Managing
Change in an
Organization
Your Company Name

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

Principles in Leading Change
Management – Template 2
01
Lead
with culture
02
Start at
the top
03
Involve
every layer
04
Make the rational
& emotional
case together
05
Act your own
into new thinking
06
Engage,
engage, engage
07
Lead outside
the lines
08
Leverage
formal solutions
09
Leverage
informal solutions
10
Assess
and adapt
3

94% said that the
organization’s culture was
critical to the success of
change management
74% saw it as more
critical than strategy or
operating model.
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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text here
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text here
01 02 03 04 05
Lead The Culture
4

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.
03
Work must be done in advance to ensure that everyone agrees about the case for the change and the particulars for implementing it
02
Although it’s important to engage employees at every level early on, all successful change management initiatives start at the top.
01
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05
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04
Start At The Top
5

Strategic planners often fail to take into account the extent to
which midlevel and frontline people can make or break a
change initiative
01
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05
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04
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03
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
02
Involve Every Layer
6

Make The Rational and Emotional
Case Together
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
In any organization facing
a challenging environment,
the emotional connection
fostered by moves like
these is likely to make a
major difference.
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01 02 03 04 05
7

Act Your Way Into Thinking
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
03
Managers will become clear communicators because they have a mandate to deliver a message about the new strategy
02
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
01
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05
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04
8

Engage, Engage, Engage
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
01
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05
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04
Executives followed this with function-wide meetings where people could learn,
for example, about the prospective impact on finance or human resources
03
A global publisher undertook a major initiative to become more digital, putting
in place far-reaching structural changes
02
9

Lead Out Side The Lines
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
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
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01 02 03 04 05
10

Leverage Formal Solution
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.
03
A law firm tried to professionalize its clubby culture, which clients perceived as inwardly focused
02
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
01
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05
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04
11

Leverage Informal Solution
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
01
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05
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04
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03
A top-tier technology company was trying to inculcate a more customer-centric
mind-set after a decade focused on relentlessly cutting costs
02
12

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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01 02 03 04 05
13

Managing Change in an Organization
14

Charts & Graphs
15

Pie Chart
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Bar Graph
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Product 01 Product 02 Product 03
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Additional Slides
18

Vision Mission
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Vision
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Our Team
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About Us
Valued Clients
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Target Audiences
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Our Target
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Target 01
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Target 02
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2016 20182017 2019
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Timeline
2015
23

Comparison
65%
Users
85%
Users
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Quotes
GREAT THINGS in business are
NEVER done by one person. They’re
done by A TEAM OF PEOPLE.
-Steve Jobs
25

Thank You
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Contact Numbers
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Email Address
26