Change Management

People want to change, but not to be changed! Real changes can only be achieved through a change in people's mindset! Resistance from people usually arises from an incongruous context, not because people don't want to. These are some of the beliefs of Lagant's Change Guides.

View the full range of Change Management training and self study

Change management is guiding people and organizations in the successful implementation of changes. It focuses on the interplay of processes at individual, team and organizational levels. Within this game, the change agent himself is the key player and he therefore encounters many forces. Within groups, the existing group dynamics can be an important factor in the success of a change. And the different interests and team and organizational culture also play an important role.  Lagant's approach is about the people who change. At Lagant, we believe that real change comes about through people.  

Due to ever faster changing circumstances, it is necessary for organizations to be agile. This requires agility in culture, mindset and behavior and in processes. To successfully implement a change process, knowledge and insight in this area are of great importance. Good preparation is a condition for making changes successful. There are generally three different approaches to implement. This is a big bang, a step-by-step approach or an opportunistic approach. There is also a division into planned changes and "emergent" (developing) changes. Programmatic ways of working often have more planned approaches to make changes happen. Agile ways have characteristics of "emerging" changes. To be successful, you want to be able to act effectively with existing structures, sentiments, cultures, values ​​in a political force field.

Why Changes Fail…

  • Initiatives are not aligned with strategic objectives
  • Resistance from various stakeholders underestimated
  • Insufficient clarity about the why and intended effects of the necessary changes
  • Lack of involvement of senior leaders
  • Lack of concrete support and guidance. Or barriers not sufficiently removed to apply the changes in daily work
  • Insufficient skills and staff to effectively develop, manage and implement change.

Change as the only constant

Change is inevitable. For organizations, change is a regularly recurring phenomenon. Society is changing faster and faster. That is why being able to change is an important priority for organizations. Within organizations it is the people who must have the skills to deal effectively with the changes. Change is a human process that we all experience. Everyone has to deal with it. Whether we download a new app or move to a new place. We experience it when we try new things, when we use a different order when getting out of bed, or when we have a new manager at work who demands new knowledge and skills from us.

How we experience change is personal. This can be about our thoughts, about our feelings or about our beliefs. These determine our behaviour. How we respond with our behavior determines whether we are successful in change initiatives, projects or large-scale transformations. Change is the only constant, for individuals, teams and organizations. That makes maneuverability necessary. Lagant has all the knowledge and skills to effectively assist customers on these three levels.

For whom are change management skills important?

The Lagant change management training courses are aimed at all individuals involved in organizational change, such as involvement in the design, development and delivery of change programs and initiatives. These are project managers, scrum masters, product owners, department managers, clients, team leaders, change managers and change agents.

What is change management?
Benefits of change management training
Importance of change management
Change management at Lagant

What exactly is change management?

There are many different definitions for this in the world. We mention a few. Change management or change management is a form of management that is particularly concerned with changing the culture, processes, structure and/or way of working of a organization. The term is in the years 1980 to arise. The English equivalent change management is often used for organizational changes if new or different computer system is entered. In addition, the term is used to indicate transitions or transformations. This often involves large-scale organizational and cultural changes with broader scope and greater depth. Trompenaars and Hampden-Turner (2012) describe culture as an onion with different depth layers.

Level 1: superficial, appearance and products, such as what an office looks like.

Level 2: deeper level, norms and values ​​system of an organization. What do we find good or bad in an organization. This is often described in policy rules. Values ​​are based on the shared ideals and ambitions of the organization members. For example, how to deal with work-life balance.

Level 3: deepest level, basic assumptions. These are rarely put into words. An example is that an organization can focus on continuously exceeding customer expectations and from there has the conviction to be successful. Or that a comparable competitor is fully focused on the profitable deals with customers.

Benefits of the change management training

The training provides insight into how change affects and is influenced by individuals, teams, organizations and change leaders. The training helps those responsible for change initiatives to:

  • reduce resistance to change and turn it into positive action and energy;
  • provide effective support and motivation for individuals and teams to embrace change;
  • use a range of professional and recognized approaches and theories to make changes smooth and effective;
  • involve and enthuse the most important stakeholders throughout the entire change process;
  • accelerate the implementation of change initiatives and make them more successful.

There are two certificates to be obtained. Namely the foundation and the practitioner certificate. Other relevant training courses are Agile project management, facilitation, Stakeholder engagement, Agile team coach.

Change management according to APMG international

  • The discipline that guides us in preparing, equipping and supporting individuals to successfully implement change
  • Provides a structured approach to supporting individuals and teams to move from a current state to a future state
  • Gaining increasing recognition as a profession with a growing demand for qualified and experienced change agents, managers and leaders
  • In recent years, organizations have started to pay more attention to this field, as a result of which they have developed more change power to bring more complex and larger changes and transformations to a better end, so that the strategic goals are achieved earlier and with more success.
  • It is therefore vital that those involved in leading and guiding change have the ability to help develop their capabilities and those of stakeholders.

What is the importance of change management?

  • The current business climate requires a high frequency of change for companies to evolve, remain relevant and competitive, or even survive.
  • Change in society is a continuous challenge, which means that an agile organization with mentally agile people and a self-reliant team are necessary to survive as an organization. This is based on the desire of organizations to become more “agile”.
  • Dealing with change and, more importantly, the impact of change is a high priority for all organizations.
  • Today's IT and digital climate is a major driver of change; organizations can quickly fall behind if they do not embrace new technology, developments and ways of working.
  • While all changes and individuals are unique, there are actions we can take to guide and influence others before, during and after change.

Change management at Lagant

At Lagant, as change guides, we believe in the usefulness of change concepts where project-based working, agile working and programmatic working reinforce each other and do not exclude each other. Change management is the coherence of which agile working, project-based working and programmatic working are part of. For example, think of;

  • Projects introduce change (new systems, new products, new ways of working).
  • Such projects usually require changes; changes in behaviour, processes, functions, organizational structures and types and use of technology.​
  • Change management is the process by which we ensure that these new systems/products/ways of working are adopted and that stakeholders are properly engaged, supported and informed.​
  • If people are not successful in the personal transitions, and they don't embrace and learn a new way of working, an initiative is likely to fail.​
  • Project failure rates remain alarmingly high; a major reason is the inability to effectively deal with and provide support to those affected by change (customers, partners, employees). Too little attention is paid to the people affected by the intended changes, which causes them to fail.
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