LEARN HOW TO CREATE AND

IMPLEMENT ROBUST CHANGE

MANAGEMENT STRATEGIES

LIVE WEBINAR – APRIL 16TH, 2014

WHAT YOU’LL LEARN• Specific change management strategies and guidance to help

ensure you can guide employees to a future state and achieve business benefits.

• The presentation will be broken down into 5 key areas:

• Define and Build a Case for Change• Leadership Alignment• Stakeholder Analysis • Communications and Engagement• Workforce Alignment and Training

• Surprise BONUS at the end!

MY STORY• I stumbled upon Change Management

working as an IT Management Consultant

• I’ve been working on transformational change programmes for over a decade

• I run The Change Source, a Change Management consultancy that aims to educate and support anyone involved in organisational change

• I’ve lived and worked in 6 countries in the past decade

• I currently live in Dubai which changes on a daily basis!

WHAT IS CHANGE MANAGEMENT?

Change Management is the process of supporting people at all levels of the organisation as they adapt to change and it is a structured process that will:

• Take people through a measured journey of change to ensure understanding, commitment and buy-in is achieved;

• Develop a clear and shared vision to provide direction for organisational change;

• Create positive and effective management commitment;• Create engagement and involvement at all levels in the organisation;• Ensure performance measures assess results so that desired

changes are sustained.

CRITICAL SUCCESS FACTORS• Build and maintain the imperative for change• Ensure effective leadership alignment• Build and sustain ownership• Provide effective change management• Foster effective communication• Create a change receptive culture• Drive for business integration• Achieve business benefits

DEFINE AND BUILD A CASE FOR CHANGE

DEFINE AND BUILD A CASE FOR CHANGE

• Business Case – what are the expected benefits?

• Organisation/Business Division Strategy

• Project Scope Framework• Project Charter• Project Plan• Design Documents

• How much will adoption and usage levels impact achieving business outcomes?

WHAT IS DRIVING THE CHANGE?

CONSIDER…

CURRENT TO FUTURE STATECurrent State Change Future State

Organisational structures

Systems and technology

Processes

Organisational culture

People

CHANGE DEFINITION• A value statement/change vision which outlines the perceived overall business imperatives and

anticipated benefits of undertaking the change journey• The scope of the change journey (the broad definition of the content of change) which summarises

what will likely need to change (e.g., processes, behaviours, technology) and the anticipated business outcomes of the change

• The factors critical for the change journey's success• Risks associated with the change and mitigating actions• Dependencies with other initiatives which could have an impact on employees e.g ensure

employees are not going to suffer from change fatigue due to change saturation• A description of the business diagnosis work which will proceed• The general management approach by which decisions will be made throughout the change

journey (work authorisation, time frame review process, discussion venues, exit criteria, gateway reviews and sign-off procedures).

Change Vision

LEADERSHIP ALIGNMENT

ALIGNED LEADERSHIP Vision – Leaders inspire the change team and wider stakeholders, and back it up with strategies to help

achieve the vision;

Powerful coalition – Leaders assemble a group with enough power to lead the change, encouraging that group to work as a team;

Effective communications – Leaders use every vehicle possible to communicate the new vision and strategies for making it happen, including their own behaviours;

A sense of urgency – Leaders understand the need to stay ahead of competition, and identify and discuss crises as well as opportunities;

Empowerment of others – Leaders remove obstacles; encouraging risk-taking, innovative thinking and non-traditional approaches;

Recognition and reward – Leaders look for visible performance improvement and reward those who have contributed.

SPONSORSHIP

KEY ACTIONSBuild a coordinated plan for identifying, developing and deploying change leaders/sponsors as part of the change plan.

• The selected Change Leaders/Sponsors should be involved in agreeing the change management plan

• A clear responsibility and accountability framework should be developed for the Change Leader/Sponsor role

• Address people management and communication skills gaps as a priority• Develop Change Leadership skills development and coaching programme. This would

typically include:• Ability to interpret the vision and communicate it to teams• Stakeholder engagement – planning, tools and principles• Communication planning and management to drive change• Influencing skills, and their use in communication delivery• Resistance or conflict management

RESISTANCE MANAGEMENTResistance to change has to be overcome and managers need to prepare themselves for it. It is usually caused by:

• Fear of the unknown - a natural human reaction based on our comfort of knowing where we are and what we are doing.

• Economics - will there be any threat to my employment?• Fear that skills and expertise will no longer be needed - new processes or systems may mean

skills are obsolete.• Threats to status and power - loss of control or position• Additional work and inconvenience - more work is inevitable either in the implementation or in

gaining new skills required to make a successful transition• Threats to interpersonal relationships - they may be moved to different teams or different

locations that will affect working relationships

KEY ACTIONS• Break down the change unto small steps - if its easier to

achieve if there is a greater sense of achievement and buy in;• Praise and reward in early steps;• Make it safe to make mistakes;• Provide guidance and training to build skills and confidence;• Encourage involvement to increase the sense of ownership

and belonging;• Sympathise with negative feelings;• Stay committed to implementing the change, middle

management must stay involved.

STAKEHOLDER ANALYSIS

STAKEHOLDER ANALYSISThe Stakeholder Analysis should consider the following factors:

Roles - Identifying the stakeholders’ positions will enable you to better understand how the changes will impact them.

Objectives - Understanding the stakeholders’ objectives and motivations will help you anticipate if the stakeholders will support the change.

Concerns and benefits - Understanding stakeholders’ concerns and how they may benefit from the change programme will help you determine change management tactics and messages.

Impact on success - Identifying how the stakeholder may impact the success (or failure) of the change programme will help you prioritise your change management activities.

STAKEHOLDER MAP

COMMUNICATIONS AND ENGAGEMENT

COMMS STRATEGYKey elements of a Comms strategy include:

Objectives – why do we need to communicate?Stakeholder audiences – who do we need to communicate with?Key messages – what will you communicate?Channels – how and where will you deliver the messages?Timing – when will stakeholders receive the messagesBranding – will you develop an identity for your projectMeasurement – how will you measure the success?

COMMITMENT CURVE

Daryl Conner’s Commitment Curve

Objectives

Target

Key Messages

Channels

Evaluation

• Use SMART goals

• Profile• Needs

• Theme/key message 1• Theme/Key message 2

• Channel 1• Description, timing, budget,

owner

• Method• Timing

PLANNING

KEY MESSAGES

Why are we changing?

What is changing and when?

What does this mean for you?

What are the benefits?

Change vision

Chart based on Prosci’s® ADKAR® model stages

CHANNELS

GRAPHIC TOOLSwww.canva.com

www.piktochart.com

WORKFORCE ALIGNMENT AND TRAINING

WORKFORCE ALIGNMENT

KEY ACTIONS• Define the required capabilities to be aligned with the future state;• Complete a profile of the current workforce;• Align the current workforce with future needs and identify any gaps;• Develop a strategy for addressing the gaps;• Implement the appropriate actions to align the workforce capabilities

and competencies with the future state;• Integrate with change management plan and related work streams.

The Training Strategy defines how knowledge will be transferred to employees to prepare them for the change.

Focus: Who requires training - an individual, a team, or the entire organisation?Development: Who should manage and review the development of training materials to ensure alignment with training objectives?Location: Should the training be performed on-the-job or off-site?Provider: Should the training be developed within the training department or purchased from third party sources?Content: Should the content be customised or can it be generic and purchased "off the shelf "?Make or buy: Should courseware be designed and developed in-house or purchased from a third party vendor?Facilitator: Should the facilitator be a subject matter expert, an internal trainer or an external trainer?Delivery: Should the delivery be adapted to personal learning styles or can everyone learn the same way (e.g., all classroom or Web-based)?Evaluation: How will success be measured and determined?

TRAINING STRATEGY

TRAINING PLANNING

BONUS

We invite you to join our new Online Change Management

Academy for a special discounted price $9.99

USD/month

DISCOUNT CODE: Change1