Change Management as a Catalyst for Inclusive Innovation

Berthine Crèvecoeur West, MA, EMBA, CDE®
As the CEO of Westbridge Solutions, LLC, Berthine possesses an extensive background in rectifying organizational challenges, capitalizing on employee/internal strengths, and transforming widespread DEI initiatives into reformative realities that benefit society as a collective.

We all know that change is hard. It’s not just about adjusting to new processes and procedures; It’s about changing the culture of an organization. So how do you get people on board with your plans for change? Well, if you follow these steps (and I hope you will), it’ll be a lot easier:


Change Management

  • Change management is a process that takes time to implement. There are many stakeholders involved in the change, and all of them must be brought on board for it to be effective.
  • Change management requires buy-in from all stakeholders, and communication with everyone involved in the transition. This means there needs to be a strategy in place before any changes are made so that everyone knows what’s going on and why things need to change.


Change management is about people

Change management is about people. It’s about how people feel and think and behave, not just what they do. It’s also about how they react to change and how they are affected by it—and this is why our method of change management has been so successful over the years: we understand that people are at the heart of any successful business transformation!

The most important thing you can do right now is make sure your team understands how important their role in the whole process actually is. By empowering them with knowledge and understanding, you will be able to get more buy-in from other teams who may be resistant to change themselves (for example if their workload has increased as a result).


Organizational culture change takes time

  • Organizational culture change takes time.
  • Culture change is a process, not an event.
  • Culture change is a journey, not a destination.
  • Culture change is like riding in an elevator: you’re going up, but it’s easier to go down than it is to go up again if you have to stop for some reason along the way (especially if there are stairs).
  • Organizational culture can be compared to cooking, where changing ingredients and adding spices at different times are required for different dishes—you wouldn’t want your lasagna recipe or fried rice dish tasting exactly like each other! Likewise, every business has its own particular needs that need addressing before any major changes can be made; sometimes this requires multiple attempts at improving things little by little until everything comes together nicely into one final product that everyone loves eating all over again!


How to create a meaningful culture that promotes innovation and risk-taking.

The word “culture” gets thrown around a lot, but it’s not always clear what people mean when they use it. The basic idea is that culture refers to how things are done around here—the way we do things and why we do them. It’s more than our values or mission statement; It goes beyond the artifacts we create (like posters on the walls) or even how much money we spend on perks and benefits (although those are part of it).

But how can you create a culture that promotes innovation and risk-taking? The first step is understanding that no two companies are exactly alike, so the solution won’t necessarily come from following someone else’s example.


Inclusivity is much more than diversity and equity

Inclusivity is often sold as a simple concept: Diversity is the inclusion of people from different backgrounds, and equity means that everyone in your organization has access to the same opportunities.

It’s true that diversity and equity are key aspects of inclusivity, but it goes much deeper than that. In fact, we believe that inclusiveness is about being able to see things from other people’s perspective—it’s about identifying and overcoming personal biases. Being inclusive means being open-minded enough to consider all viewpoints when making decisions and working with others.

In addition to being able to see things from other people’s perspective, you also need to be able to work with them effectively once you’ve put yourself into their shoes! Making sure that employees feel included requires taking steps like giving them opportunities for growth by giving them projects where they can demonstrate their skills (and not just expect them to perform tasks only). And if an employee isn’t living up to expectations? Well, this is an additional opportunity to apply strategies to create effective communication, improve employee engagement and team performance, build cultural competence, just to name a few…


How to use data to inform your decisions around change management.

Change management is about identifying a problem, finding a solution and measuring the results. You need data to do this.

You’re likely already collecting some data on your change initiatives—but how are you using it? Are you just collecting information, or are you looking at patterns and trends in the data that could help inform your decisions around change management?

The first step is identifying what kind of information will be useful for decision-making: Do you want to keep track of how many people are using a new product feature? What percentage of customers use an old version or the latest version of your software? Are there any metrics or KPIs (key performance indicators) that could tell us whether our strategy for implementing change management has been successful?

Once we know what types of metrics we want to measure and why they matter, then we can start gathering them. This might mean setting up surveys or conducting interviews with key stakeholders who have experience with similar types of projects—or even just asking some friends at work what tips they would recommend!


How to communicate with key stakeholders at every stage of the process.

The first step of change management is building trust and transparency: you have to make sure that your stakeholders trust you, the company, and the changes you are implementing. If they don’t trust you or feel like they’re being deceived in any way, they will be more likely to resist change.

In order to build this trust, start by being honest and transparent about what’s going on with the changes. You don’t want them thinking that there are hidden agendas or “gotchas” coming down the pipeline—this will only breed mistrust. Instead, communicate openly about all of your plans for implementation and training sessions with them so everyone understands what is happening at every stage of the process.

You also need to listen carefully when key stakeholders voice concerns or questions about these changes; this will help prevent miscommunication later on down the road (and save time!).


Change management requires strategy, communication and buy-in from stakeholders.

To make change management a success, you need to have a strategy. Without it, the whole thing falls apart.

However, if you’re going to implement change successfully and efficiently, communication is essential. It’s what holds everything together.

Finally, buy-in from stakeholders will give your strategy the fuel it needs for success.



If change is a constant, so too must be the process of managing it. The key to successful change management is to create an environment where people can embrace new ideas and work together to make them happen. If you’re considering change management, don’t wait. Start now, and you’ll be well on your way to creating a more inclusive culture where people feel empowered to innovate and take risks. Change is inevitable—so why not start with something that can help your organization thrive?

Leave a Reply