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Embrace the Change that Comes with a TOS DeploymentA terminal operating system (TOS) implementation or upgrade is a major change that offers significant benefits to customer service and to the bottom line. Taking proactive steps related to the change can help to ensure a more rapid adoption of the system and a more rapid realization of the benefits from the TOS. Navis Professional Services can help to guide you through the change management process of implementing a new TOS to minimize the risk of business disruption. Stakeholder Readiness Analysis: Navis can conduct an analysis of the beliefs, needs and concerns of stakeholders related to the planned change that will help to define the change plan that needs to be put into place. Vision Definition: Navis can help terminals create a clear vision that drives a stakeholder coalition in support of the change, including goals, timing, benefits, scope and impact. Communication Planning and Execution: Navis’ communication guide can serve as a template for building a plan that clearly outlines timing, content, messages and recipients for communication related to the TOS implementation. Custom Programs: Navis can also define a custom change management program that aligns to the key issues at your terminal. In change management, it is all about winning over people and organizations rather like when selling solutions and services.
Participants will learn to deal with change, how to effectively communicate change and have an overall understanding of how to manage the entire change process. Knowing how others approach and deal with change will effectively position leaders and followers to manage change in a way that considers all who are impacted by the change. Most organizations can build or adopt technology faster than they can organizationally deploy it and they tend to feel that they have achieved success once they “go live”. CGN Global change management methodology ensures that technology and business processes are applied in a manner that enables the users and the organization to realize their full potential.
1.     Success requires that the change efforts must be heavily focused on the people affected by the change.

3.     Though many effective Change Management methodologies have been developed, the optimal change management approach for a given action will include a combination of elements specific to each client’s unique circumstances.
Our clients’ success is the only thing that matters; CGN helps sort through the available options to determine how they can be successful. 4.     Client personnel must be actively involved in designing and implementing change initiatives. Change Management Plan - Once the change inhibitors are identified, action plans to address and resolve these inhibitors are developed. Organizational Design - The current organization and its ability to optimally support the proposed changes are reviewed.
Change Management Workshops & Corporate Training - Training that focuses on the change inhibitors and targets is the key to creating a culture that supports change.
Change management is a strategy put in place to protect both parties if any changes are made to the requirements of the contract and project. In construction, there are many variables to consider, and it is very possible that changes will be made to the likes of drawings, materials and site conditions, to name a few.
The main aim of any of these documents is to mitigate a reasonable amount of risk from the contractor in terms of time and cost – therefore it is even more important to have a good professional relationship with both the client and supplier.
As with any change, however, a variety of human factors can interfere with the successful deployment of the new systems. This includes understanding how the TOS change will impact key stakeholders and putting mitigation and communications plans in place to quickly resolve any anticipated, or even unexpected, challenges that arise during implementation. Utilizing traditional change management tools, our team can help assess the situation, build a shared vision and develop communication and training approaches that support all users of the system through the TOS transition.
Whether the change is large or small, the ability to manage it is a critical component of high performance.

However, the real value of the technology or processes is not realized on the start date or the initiation of the process – it is realized over a period of time and based on business results that are actually resulting from its implementation. Our experience has shown us that in order to succeed in complex change initiatives you need to fully understand the context in which the change is occurring and focus change management efforts at the point where organization, process, and information technology intersect. A detailed project plan to deploy these action plans is developed, including assignments, target dates and accountability. For this reason, we would like to clear up some jargon before delving into further details.
It is important to be aware of the wide variety of terminal constituents that are potentially impacted, including terminal management, employees, shippers, customers and truckers. We combine our know-how and our tools from the sales projects, like stakeholder analysis, deal tactics, deal strategy, communications matrix and negotiating techniques, to make change projects operationally successful. In addition, the press and public might have misconceptions about the change, causing unnecessary disruptions which slow or derail the project.
On the strength of our practical experience, we can reduce the complexity of change programs. A change management strategy is made up of tools which fall into two divisions; upline and downline.

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