation.

These tools make it possible to structure and support each stage of change.

Several types of tools can be useful in a change management context.

Diagnostic and strategic thinking tools

Before launching a transformation project, it is essential to take the time to accurately assess the various impacts that it may generate.

Some diagnostic tools precisely make it possible to analyze the situation from all angles, to anticipate the challenges and to better prepare teams to experience change.

1. The OMOC matrix: evaluating the impact of change from all angles

The OMOC matrix is an excellent starting point for analyzing the impact of a transformation project on employees, taking into account four major organizational dimensions:

• The tools : what changes will be necessary to the existing tools? Should new ones be introduced to support change?
• The trades : how will the missions and skills of employees and managers evolve?
• Corporate culture : will the change lead to new practices, new behaviors, or the adoption of different values?
• The organization : what adjustments will be required in terms of internal processes and organizational structure?

Thanks to this comprehensive approach, we realize that even a purely technical change can have a significant impact on daily processes, roles, and work habits.

2. The McKinsey Model: A Systemic Approach to Change

McKinsey & Company offers a comprehensive methodology based on four essential levers:

• Explain the meaning of change : ensure that everyone understands the reasons for the transformation and understands the logic behind it.
• Develop skills : train and prepare teams so that they are able to function in the new context.
• Show the example : Leaders must themselves drive the momentum for change.
• Establishing support systems : adapt internal processes and systems to sustainably anchor change in the organization.

By acting simultaneously on these four levers, the organization maximizes its chances of sustainably succeeding in its transformation.

3. Prosci's ADKAR model: supporting individual change

The ADKAR approach, widely recognized in the field of change management, is based on five essential steps, centered on individuals:

• Awareness : to raise awareness of the need for change.
• Desire (Desire) : arouse the desire and motivation to get involved.
• Knowledge : provide the information and know-how required to make the transition a success.
• Ability (Ability) : develop the skills and autonomy necessary to implement change.
• Reinforcement : consolidate new practices so that they are sustainable.

In short, the ADKAR model makes it possible to structure change at scale individual, supporting each employee step by step.

In the end, these various diagnostic and thinking tools offer complementary reading grids to anticipate the effects of change and build an adapted action plan.

By analysing both organizational and individual impacts, they make it possible to better prepare the company and its teams for a successful transition.

Operational and technological tools

Beyond conceptual models, specific digital tools are essential to effectively manage a change process. In particular, they make it possible to:

• Design educational and explanatory materials.
• Communicate fluidly and transparently with teams.
• Plan the stages of the project and ensure their follow-up.
• Organize training and user support.
• Facilitate information sharing and collaboration around documents and resources.

The behavioral competencies of the change leader

To succeed in a transformation, tools are not enough: People remain at the heart of success.

A good startup manager in a transformation phase must rely on solid relational qualities, including:

• Son natural leadership, but also his transformational leadership capable of federating.
• A fort team spirit.
• Great capacities oflistens And ofempathy.
• A good emotional intelligence.
• A real Open-mindedness and a good dose of Self-confidence.
• An assertive meaning of service And a flexibility valuable for adapting to the unexpected.

Establishing a climate of trust and transparency with teams is undoubtedly one of the most decisive factors for the success of a change project.

Training and being supported in the function of change manager

Even the best startup managers can find themselves destabilized in the face of major transformations.

Indeed, supporting employees in a transformation is often one of the most complex missions of the manager's role, especially when it comes to a first experience in this field.

Chez Visconti Partners, we make support for startup managers in their phases of transformation, whether they are rapid growth, changes in economic models or cultural changes.

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