Change Management Methodology

© Operational Excellence Consulting. All rights reserved.
The guide serves as a blueprint for change managers to successfully
implement and sustain change by systematically diagnosing, anticipating,
measuring and managing change programs in their work environment.
Change Management
Methodology
Step by step approach to managing change
initiatives and programs

© Operational Excellence Consulting. All rights reserved. 3
Introduction to Change Management
• Change is the only constant in the work environment
today.
• For change to be successful, it has to be managed. To
achieve this, it is essential that the human aspects of
change be addressed throughout the change process.
• The Change Management Methodology serves as a
blueprint for change managers to implement and sustain
change in their work environment.

Overview of the Change Management
Methodology
Evaluate
Effectiveness
Monitor
Progress
Plan &
Launch
Program
Analyze
Current
Situation

A systematic approach to managing change ensures
greater buy-in and support for the change program
Change Management Methodology
Analyze Current
Situation
Plan &
Launch
Program
Monitor
Progress
Evaluate
Effectiveness
• Identify reason for
change
• Assess readiness for
change
• Assess impact of
change
• Identify gaps
• Gather feedback
• Define change
strategy
• Set up change
infrastructure
• Create awareness
and get buy-in
• Develop and
communicate plans
• Develop skills
• Launch pilot project
• Monitor change
process
• Overcome resistance
to change
• Assess behavioral
changes
• Measure effectiveness
• Provide support
• Review results
• Share success stories
• Provide follow up
support
• Reward and
recognize

Evaluate
Effectiveness
Monitor
Progress
Plan &
Launch
Program
Analyze
Current
Situation
• Identify reason for
change
• Assess readiness for
change
• Assess impact of
change
• Identify gaps
• Gather feedback

1.1 Identify Reason for Change
• Understand the changes affecting the organization and
the background to the changes
 Driving force behind the change
 Changes to be implemented (e.g. new IT system with major
changes to business processes)
 Expected value and benefits
 Appoint a key figure as a champion for change

1.3 Assess Impact of Change
• Assess impact of change on the organization/
department/individual
 Culture
 Organization structure
 Business process
 Job design
 Skills and knowledge
 Worker motivation
 Operating policies
 Human resource policies
 Technology interfaces
 Workload

1.3 Assess Impact of Change
• Determine exactly how stakeholders will have to change
and what they will have to do to ensure success for the
planned changes.

1.5 Gather Feedback
• Involve as many stakeholders as possible in the planned
changes.
• Gather feedback from stakeholders on their views about
the change if necessary. Feedback can be obtained
through various mechanisms such as focus groups,
surveys or interviews.

Phase 2:
Plan & Launch
Program

Objectives – Phase 2
1. To define change strategy and set up change
management infrastructure support.
2. To create awareness and communicate the change
process to gather understanding and support.
3. To equip people with the required knowledge and skills
to prepare for the change.

2.2 Set Up Change Infrastructure
• Establish an organization infrastructure (see Annex A)
and a physical infrastructure for the implementation of
change. Physical infrastructure may include additional
PCs, telephone lines, workstations, etc.
• For changes affecting an organization, setting up a
change management team is necessary. A change
management team is a cross-functional team
comprising:
 A core team made up of a steering committee (e.g. senior executives)
 A working team (e.g. functional managers)
 A team of change agents, i.e. change champions from each operations
unit affected by the change; The change agents also act as link-pins
between the operations units and the core team

2.3 Create Awareness and Get Buy-In
• Increase the awareness on the need and benefits of
change among affected groups or individuals. Various
methods to create awareness are:
 Emails
 Memorandums
 Notice boards
 Intranet
 Meetings
 Conferences
 Newsletters
 Videos
 Reading materials
 Special events, e.g. Quality day; supplier’s day

2.4 Develop and Communicate Plans
• Identify the key stakeholders, their stake in the change
and anticipate the possible reactions to the changes and
the questions they will ask during different stages of
implementation.
• Stakeholders include customers, senior management,
middle management, employees, supporting
departments, suppliers and the community in which the
organization resides.

2.4 Develop and Communicate Plans
• Develop content of messages. Take the following into
consideration when developing the messages:
 Messages must be linked to the strategic purpose of the change
initiative. (e.g. if the objective is to reduce cost, messages should
explain why cost reduction is necessary, what is the goal, etc.)
 Communication must be realistic and honest; do not gloss over
the negative
 Communication must be proactive
 Messages should be repeated consistently through various
channels. Multiple, consistent messages through varying
channels enable people to internalize the messages

2.5 Develop Skills
• Review relevant business functions and work processes
impacted by the change to determine the new skill
requirements for the stakeholders. Identify the required
training needs.
• Consolidate the training plan. The following should be
addressed:
 Scope
 Approach
 Milestones
 Resource requirement
 Training schedule

2.5 Develop Skills
• Consider pilot testing the course material and conduct
training dry-run for new trainers if applicable.
• Conduct training and collect training feedback.
• Review feedback from participants and instructors and
fine-tune training plan, training schedule and training
materials.

Deliverables – Phase 2
• Change management plan
• Communication plan
• Communication materials
• Training plan
• Training schedule
• Training courses

Evaluate
Effectiveness
Monitor
Progress
Plan &
Launch
Program
Analyze
Current
Situation
• Monitor change
process
• Overcome resistance
to change
• Assess behavioral
changes
• Measure effectiveness
• Provide support

3.1 Monitor Progress
• Use key lessons from pilots to reconfigure processes/
systems. Address key issues generated from human
reactions to new changes. Implement mass roll-out, if
necessary.
• Monitor the change process to ensure that the transition
or transformation is smooth.
• Check change progress against plan and take
appropriate actions to overcome barriers, if any.
• Communicate regularly with stakeholders to remove all
fears and help them understand the reasons for the
changes.
• Review and update the change program or plan.

3.2 Overcome Resistance To Change
 Developing ways to make the proposed changes more
acceptable (even desirable) to employees
 Maintaining absolute honesty and integrity at all times
 Developing human resource policies that will support the planned
changes
 Providing ongoing training and education to ensure that
employees have the necessary skills to make the changes
 Rewarding desired behavior and establishing disincentives for
undesired behavior

3.4 Measure Effectiveness
• Measure process outputs to see whether performances
are on track toward achieving the goals (“desired state”).
• Measure other “health indicators” to ensure that people’s
morale and satisfaction are high during the change
process. Example of “health indicators” include:
 Turnover rate
 Absenteeism
 Number of staff suggestions

• Measurement results

Evaluate
Effectiveness
Monitor
Progress
Plan &
Launch
Program
Analyze
Current
Situation
• Review results
• Share success stories
• Provide follow up
support
• Reward and
recognize

4.1 Review Results
• Review change management planning and
implementation.
• Review extent of achievement of the desired results.
Review both tangible and intangible results. Follow up
on areas for improvement and unresolved issues.
• Draw up learning points to serve as pitfalls to avoid for
future change management programs.

4.3 Provide Follow-up Support
• Follow through the entire change process to ensure that
both desired results are achieved and human factors are
appropriately addressed.
• Stay actively involved; walk the talk.

• Success stories

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END OF PRESENTATION
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Change Management Team
C h a n g e M a n a g e m e n t Te a m O rg a n is a tio n S tru c tu re
C h a n g e A g e n t 1 C h a n g e A g e n t 2 C h a n g e A g e n t 3
W o rk in g C o m m itte e
S te e rin g C o m m itte e

Roles & responsibilities of change
management team
• Working Committee (members are middle managers)
 Identify and resolve issues across departments
 Communicate and exchange information
 Define criteria for change agents
 Liaise with change agents
 Map out specific change management plan
 Implement change management plan
 Refine change for roll out

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