Practical Framework Approach to Change (Primer)

A Practical Framework
Approach to Change ©
Ron Leeman
“Your Chauffeur”
on the Highway of Change

The high-level Framework Modules
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Sponsorship
Identify and work with a
Sponsor to ensure commitment
to the change initiative.
Regularly engage with them in
relation to their key
responsibilities, visibility,
building support,
communication responsibilities,
managing resistance, setting
priorities & celebrating success

5
4
3
2
Understanding
Competence
Credibility
Commitment
Engagement
Personal Attributes of a Sponsor
1

Acquire the
necessary project
resources
Acquire the
necessary project
resources
Build
management
support &
sponsorship
Build
management
support &
sponsorship
Create employee
awareness of
business drivers
& the need to
change
Create employee
awareness of
business drivers
& the need to
change
Provide direct
support to the
project team
Provide direct
support to the
project team
Develop
sponsorship &
support with mid-
level & senior
managers
Develop
sponsorship &
support with mid-
level & senior
managers
Be active & visible
to employees &
educate them
about the future
state
Be active & visible
to employees &
educate them
about the future
state
Maintain
momentum &
support for the
project team
Maintain
momentum &
support for the
project team
Align managers
around the
change & manage
resistance
Align managers
around the
change & manage
resistance
Reinforce change
with employees &
maintain active &
visible
sponsorship
Reinforce change
with employees &
maintain active &
visible
sponsorship
Project Team Stakeholders Employees
Start Up
Design
Implementation
Roles of a Sponsor

Stakeholder Management
Identify key stakeholders then
engage with them to
understand their level and type
of interest, level of influence,
reasons for supporting (or
resisting) the change initiative
and determining
communication activities to
win their support and help
ensure that project succeeds

What is Stakeholder Management?
Stakeholder Management …
… is an important discipline to win support from others as it
helps ensure that projects succeed where others fail
Stakeholder Analysis …
… is the technique used to identify key people who have to
be won over to build the support that drives success

Four Stages of Stakeholder Management
IDENTIFY
all impacted
stakeholders
DEFINE
stakeholder
map & groups
PLAN
stakeholder
communication
ENGAGE
with
stakeholders

Communication
Implement a comprehensive
communications plan that
includes creating awareness,
stakeholders to be
communicated to, types of
messages to be
communicated, channels to be
communicated through and
frequency of communication

Communication Guidelines
• Recognize that everything you say and do influences your company
… you represent change!
• Be visible and listen
• Have one on one and group meetings
• Provide consistent and timely messages to all stakeholders
• Select appropriate sender of message because of their influence
• Determine the best vehicle for communicating
• KISS: eliminate jargon
• Repeat messages: ideas sink in deeply only if they have been heard
many times

MESSAGES TO BE
COMMUNICATED
MESSAGES TO BE
COMMUNICATED
CHANNELS TO BE
COMMUNICATED THROUGH
CHANNELS TO BE
COMMUNICATED THROUGH
STAKEHOLDER GROUPS
TO BE COMMUNICATED TO
STAKEHOLDER GROUPS
TO BE COMMUNICATED TO
FREQUENCY OF
COMMUNICATION
FREQUENCY OF
COMMUNICATION
A simple 4-Stage Communication Model

Process Change
Identify, understand and analyse
the processes impacted by the
change, map the “as is” and
critically examine each process,
devise new “to be” processes,
undertake an impact
assessment of the changes and
gain agreement to the new
processes prior to
implementation

Operational Processes
• Processes which form the core of the work to be
completed e.g. Purchase an item, Build a car
Types of Processes
Maintenance Processes
• Allow the operational process to be run as time
passes and circumstances change e.g. Add a
new Supplier, Service a car
Supporting Processes
• Must be run to allow the operational and
maintenance processes to work e.g. Train on
system, Allocate work, Pass Driving Test

The Four Key Process Components

Organisational Change
Evaluate reporting structures,
working practices and
management systems, review
current roles & responsibilities
and organisational structures,
undertake organisation re-
design and update/create and
implement new roles and
responsibilities and
organisation structure

Organisational Design is a step-by-
step methodology which identifies
dysfunctional aspects of work flow,
procedures, structures and
systems, realigns them to fit
current business realities/goals
and then develops plans to
implement the new changes.
What is Organisational Design?
Organization design can be
defined narrowly, as the
process of reshaping
organization structure and
roles, or it can more effectively
be defined as the alignment of
structure, process, rewards,
metrics and talent with the
strategy of the business.
Organizational Design is the
science (and art) of creating
an organizational structure
optimized to support
strategic, business or
cultural goals. It examines
strategies, culture, structure,
processes and more to
achieve goals.
The manner in which a
management achieves the
right combination of
differentiation and integration
of the organization's
operations, in response to the
level of uncertainty in its
external environment.
Organizational design is
the way an organization
is to be structured and
operated by its members.
It is both a plan and
process.

REPORTING
STRUCTURES
MANAGEMENT
SYSTEMS
WORKING
PRACTICES
JOB
DESIGN
Overall/Team Structures
Location of Core Functions
Reporting Lines
Grading Structures
Staffing Numbers
Spans of Control
Indirect/Matrix Reporting
Layout/Location of Departments
Meeting/Committee Structures
Teamwork/Interaction
Problem Resolution Processes
Flexibility/Multi-Skilling
Roles & Responsibilities
Skills/Competencies
Empowerment/Accountability
Decision Making
Performance Management
Reward & Recognition
Continuous Improvement
Career Progression
A Model for Organisational Design
1
2 4
3

Training
Review current goals and
objectives, jobs and tasks,
competencies and skills,
identify specific training needs
and design and implement a
comprehensive training
strategy to ensure all those
impacted by the change
receive necessary training in
the new ways of working

A training/learning needs analysis (TNA) is a review of learning and development needs for
staff who are impacted by the change within the an organisation. It considers the skills,
knowledge and behaviours that your people need to be able to undertake the new ways of
working and how to develop them effectively.
TNA should ideally be undertaken at 3 levels:
Training Needs Analysis
Goals statement which
introduces the concepts that
will be delivered in the Training
session. Training objectives
should be based on the
findings of the needs
assessment and the goals
statement.
Defined units of work which
stand by themselves and are a
logical and necessary action in
the performance of a job. They
have identifiable starts and ends
and result in a measurable
accomplishment or product.
Skills and personal
characteristics that an
individual should possess in
order to be successful in a
position. This aids planning,
implementation and monitoring
for the achievement of goals.

Logistical Considerations
So you have done your TNA and determined what the goals and objectives of your training
are, the jobs & tasks the individuals need to be trained on and the skills & competencies they
require.
Now you need to consider the many logistical aspects of training:

Business Readiness …
Design and implement a
business readiness/adoption
measurement mechanism to
determine how those
impacted by the change will
have made all the
preparations necessary to
accept the deliverables of a
project and begin operating
with them

Adoption/Business Readiness is a measure of preparation
A Business that is ready will have made all the preparations necessary to
accept the deliverables of a project, and begin operating them
What is Adoption/Business Readiness?
So in effect anything that involves a change to Business Operations
requires Adoption/Business Readiness assessment
Project deliverables will be a combination of the following (not an
exhaustive list):
NEW
PRODUCTS
NEW
PRODUCTS
NEW
SERVICES
NEW
SERVICES
NEW
PROCESSES
NEW
PROCESSES
NEW
SYSTEMS
NEW
SYSTEMS
NEW
INFRASTRUCTURE
NEW
INFRASTRUCTURE

STAGE 1
Agree
Measurement
Areas
STAGE 2
Agree
Questions
STAGE 3
Agree
Survey
Participants
STAGE 4
Agree
Scoring
Criteria
STAGE 5
Agree
Target
Score
STAGE 6
Agree
Survey
Tool
The 6 key Set-up Stages

Survey Input, Analysis and Actions
Questionnaires sent out on a cyclical basis (normally monthly) to the
same group of stakeholders/impacted individuals
Results compiled and measured against previous results to track
movement (static, up or down) in any of the key areas.
Analysis done on the results and commentary provided to participants in
the form of a presentation which was normally done f2f during feedback
meetings and sent out to others as appropriate for information.
A static or downward trend from previous scores tends to indicate an
area of concern although sometimes there is a valid reason for this.
Specific actions/change interventions are used to address them the
results of which should hopefully reverse the trend which would show up
in subsequent results.
I
N
P
U
T
A
N
A
L
Y
S
I
S
&
A
C
T
I
O
N
S

Business Benefits
Create a benefits plan and
profile and define each benefit
(and dis-benefit) and track its
realisation throughout and
after the change initiative to
ensure that the original
benefits as detailed in the
Business Case have been/or
are being realised

Benefits are measurable
improvements delivered by
a project/programme which
is seen by a stakeholder to
be positive and worthwhile.
Dis-benefits are the outcomes
from a project/programme
which are perceived by one or
more stakeholders as negative
and not worthwhile
What is a Benefit?
Benefits can be classified in two categories
TANGIBLE (those
that can be
measured in
monetary terms) e.g.
NON-TANGIBLE
(those that cannot be
measured in
monetary terms e.g.
• Reduced costs
• Reduced equipment expense
• Reduced space & overhead costs
• Reduced inventory carrying expense
• Increased sales
• Improved customer service
• Make better business decisions
• Increased market share
• Better managed financial resources
• Improved company image

What is Benefits Management?
Benefits Management
is an integral part of
Change Management
Benefits Management
provides a framework
for identifying,
planning, measuring
and managing benefits
Benefits Management is
aimed at the successful
delivery of quantifiable
business benefits to an
organisation.
Benefits Management
focuses on how
business areas will
benefit from change.

Linking Benefits with the Business Case
Senior Responsible
Owner (Sponsor)
Correct
Alignment
Ensure

Continuous Improvement
Design and implement a
continuous improvement
programme (Plan, Do, Check,
Act) to regularly review
changes to ways of working
bought about by the change
initiative and implement
efficiency improvements on a
regular cyclical basis

Plan
(What & Why)
Plan
(What & Why)
Do
(Test)
Do
(Test)
Check
(Analyse)
Check
(Analyse)
Act
(Implement)
Act
(Implement)
Continuous improvement (PDCA)

Plan (What & Why)
Do (Test)
Check (Analyse)
Act (Implement)
Components

In 2012 I was bestowed with a
Change Leader of Tomorrow Award
by the World HRD Congress
… “in recognition of my “remarkable
progress in initiating changes
enough for others in the same
industry to follow my example”
Change Leader of Tomorrow Award

Mobile:
+66(0)878351247
Skype ID:
ron.leeman
E-Mail:
ron.leeman@thehighwayofchange.com
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