Transforming Organizations: An Interview with Stéphanie van Meerbeeck on Change Management and Organizational Design

In this interview, we sit down with Stéphanie van Meerbeeck, a seasoned consultant at The House of Marketing (THoM), to discuss her extensive experience in change management and organizational design and her approach to driving successful transformations.

Welcome Stéphanie, can you briefly introduce yourself and describe your experience with change management and organizational design?

Sure. I’m Stéphanie van Meerbeeck. I have nine years of experience in change management and organizational design, working on various transformation programs and projects. I joined The House of Marketing at the end of January, so it’s been almost a year now, and I’m very excited. Before that, I worked for a key player in the insurance industry and realized after three years that my heart truly lies in consulting. So, I returned to my passion for helping clients navigate their changes and transformations, particularly in organizational redesigns. 

What is your overall methodology for managing change and organizational design?

Stéphanie: I don’t stick to a single methodology because so many are out there. If a client prefers a specific methodology, we use that. However, across all methodologies, fundamental building blocks are essential. First, having a clear vision and objectives aligned with the organization’s strategy. This helps create a case for change, making it tangible for everyone involved. Change planning is equally important; by developing a roadmap, you can ensure all aspects are considered and addressed. Stakeholder mapping is also vital, as it helps identify who is impacted and who can impact the project. Clear communication, while often underestimated, is needed to keep stakeholders informed, reduce uncertainty, and build trust. Additionally, leadership and culture play significant roles; involving leaders and promoting inclusivity increases the chances of success. Finally, we focus on training and talent development to ensure everyone is prepared for the new roles and responsibilities. 

What are the top three tips you would give to ensure the success of a change management project?

First, involve and inform your team from the start. Knowing what’s going on makes them feel included, even if they’re not directly impacted. Second, stakeholder mapping is crucial. You need to see the bigger picture and involve other departments and teams within the organization. Third, adaptability and agility are essential. Have a vision and a plan but be prepared to adapt as needed. The market and how we operate are changing rapidly, so being flexible is key. 

Can you share a success story highlighting your work’s impact on change management?

Certainly. One major project I worked on involved transforming how blue-collar workers at a large company used technology. We moved from paper-based processes to a fully digitized system, providing them with mobile devices and digital tools. This was a massive change for them. We followed all the essential steps: from creating a clear vision, developing personas to understand different user needs, extensive stakeholder mapping, to a thorough training plan and support system. We also redefined the way of working in the HQ and co-created a service center to support these changes. The result was a phased transition to the new way of working, with high adoption rates and a strong ambassador network. 

How do you address resistance to change in your projects?

Resistance is always a factor, so being prepared is important. Stakeholder mapping helps identify potential roadblocks. Mapping the impact the change will have on the people and the organization helps increase better embedding change and understanding what the change means for the different stakeholders. I also have one-on-one conversations with key people to understand their concerns. It’s crucial to involve people as much as possible and to have open discussions about their fears and how we can address them. Often, resistance comes from a need for more understanding or feeling uninvolved. By addressing these issues directly, we can mitigate much of the resistance. 

What advice would you give leaders embarking on a change management journey?

Surround yourself with the right people, not just like-minded individuals. You need people who will challenge you at the right moments. If necessary, bring in external consultants to gain fresh perspectives and an outside-in view. This can strengthen your strategy and approach. Be inclusive and open to dialogue. It’s vital to embrace diverse viewpoints and ensure everyone feels involved and valued. 

How do you ensure alignment and buy-in from all levels of the organization during a change management initiative?

Communication is key. We develop comprehensive communication- and engagement plans to keep everyone informed and engaged. Involving leadership from the start helps emphasize the project’s importance. Regular updates and opportunities for feedback ensure that everyone feels part of the journey. It’s about creating a shared vision and ensuring everyone understands their role in achieving it. 

Thank you, Stéphanie. Is there anything else you want to share ?

Every project is unique, and while there are common elements, it’s essential to tailor your approach to each situation. Be flexible, stay engaged with your team, and always appreciate the power of clear communication and strong leadership. 

Change management and organizational design are as unique as the organizations navigating them. As Stéphanie van Meerbeeck highlighted, clear communication, stakeholder involvement, and adaptability are essential to navigating successful transformations. Whether you’re implementing Generative AI tools, digitizing workflows, redefining roles, or embracing a Zero Touch marketing approach, every initiative requires a tailored methodology that reflects your organization’s unique needs.