By Gretchen Naso, MBA, CVA  

A business process assessment is an important way to address those late-night worries that plague owners and executives, but the transformation of an organization does not stop with the presentation of findings and recommendations. Business process assessments look at functions, systems, and structure, but at heart it is a change management initiative. That means it requires buy-in and engagement at all levels of an organization, and this is where things get tricky.

According to McKinsey & Company, 70% of change programs fail to achieve their goals. In large part, this is due to lack of management support and employee resistance.¹ On the flip side, McKinsey also found that with greater team investment change is 30% more likely to succeed.  

So, what does this look like in practice and how can organizations improve their odds of success? At RKL, we often conduct business process assessments, but we recently had the opportunity to work with one organization throughout the remainder of the process (implementation) and to help them manage the changes associated with our recommendations. Here are a few tips CPAs and business advisers can apply to help clients manage change.  

• Get leadership on board – Leadership and management must champion and demonstrate alignment around the goals of the assessment. These individuals must set a positive tone about the changes and their impact on the organization’s future.
• Align the team – Alignment is important throughout the entire organization, and it is critical to gain team commitment and buy-in. Consider holding a kickoff for the change initiative. This could be a valuable opportunity to celebrate the organization’s commitment to continual improvement and demonstrate how process changes will help improve the work environment and employee experience.
• Set expectations – Clearly define individual and team expectations to keep everyone moving in the same direction. After the kickoff, hold one-on-one meetings with team members to address changes to their individual responsibilities and reinforce the important role they play in the success of this effort.  
• Communicate frequently – Develop a communications plan and talking points. Take as many opportunities in as many channels as possible to reiterate what is changing, why it is necessary, and how it will positively affect employees.
• Stay on (positive) message – Once you develop talking points and a plan, stick to them. Messaging is critical to helping team members realize their importance to the success of the proposed changes. Remember to focus on the positive aspects and stress how this investment of time, energy, and resources will ultimately improve their work environment and job experience over the long term.  
• Welcome input and respond to feedback – Establish a clear method for employees to express frustrations or ask questions throughout the change implementation. Make sure to consider how feedback should be collected and addressed and who should be the point person(s) for questions. If you decide to use a comment box or dedicated email inbox, make sure you designate someone to read the comments and set up a formal process for the frequency and format of responses.  
• Provide necessary training – Address any training or development the team will need to support the change or adapt to new processes. Be proactive in asking employees what they need and identify any gaps in knowledge or skills.
• Be patient – Change doesn’t happen overnight. It is a journey the organization is taking together. Recognize that everyone processes change in different ways and on different timelines. Extend flexibility and grace to everyone involved in the change effort.  

Business process assessments are a valuable investment for any organization, but without a clear plan for change management, identified improvements will never bear fruit. With a focus on alignment, support, and communication, organizations are much more likely to see positive and long-lasting results from their change initiatives.  

¹ https://www.mckinsey.com/featured-insights/leadership/changing-change-management 

Gretchen Naso, MBA, CVA, leads the financial management solutions practice at RKL LLP in Wyomissing, Pa. She can be reached at ggnaso@rklcpa.com.  

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