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1. Change
Management
Fundamentals
Your Company Name

2. Principles In
Leading
Change
Management –
Template 1
Make the rational & emotional
case together
Start at the Top
Involve every layer
Lead with Culture
Engage, engage, engage
01
02
03
04
05
Act your own into new thinking
Lead outside the lines
Leverage formal solutions
Leverage informal solutions
Assess and adapt
06
07
08
09
10
2

3. 01
94% said that the organization’s culture was critical to the success of
change management
Yet change leaders often fail to address culture—in terms of either overcoming
cultural resistance or making the most of cultural support
Yet skilled change managers, conscious of organizational change management
best practices, always make the most of their company’s existing culture
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Lead with
the Culture
74% saw it as more critical than strategy or operating model.
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4. 02
Although it’s important to engage employees at every level early on, all
successful change management initiatives start at the top.
Work must be done in advance to ensure that everyone agrees about the case for
the change and the particulars for implementing it
The exercise included a leadership team effectiveness survey, which revealed that
though these leaders called themselves a team, they didn’t really see themselves
that way.
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Start at
the Top
4

5. 03
Strategic planners often fail to take into account the extent to which midlevel
and frontline people can make or break a change initiative
Frontline people tend to be rich repositories of knowledge about where potential
glitches may occur, what technical and logistical issues need to be addressed, and
how customers may react to changes
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Involve
Every Layer
5

6. 04
Leaders will often make the case for major change on the sole basis of
strategic business objectives such as “we will enter new markets” or “we will
grow 20 percent a year for the next three years.”
Human beings respond to calls to action that engage their hearts as well as their
minds, making them feel as if they’re part of something consequential
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In any organization facing a challenging environment, the emotional connection
fostered by moves like these is likely to make a major difference.
Make the
Relation and
Emotional Case
Together
6

7. 05
Many change initiatives seem to assume that people will begin to shift their behaviors
once formal elements like directives and incentives have been put in place
Managers will become clear communicators because they have a mandate to deliver
a message about the new strategy
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Start by defining a critical few behaviors that will be essential to the success of the
initiative. Then conduct everyday business with those behaviors front and center
Act Your Way
into Thinking
7

8. 06
Leaders often make the mistake of imagining that if they convey a strong message of
change at the start of an initiative, people will understand what to do
A global publisher undertook a major initiative to become more digital, putting in
place far-reaching structural changes
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Executives followed this with function-wide meetings where people could learn, for
example, about the prospective impact on finance or human resources
Engage,
Engage,
Engage
8

9. 07
Change has the best chance of cascading through an organization when everyone
with authority and influence is involved
People influenced by them feel good about working for the organization and have a
desire to go above and beyond
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They are repositories of the organization’s culture. They are the ones approached
by people who want to know what’s really happening in the organization
Lead Out
Side the Lines
9

10. 08
Persuading people to change their behavior won’t suffice for transformation unless
formal elements—such as structure, reward systems, ways of operating, training,
and development—are redesigned to support them
A law firm tried to professionalize its clubby culture, which clients perceived as
inwardly focused
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The team was delighted when a strong group of contributors volunteered and
put in the time required to design a robust development program and start
engaging associates.
Leverage
Formal
Solution
10

11. 09
Even when the formal elements needed for change are present, the
established culture can undermine them if people revert to long-held but
unconscious ways of behaving
A top-tier technology company was trying to inculcate a more customer-centric mind-
set after a decade focused on relentlessly cutting costs
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Leverage
Informal
Solution
11

12. 10
Assess
and Adapt
Leaders are so eager to claim victory that they don’t take the time to find out what’s
working and what’s not, and to adjust their next steps accordingly.
This failure to follow through results in inconsistency and deprives the organization of
needed information about how to support the process of change throughout its life cycle
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12

13. 13
Change Management Fundamentals Icons Slide

14. Additional
Slides
14

15. This graph/chart is linked to excel, and
changes automatically based on data.
Just left click on it and select “Edit Data”.
Product 01
This graph/chart is linked to excel, and
changes automatically based on data.
Just left click on it and select “Edit Data”.
Product 02
Stacked
Bar
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-100 -90 -80 -70 -60 -50 -40 -30 -20 -10 0 10 20 30 40 50 60 70 80 90 100
Unit Count
Product 01
Product 02
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16. Product 01
Scatter Chart
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0 5 10 15 20 25 30 35 40 45 50
InPercentage
Dollars (in Billions)
This graph/chart is linked to excel, and changes automatically based on data. Just left click on it and select “Edit Data”.
50%
16

17. Our Mission
Our Vision
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Our Target
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17

18. Our Awesome
Team
Name Here Name Here
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Designation
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Designation
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Designation
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19. About Me
Values Client
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Target Audience
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Creative
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20. Comparison
52% 75%36%
Twitter
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21. Our Target
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22. Quotes
“The value of an
IDEA LIES IN the
using of it.”
~ Thomas Edison
22

23. Address
# street number, city, state
Email Address
emailaddress123@gmail.com
Contact Numbers
0123456789
Thank
You
23