Operational efficiency through digital transformation represents one of the drivers of strategic performance for support functions such as talent management, payroll, or management control. The adoption of these new technological solutions by employees requires both in-depth expertise in the deployed solutions and continuous adaptability of communication materials to address employee needs according to their level of maturity.
Supporting organizational change
It is within this framework that Althéa created the “Change Factory.” It operates as an outsourced content production service, combining Althéa’s in-depth knowledge of the market’s leading platforms with the ability to contextualize content for the project.
In-depth knowledge of the market’s leading platforms
The Change Factory is distinguished by its mastery of the most widespread talent management platforms, payroll, and financial ERPs. Through our numerous engagements, we have developed detailed knowledge of tools such as Oracle HCM, Workday, SuccessFactors, UKG, Kelio, Cegid, and ADP for HR, as well as SAP S/4HANA or Concur, for example.
This expertise enables us to create content that is not only relevant within our clients’ project context, but also specifically adapted to the technologies being deployed.
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Robust documentation capitalization
One of the major assets of “Change Factory” lies in its ability to leverage robust documentation capitalization, derived from engagements already completed with our clients. This approach enables us to combine the best of technological standards with carefully calibrated customization. Our content is based on an extensive library of documents, practical guides, tutorials, and use cases that cover a range of scenarios and specific needs, enabling acceleration of the delivery of the change management kit specific to the project. Furthermore, over time, Althéa has adapted its content library to new communication formats (video, e-learning, GenAI chat).
This documentation capitalization is not limited to a simple data repository. It is constantly enriched and updated to reflect platform evolutions, regulatory changes, as well as employees’ preferred learning methods.
Customization adapted to the specific needs of the client project
While technological standards provide a solid foundation for transformation, the true added value of the “Change Factory” lies in its ability to customize this content to meet the specific needs of the organization (processes, adoption challenges, strategic objectives). During the scoping phase, our experts work closely with our clients to understand their particular requirements and adapt the content accordingly.
This customization is manifested through tailored training modules, help documents specific to your platform configuration, adapted FAQs, and internal communication materials that facilitate the adoption of new technologies and optimize business processes. Whether it involves employee training on a new feature or the deployment of a user guide, the “Change Factory” offers content solutions perfectly aligned with the client’s organizational strategy.
A dedicated and agile team
Working in a hybrid model, the “Change Factory” provides a dedicated team of consultants specialized in producing high-value-added content. This team uses the formats and tools of communication agencies, thereby ensuring rapid and high-quality production of content, directly in multiple languages as needed. The teams are complemented by functional and/or technical expertise depending on the subject being addressed. Thanks to this highly agile approach, Althéa responds extremely quickly to content production needs.
Our team masters not only traditional creation tools, but also new technologies and communication platforms, which enables us to produce varied content: articles, explanatory videos, infographics, podcasts, and much more. This diversity of formats ensures that your messages are disseminated effectively and impactfully, regardless of the communication channel used, taking into account the culture of the client for whom they are produced.
Continuous Production to Meet Deadlines
In the context of digital projects, time is often limited between the testing phase and go-live. Thanks to its agency-based organizational model, the “Change Factory” is able to produce the expected content in record time. This enables compliance with tight deadlines imposed by projects, while ensuring impeccable quality of delivered materials, without budget overruns.
Adapting materials to personas: the guarantee they will be used
In order to maximize the effectiveness of adopting new technologies and processes, all materials produced by “Change Factory” are carefully adapted to each persona within your organization. We limit content to what is strictly necessary for each user group, taking into account their specific roles, skills, and learning needs. This targeted approach to their use cases and employee experience reduces information overload and ensures that each employee has the useful and necessary knowledge to successfully navigate the transition.
A trusted partner for digital transformation
The “Change Factory” is not merely a content provider; it is a strategic partner for our clients’ digital transformation. In an environment where technologies evolve rapidly and where companies must constantly adapt to remain competitive, having a trusted partner to manage internal content needs is essential. We provide content that informs, inspires, and motivates your teams to adopt changes with confidence and competence. By entrusting content production to the “Change Factory,” our clients free up their internal resources to focus on their core business.
Key Figures
Gallup Study
Insufficiently detailed and operational change management generates additional turnover within 6 months, ranging from 20% to 50%
Tower Watson Study
Only 25% of employees remain engaged during periods of change when change management support is insufficient
BCG Study
Projects where operational change management is neglected can see implementation costs increase by up to 30%
References
For a major French bank
Technology adoption within a tight schedule
1 month to launch the global salary review in the “Salary Review” module of ORACLE HCM
The implementation project for the Salary Review module experienced schedule delays due to multiple priorities within the project. However, the compensation campaign, which involves more than 11,000 employees worldwide for this subsidiary, cannot be postponed and must be executed on the module delivered late.
In one month, Althéa’s teams scoped the needs of all employees involved in this tool evolution, defined the necessary learning and communications, and produced the expected content to be delivered to change agents (HRBPs in the 14 countries).
Un leader dans l’engagement collaborateur – Déploiement Technologique
Change Management
As part of its autonomization from the major group that owned it, this subsidiary chose Workday to become the backbone of its HR processes. It deployed its processes almost uniformly, across all modules, to 8,000 employees in all its countries.
The Change Factory produced 3 simultaneous deliverables: it scoped the precise needs of employees for each deployment of new modules in terms of change management support, defined the necessary content for proper adoption by employees of these functional offerings, and produced the documentation made available to employees to support them in getting started.
An international banking services leader – Redesign of the training production model and technology deployment
Change management, transformation management
Successfully transforming training
This bank decided to fundamentally transform its training production model on an international scale. 4,500 HR employees located in subsidiaries (country/specific banking business) are affected by this evolution. The transformation is driven by the provision of a new training experience platform.
Althéa conducted the scoping of change management needs with the 35 subsidiary or regional HR Directors, defined the change management plan (training, communication, and ad hoc materials), conveyed the meaning of the transformation and supported business teams by organizing a series of 3 workshops to discover the impacts of the transformation for their business for each entity, and contributed to the implementation of training governance enabling better pooling of existing modules and future needs to rationalize purchases and save budgets.
Challenges
Create Training Content in Record Time
In 47% of our projects, the time available to produce user training documents between testing and production is less than 3 weeks.
Increase the Initial Adoption Rate of Technology Solutions
Engaging documentation, adapted to each user’s needs, in their context, based on their role, strengthens the first-time adoption rate of the solution and the positive evaluation of its first use.
Strengthen Expert Usage to Achieve the Expected ROI
Rapidly strengthening the transition from limited use of basic functionalities to expert use of solutions accelerates the return on investment timeline. Quality documentation accelerates this transition to expert status.
Contacts
Common questions about change management
Change Factory and change management: how can the different personas within an organization be properly identified?
Identifying personas is a crucial step in change management, particularly during organizational transformations. The Change Factory uses a structured methodological approach in several phases to effectively map the different profiles within the company.
The first step consists of conducting an in-depth analysis of the work environment and existing work methods. Collaborative workshops are organized to understand the routines, habits, and potential resistance points of each user group. This phase enables identification of different levels of digital maturity and employees’ soft skills.
The impact matrix is then used to categorize personas according to several criteria: their role in the transformation process, their level of influence on the change project, and their degree of exposure to the new system. This analysis enables generation of a precise typology of stakeholders and adaptation of the change management strategy accordingly.
The Change Factory then develops detailed profiles for each persona, integrating their specific challenges, their levers of buy-in, and their potential resistance to change. This mapping takes into account the grief curve specific to each group and anticipates the different phases of change acceptance, from initial awareness to final commitment.
This detailed identification of personas then enables development of a communication plan and operational tools perfectly adapted to each profile. Content is personalized to meet the specific needs of each group, thereby optimizing the effectiveness of change support and promoting successful organizational transformation.
How can the initial adoption rate be measured as part of the Change Factory?
The Change Factory’s dedicated team particularly monitors the initial uses of new technological solutions. This monitoring enables rapid identification of blocking points and adaptation of content accordingly. User feedback is collected and analyzed in real time thanks to the team’s agile operating mode. Additionally, the content produced integrates tracking indicators enabling measurement of their impact on adoption. The diversity of formats (video, e-learning, practical guides) enables precise tracking of user engagement across different channels.
Good to know: The existing documentation library serves as a reference framework for comparing adoption rates between different similar projects. This capitalization enables identification of best practices and anticipation of success or failure factors in the initial use of tools.
In a context of tight deadlines—less than 3 weeks between testing and production—these adoption measures enable rapid adjustment of materials and optimization of user support for our clients.
How does the Change Factory support change management, from basic usage to expert usage?
The Change Factory deploys a structured methodology that takes into account the human dimension of change in the company. The proposed support consists of developing an approach that goes beyond simply implementing new tools, to integrate the challenges of resistance to change and facilitate employee buy-in to the new organization.
The approach is based on an in-depth analysis of existing behaviors and habits to prepare an adapted change management plan. Change managers are trained to lead the transformation while taking into account the fears and concerns inherent in any reorganization. This managerial preparation constitutes a strength for combating natural resistance to process modifications.
The project team also develops a long-term vision that involves all stakeholders in the change process. Employees are supported continuously, from taking their needs into account to achieving expert mastery of new solutions. This approach facilitates team engagement and enables continuous analysis of transformation results.
