Change Management Fundamentals - 4/12/19

1Copyright Navigate 2019. All Rights Reserved.
Change Management
Fundamentals
April 12, 2019

Introduction to Change
Management

Change Management Defined
Initiatives that apply best practice change management approaches are six times more
likely to meet objectives than those with insufficient change management.1
Change Management (CM) is the practice of effectively engaging stakeholders,
minimizing risk to efficient adoption, and maximizing benefits from projects through a
focus on the organization, its culture and history, and its people.
UNDERSTANDING THE NEED FOR CHANGE MANAGEMENT
In projects with robust
change management:
– 80% meet their objectives
– 82% fall within budget
– 75% meet timeline targets
Prosci benchmarking has found that over 50%
of resistance by employees and managers is
avoidable when reflecting on lessons learned
1 2018 Prosci Benchmarking Data

Why is Change Important?
Proactive change management minimizes common project pitfalls and helps
mitigate associated risks.
Increase probability of
project success
Build change competency
into the organization
Manage employee
resistance to change
Capture people-
dependent ROI

Why is Change Management Important?
1
2
Speed of Adoption
3
Ultimate Utilization
Proficiency
THREE
COMPONENTS
OF ADOPTION
Maximum ROI are realized only after a change is fully adopted. Adoption can be broken into three
quantifiable components that serve as key performance indicators:
There is a significant correlation between change management effectiveness, reaching project
objectives, and staying on schedule.
Without adequate change management support:
70% of major changes fail to
achieve targeted benefits1
44% of companies fail at
transformation initiatives
92% of change initiatives are
only moderately successful2
37% are over budget with
only 35% ROI achieved3
compared to 143%
ROI when best practice
change management
approaches are applied
1 Harvard Business Review (2013)
2 Navigate’s 2016 Change Management Survey
3 2006 McKinsey Study

Navigate’s Change Management Framework
• Leadership alignment activities
ensure critical executive
sponsorship
• Communications and
engagement provide a foundation
to build awareness
• Organizational alignment and
training activities support and
prepare the organization for
success
• Change readiness provides a
mechanism for identifying areas of
resistance and measuring success
Navigate focuses change management activities on delivering sustainable,
measurable outcomes.
ORGANIZATIONAL
ALIGNMENT
TRAINING
CHANGE
READINESS
SUSTAINMENT
LEADERSHIP
ALIGNMENT
Navigate defines change management broadly as the
activities required to drive behavior change and
achieve the intended business outcomes.

What Makes Up Our Framework?
Change Management is more than just
Communications and Training.
It is:
• Understanding unique business needs
• Tailoring solutions to meet those needs
• Delivering long-term sustainable impacts
• Preparing leadership to lead change
Leadership Alignment / Sponsorship
Stakeholder Analysis
Training & Education
Organizational Alignment
Communications & Engagement
Change Readiness Measurement
Impact Assessment
Sustainability
Accelerated Adoption

Change Management Approach
Conduct Assessment
and Analysis
Plan and Design
Change Solutions
Deliver Sustainable
Solutions
Understand
Unique
Business
Needs
Design
customized
solutions
Deliver
long-term
sustainable
impacts
3-Pronged Approach
Actionable Steps
Conduct
Internal/
External
Stakeholder
Analysis
Establish
Clarity of
Intended
Business
Outcomes
Develop
Case for
Change
Perform
Change
Impact
Exercises
Design
Strategic
Change
Solutions
Align Leaders
and Sponsors
Plan Strategic
Communication
& Engagement
Tactics
Define Training
and Coaching
Approach
Perform
Change
Readiness
Assessment
Manage,
Monitor, &
Sustain
Strategic
Change
Solutions

Case for Change
Understand
Unique
Business
Needs
Design
customized
solutions
Deliver
long-term
sustainable
impacts

Case for Change
What Does Change Look Like?
• During the early stages of a project, we answer the question: “Why are we changing?”
• It is critical to understand how to articulate the why, how, and what of a transformation to
gain support and buy-in from leaders and sponsors.
A case-for-change should include the following five components:
Internal and/or external factors causing issues (“Due to…”)
Specific behaviors that must change (“We must…”)
Consequences of not changing (“If we do not…”)
Roadmap for change (“We will therefore…”)
Measurable success criteria (“We will know we’re successful when…”).

Drivers for Change
Business Driver Trend
Proactive
Shifting Business Strategies
Acquisitions & Merger Integrations
Onset of New Technologies
Reactive
Cost Pressures & Reduction
Brand & Reputation Management
Increased Competition
Predictive
Narrow Labor Market for Talent Acquisition
Changing Workforce
More Educated & Savvy Customers

Project Change Roles
Understand
Unique
Business
Needs
Design
customized
solutions
Deliver
long-term
sustainable
impacts

Key Roles in Change Management
Executives and Senior
Managers
Fulfilling the role of sponsors
of change
Middle Managers and
Supervisors
Fulfilling the role of coach for
their direct reports
Middle
Managers and
Supervisors
Executives and
Senior
Managers
Change Management
Resource(s)
Applying a structured approach
and enabling others
Change
Management
Resource(s)
Project Team
Integrating the “people side” of
change
Project
Team
Support Functions
Providing specific subject matter
expertise
Project
Support
Employee-Facing Enabling

Project Sponsorship
1 2018 Prosci Benchmarking Data
The #1 contributor to success in projects is active and visible sponsorship1
Actively and visibly
participate throughout
the project
A
Build a coalition
of sponsorship with
peers and managers
B
Communicate directly
with employees
C
3 Primary Roles of Sponsors: The “ABC”s

Project Sponsorship
• Power to legitimize the change
• Vision to set clear goals for the
change
• Resources and a willingness to
commit them
• Understanding of the impact of the
change on the organization
• Sensitivity to appreciate and
empathize with personal issues that
arise
• Demonstrate personal commitment
to the program
• Integrate the program into activities
and discussions
• Ensure active participation in the
program by employees
• Enable the program team to
communicate effectively to
employees
• Provide insight into program-related
issues that employees are facing
Must Have In order to

Change Agent Network
Change Network Definition:
A network of employees (across levels and business units) selected to
champion a business transformation, foster communication, increase
awareness and understanding, and increase buy-in.
• First to Know
Change Network participants will be the project
champions for their business area and
colleagues will look to them for information
• Development Opportunities
Change Agents demonstrate leadership in their
business areas
• Access to Leadership
Change Agents have the opportunity to interact
with leadership through Change Network
Meetings and activities
• Improve Communication and Collaboration
Communication is most effective when
delivered face-to-face by people known by the
audience
• Receive Feedback From the Field
Change Agents serve as an “ear to the ground”
and provide feedback back to the project team
• Establish an Informed Group of Associates
Change Agents help communicate information
to peers and serve as a resource to assist
throughout the transition
AGENT BENEFITSPROGRAM BENEFITS

Understand
Unique
Business
Needs
Design
customized
solutions
Deliver
long-term
sustainable
impacts

Define Stakeholder Groups
Create an initial list of stakeholder groups and validate with project leadership. Document
key information for each group (e.g., location, size, point-of-contact, etc.).
Conduct Preliminary Assessment
Review relevant sources of data, including org charts, HR data, and company internal/
external websites to develop a preliminary understanding of key stakeholder groups.
Analyze Stakeholder Data
Prioritize stakeholder groups by impact and influence, document key findings, and
address potential areas of resistance in overall change strategy.
Our stakeholder analysis process includes an assessment of the level of impact and influence of each
stakeholder group to identify the appropriate engagement activities required to drive successful
awareness and adoption of the new system.
STAKEHOLDER ANALYSIS APPROACH

Communications Strategy
Understand
Unique
Business
Needs
Design
customized
solutions
Deliver
long-term
sustainable
impacts

Benefits of a Communications Strategy
Provides
an
Integrated
Approach
Provides Feedback
Channels
Allows you to monitor
progress, reach, and
impact to tailor the
approach accordingly
Conveys Accurate
Information
To prevent rumor mill or
false expectations, your
strategy must include
when and how information
will be conveyed Controls Messages
Key messages must be
developed to conveyed
to mitigate risk
Builds Creditability
Credibility amongst
various stakeholder
groups instills confidence
in the way forward
Fosters Commitment
For the change to be
successful, there must be
commitment from multiple
stakeholder groups
Builds Awareness
of Goals
Awareness and education
is essential to managing
expectations

Communications Approach
Establish guidelines for
engaging stakeholders
through communications
to drive awareness of the
implementation
Identify stakeholder
groups and change
impacts to help shape and
frame their key messages.
Define the roles,
responsibilities and
processes that will enable
coordinated and effective
communications.
Use outputs from previous
steps to develop the
Communications Plan and
begin executing
communications.
Establish
Guidelines
Understand
Needs
Define
Structure
Plan and Execute
Communications
Key MessagesObjectives
Development
Process
Communication Plan

Communication Vehicle Analysis/ Audit
No Engagement
(Push Communications)
Limited Engagement
(Some 2-way dialogue)
Full Engagement
(Full, real time 2-way dialogue)
 Intranet Site  eLearning Modules  One-on-one or group Change
Champion Conversations
 SharePoint  Emails from Change
Champions
 Prototype Demo Sessions
 Awareness Video  Pre and Post Deployment
Surveys
 Testing Support
 Organizational News  Training Workshops
 Newsletter  Steering Committee Meetings
 iBooks
Low Impact High Impact
The objective is to understand:
• Communication vehicles currently in use
• How they are used
• Which forms are most effective.
The Analysis considers:
• Existing and potential communication vehicles
• Electronic, Face-to-Face and Print
communications
The Communications Vehicle Analysis assists in the selection of the most appropriate
communication vehicles to deliver messages and information.

Measurement &
Sustainability
Understand
Unique
Business
Needs
Design
customized
solutions
Deliver
long-term
sustainable
impacts

How to define your metrics
Aligned with strategy: There are a lot of metrics you can measure. The trick is picking
those that support your strategy in a balanced manner. Measures that are selected
without some form of strategy mapping may unintentionally foster conflicting behavior.
Setting the right targets is critical for accurately making informed decisions.
Relevant to the user: If measures are too high level or outside the ‘span of control’ of
the person viewing them, they provide little value. Additionally, not all measures are
created equal. Users prefer to focus on measures where a small change results in a
significant impact.
Actionable: Users must be able to impact the results of the measures they see. It must
be obvious that a decision or action should be taken. Good measures are intended to
foster improvement and help decision making, not just monitor.
Timely: Measures should be indicators that something needs to change. To do this, they
must be forward looking, or leading. These type of indicators need to be available with
enough lead time and at a frequent enough interval (at least daily) to enable timely
decisions. Conversely, lagging indicators only tell you what happened in the past.
Easy to understand : A measure is more relevant if the user understands what it
means and how it works (or more importantly, how to impact it).

Analysis Visualization
• Presents more in-depth results
or findings
• Useful for displaying Survey
Results and Analysis
DashboardsSummary Report
• High-level summary of measurable
outcomes
• Useful for executive-level presentations

Dave Driscoll
Senior Manager
484.383.0606
ddriscoll@navigatecorp.com

Change Management Fundamentals - 4/12/19

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