The Chaucer Way Change Management

The Chaucer Way
Change Management
Copyright © Chaucer 2009-2012 | www.chaucer.com

copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management ii
The Change Management Process
The Chaucer Way is Chaucer’s unique approach to Change Management
Change projects can be large scale and complex:
Impacting multiple dimensions of a business
Geographically and culturally diverse
Technically complex
Competing initiatives
The nature of the change can bring many challenges:
Scope of the change(s)
Wide reaching staff, behavioural and cultural issues.
Visibility and pressure for results
Technology solutions may be needed
Chaucer has a wide breadth and depth of capability across the Change Management
life cycle and our unique approach has been successfully utilised and accepted as
best practice by our clients.

copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management iii
Index
1 The Chaucer Way is…
2 Change Program Support
3 The Change Landscape
4 Why define the change landscape?
5 Engage change program sponsors
6 Analyse organisation complexity
7 Assess organisation culture
8 Identify and analyse organisation impacts
9 Create the case for change
10 Define metrics
11 Change Readiness
12 Build change management teams
13 Identify and map stakeholders
14 Develop stakeholder engagement plan
15 Identify business sponsors
and change agents
16 Business sponsors – engagement plan
17 Plan for anticipated resistance
18 Engagement & Communication
19 Implement engagement plan
20 Moving advocates to required state
21 Develop and execute communications plan
22 Progress tracking and establishing feedback
loops
23 Promoting Change & Managing Resistance
24 Identify sources of resistance
25 Implement proactive/reactive resistance
management tactics
26 Devise and implement resistance toolkit
27 Tracking metrics
28 Sustaining and Reinforcing Change
29 Why reinforce change?
30 Implement tools to achieve
behavioural shift
31 Move to continuous improvement
32 Chaucer – planning for change success
33 Why Chaucer for change management?
34 Contact us

copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 1
The Chaucer Way
The Chaucer Way is…
1 Structured
2 Tried, tested and proven to be successful
3 Progressive and pragmatic
4 Comprehensive
5 Efficient and effective
6 Auditable

Change Program Support
Sustaining
andReinforcingChange
ChangeReadiness
UnderstandingtheChan
geLandscape
PromotingChange&ManagingResista
nce
Engagement & Communication
Devise and implement
reinforcement Initiatives
Implement tools to
achieve behavioural shifts
Move to situation of
continuous improvement
Engage change
program sponsors
Analyse organisation
complexity
Assess organisational culture
Identify and analyse
organisational impacts
Create the case for change
Define metrics
Build change teams
Identify and map
stakeholders
Develop stakeholder
engagement plan
Identify business sponsor
and change agents
Plan for anticipated
resistance
Implement
engagement plan
Commence progress
tracking
Develop and execute
communications plan
Establish feedback loops
Devise resistance
management strategies
Identify sources
of resistance
Implement proactive/
reactive resistance
management tactics
resistance toolkit
Track metrics

The Change Landscape
Sustaining
ChangeReadiness
geLandscape
nce
Implement tools to
Engage change
program sponsors
complexity
Define metrics
Build change teams
Identify and map
stakeholders
Develop stakeholder
engagement plan
and change agents
resistance
Implement
engagement plan
Commence progress
tracking
Develop and execute
communications plan
Devise resistance
Identify sources
of resistance
reactive resistance
management tactics
resistance toolkit
Track metrics

Why define the change landscape?
Initiating changes without understanding
the full program reach could potentially
derail the change program and
waste resources
Building a picture of the change landscape
is an essential step to:
Reveal the extent of the organisational
impact globally, regionally, nationally
and by business line, unit and function
Ensure the true scope of the change
program is recognised and considered
Construct a sound foundation
for the proposed change
Provide the basis for the
Change Management strategy
Blue Sky/
Corporate
Strategy
Change
Defined
Change
Implementation
Business StrategyBusiness Strategy
Change StrategyChange Strategy
Organisation
Culture
Organisation
Culture
Organisation
Structure
Organisation
Structure
Internal
Impacts
Internal
Impacts
External
Impacts
External
Impacts
Change
Landscape
Documented
Change
Landscape
Documented
Business Case
for Action
and ChangeVision
Signed Off
Business Case
for Action
and ChangeVision
Signed Off

Engage change program sponsors
Change
Program Sponsor(s)
Change
Program Sponsor(s)
Change
ManagementTeam
Change
ManagementTeam
Change
Strategies
Change
Strategies
Change
Tactics
Change
Tactics
Corporate
Mission
Corporate
Mission
Headline Change
Objectives
Headline Change
Objectives
To articulate objectives for the change from
the context of overall corporate strategy and activity
To outline current senior management
perception of landscape
To communicate constraints, if any
To approve the means by which the change
management team will make the change happen
Begin to take responsibility for active ownership
and promotion of the change
It is critical that the change program sponsor is actively engaged in the definition of
the change landscape to provide both context and approvals for proposed action

Analyse organisation complexity
Analysing organisational complexity provides a full picture of the extent of change impact
Missing this step risks change impacts
being felt in unexpected areas and
in not soliciting local support for
the impending change
The real extent of the change may
reach well beyond the area of
the business upon which it is focused
In global organisations impact on
other regions should be reviewed
Consider also external linkages
such as those to regulating authorities
VP Sponsor
Manager
DirectorDirector
Manager
SupervisorSupervisor
Manager
EmployeeRecipient
User Worker

Assess organisation culture
Organisational
Culture
Management
Style
Values,
Attitudes
Norms
Staff
Empowerment
Products
or Services
Leader
Behaviour
Sub-cultures
Formal
Management
Systems
Systems,
Technology,
People
History,
Previous
Change
External
Image - PR,
Advertising
Organisational
Culture
Management
Style
Values,
Attitudes
Norms
Staff
Empowerment
Products
or Services
Leader
Behaviour
Sub-cultures
Formal
Management
Systems
Systems,
Technology,
People
History,
Previous
Change
External
Image - PR,
Advertising
Understanding organisational culture is an essential part of managing change
and requires attention to both hard and soft influences
Understanding cultures and sub-cultures is essential for setting
the change management strategy
It is key input into preparing for resistance, planning for its
management and reinforcing change
Organisational culture is shaped by many influences, formal and
informal. It evolves continuously
Organisations with entrenched cultures find change difficult to
sustain
Behaviours are a powerful influence on culture. Producing
behaviour change is often a key component in making the
required change sustainable

Identify and analyse organisation impacts
Identify and analyse organisation impacts
Internal
Other planned or ongoing change initiatives, restructuring or
strategic vision in the organisation may cause staff to have conflicting priorities
People
Create a profile of all the individuals impacted by the change across the whole
organisation (globally, regionally etc.) to ensure visibility
External
Awareness of external impacts such as forthcoming regulatory changes on
the organisation and operating environment will enhance the program’s resilience
Legislative
Regulatory
Technological
Environmental
Political
Economic
Social

A meaningful, unified, real-world vision of the
change state will be used in a variety of situations:
For communication to a wide variety of audiences
inside and outside the organisation
In the course of‘selling’the change to those impacted
It is key input into preparing for resistance,
planning for its management and reinforcing change
Create a compelling business case for action:
It is the means by which the change vision,
motives and goals can be confirmed and validated
by consensus before proceeding
Change program sponsors will both provide input
and be a consumer of the business case.
Validating it with them is essential
Ensuring that the Change Vision is clearly conceptualised and articulated is critical to success

Define metrics
Metrics must unambiguously
communicate progress
towards change success
Change metrics are likely to
be directly linked to any
overall program objectives.
These are frequently set out
in the financial Business Case
for the change which is
usually owned by
the change sponsor
The change management team
will track metrics and report on
them throughout the change
program’s lifecycle providing
assurance that the work is on
track towards success
Engagement Category 1 Status Owner Source Description
Stakeholders OK Stone Phil Stakholder Engagement Status
Planned Meetings +8 Waring Tim % Planned Meetings
Delivered Meetings OK Waring Deborah % Delivered Meetings
Change Agents ID OK Waring Bob % Change Agents Identified
Change Agents Recruited OK Waring Steve % Change Agents Recruited
Communication +1 Douglas Phil Communication
Plan onTrack OK Stone Tim Plan onTrack
Comms Drafted -1 Stone Deborah No. of Communications Drafted
Distributed -1 Patterson Bob No. of Communications Distributed
Surveys OK Lafferty Steve No. of Surveys Conducted
Feedback from Users OK Lafferty Phil % Unsolicitated Feedback Received
Behaviours -3 Douglas Tim Behaviours
Exhibited OK Stone Deborah Behaviours Desired Being Exhibited
Opinions OK Smith Bob Solicitated Opinions onTransition
FAQs +3 Stone Steve Nature of FAQs
With the change landscape established and the business case approved, identify suitable
metrics that demonstrate change success

Change Readiness
Sustaining
ChangeReadiness
geLandscape
nce
Implement tools to
Engage change
program sponsors
complexity
Define metrics
Build change teams
Identify and map
stakeholders
Develop stakeholder
engagement plan
and change agents
resistance
Implement
engagement plan
Commence progress
tracking
Develop and execute
communications plan
Devise resistance
Identify sources
of resistance
reactive resistance
management tactics
resistance toolkit
Track metrics

Build change management teams
Identifying all stakeholders
Identifying potential business
sponsors
Creating a plan to manage them
Anticipating resistance and devising
mitigation
Two important change teams
should be mobilised:
Steering Team / Leadership Team
Change Management Team
A significant amount of activity
will be required from these teams
throughout the duration of the
change program.
Reassess
Evaluate
Establish
Current Level
of Engagement
Develop
Engagement
Plan
Identify
Stakeholders
Segment
Change Readiness is focused on building a high level change management strategy and
implementation plan

Identify and map stakeholders
Stakeholders are all those:
Directly involved
Indirectly involved
Affected by the work or the outcomes
Able to influence the work or the outcomes
Change Program Sponsor(s)Change Program Sponsor(s)
Change ManagementTeam
Change Managers
Change Agents
Tactical Business Line Reps
PMO
Change ManagementTeam
Change Managers
Change Agents
Tactical Business Line Reps
PMO
Support FunctionsSupport FunctionsThird PartiesThird Parties Government AgenciesGovernment Agencies
ShareholdersShareholdersOthersOthers
Other Stakeholder Groups
Directors/Managers*Directors/Managers*
Change RecipientChange Recipient
Primary Business
Stakeholders
Primary Business
Stakeholders
Business Line FocusBusiness Line Focus
Steering Group/LT
Senior Business Leads
Senior Support Leads
Steering Group/LT
Senior Business Leads
Senior Support Leads
*Directors/Managers can also be ‘Business
Sponsors’as well as Stakeholders in their
own right. See slide on‘Business Sponsors’

Develop stakeholder engagement plan
Identify all the Stakeholder Groups and
their needs and any associated issues or risks.
1
Integrate the information gathered in
steps 1-3 into a comprehensive engagement
plan whose progress can be tracked.
4
Determine for each the current and required
degree of engagement with the change.
Define the types of activities required to
maintain or move them to the desired state.
2
Profile detailed engagement activities,
meeting opportunities etc. Agree which
activity type should
be leveraged for
each stakeholder
group.
3
Stakeholder Group Current Status Desired Status Activites to achieve to
desired state
Stakeholder Group 1 Ownership Ownership Ongoing program High Level
Communication
Stakeholder Group 2 Awareness Buy In Updates on program
progress
Stakeholder Group n
Stakeholder Group People Key Needs Issues & Risks
Country
Managers
2 Awareness of key
program details
Failure to engage leads to loss
of sponsorship
Stakeholder
Groups
SponsorMeeting
GlobalMeeting
CountryMeeting
Lunch&Learns
CoffeeMorning
Webex
Group 1
Group 2  
Group 3 

Identify business sponsors and change agents
Two critical stakeholder segments require
identification and dedicated attention:
Business Sponsors
Senior managers whose influence and buy-in to a
the change program are key. Their influence and advocacy
over their direct reports can make or break a change program
They can promote the change initiative, cascade
communications and ensure adoption
Identify, map, note linkages of all business sponsors.
There may be many individuals scheduled in a big program
Change Agents
Individuals from the operating business affected by the
change who are also a member of the extended program
team. This is a very important role‘on the ground’- their local
support and initiative makes them key to delivery of the
change program by supporting communications, feedback
and resistance management
Identifying, recruiting and training these individuals
is a material activity for the change management team
IdentificationIdentification
AwarenessTestingAwarenessTesting
TrainingTraining
Start RoleStart Role
Week 1
Week 2
Weeks 3-4
Week 5
Name 
Name 
Name 
Name 
Name 
Name 
Name 
Name 
Name 
Name 
Name 
Name 
Name 
Name 
Name 
Head of FacilityHead of Facility
Name 
Head of FinanceHead of Finance
Name 
Head of OperationsHead of Operations
Name 
DirectorDirector

Business sponsors – engagement plan
Communication with this group should be on an ongoing
relationship basis as opposed to a single event
Plan and prepare tools to closely manage this process
The change management team should track progress and act
on any resistance emerging
Objective is to secure advocacy from powerful, influential individuals and from line
management affected by change

Plan for anticipated resistance
Expect resistance to change. It’s natural
It is important even before the change activity gets going to identify likely sources of resistance
Change Agents and Business Sponsors will provide indications or specific details of likely resistance
to the change
Schedule a draft of proposed proactive and reactive resistance management activity to suit circumstances
Formulate pre-emptive mitigation tactics

Sustaining
ChangeReadiness
geLandscape
nce
Implement tools to
Engage change
program sponsors
complexity
Define metrics
Build change teams
Identify and map
stakeholders
Develop stakeholder
engagement plan
and change agents
resistance
Implement
engagement plan
Commence progress
tracking
Develop and execute
communications plan
Devise resistance
Identify sources
of resistance
reactive resistance
management tactics
resistance toolkit
Track metrics

Implement previously planned Engagement plan and Communications activities
Utilise the tools and process created to track sponsor engagement with the change program
Communicate the desired Shared Vision using multiple channels but, critically,
ensuring consistency of message
Meet Business Sponsors and obtain their advocacy for the change
Assessment and
Impact Resistence
(ChangeTeam)
Assessment and
Impact Resistence
(ChangeTeam)
Contract Set with
Stakeholder
(meet in person)
Contract Set with
Stakeholder
(meet in person)
Stakeholder/
ChangeTeam
Contact as Required
Stakeholder/
ChangeTeam
Contact as Required
Goal Setting with
Stakeholder
Goal Setting with
Stakeholder
Initial
Stakeholder Meeting
Follow on
Stakeholder Activity
Follow on
Stakeholder Activity
Ongoing
Stakeholder Actvity
Time
Installation
Realisation
Follow Up
If Amber or Red
Project Finish
Project Start
SponsorshipEngagementSponsorshipEngagement
CommunicationsCommunications
Implement engagement plan

Moving advocates to the required state
Ownership
Intimate
Knowledge
Awareness
Understanding
Buy In
Barrier
Oppose Neutral Accept Support Champion
Neutral
Engagement State
Understand
Aware
Unaware
Understanding
SupportforUnderstanding
PersonA
PreSponsorContracting
PersonA
PostSponsorContracting
PersonA
DesiredPosition

Develop and execute communications plan
It is essential that everyone in the organisation
affected by, involved with or controlling the
change shares a common vision of it and the
means required to achieve it
The communication plan is a structured document that targets
specific communications to each of the impacted business
lines, regions etc. identified in the change landscape and during
readiness preparation
Ensure a robust communication sign-off process is in place
to make sure timely and appropriate release of information
Communication Rep
Drafts Content
Communication Rep
Drafts Content
ReviewWithin
CommunicationsTeam
ReviewWithin
CommunicationsTeam
Refine
Based on Feedback
Refine
Based on Feedback
Route for
Program Approval
Route for
Program Approval
DistributeDistribute
Route for
Business Approval
Route for
Business Approval
Pre-change
Communication
Change
Execution/Delivery
Post-change
Communication
Change
Time

Progress tracking and establishing feedback loops
Change AgentsChange Agents
Formal/Informal
Communications
Formal/Informal
Communications
Business SponsorsBusiness Sponsors
Response ProvidedResponse Provided
Feedback
Log Updated
Feedback
Log Updated
Response AgreedResponse Agreed
Program Communications
Updated
Program Communications
Updated
Feedback LoggedFeedback Logged
Theme IdentifiedTheme Identified
FeedbackFeedback
Acquiring feedback and taking action on it is a best practice means of securing advocacy
People respond well when they see that their feedback is being taken seriously
Change Agents are one of the critical feedback providers
Use tracking tools to:
Establish status and effectiveness of feedback channels used
Determine key themes emerging
Ensure timely response to feedback

Promoting Change & Managing Resistance
Sustaining
ChangeReadiness
geLandscape
nce
Implement tools to
Engage change
program sponsors
complexity
Define metrics
Build change teams
Identify and map
stakeholders
Develop stakeholder
engagement plan
and change agents
resistance
Implement
engagement plan
Commence progress
tracking
Develop and execute
communications plan
Devise resistance
Identify sources
of resistance
reactive resistance
management tactics
resistance toolkit
Track metrics

Identify sources of resistance
Resistance is…
Inevitable
A natural function of change
Manageable
An attempt to protect the individual’s
perspective
A sign that something important
has been touched
A sign that potential for change exists
A type of communication channel –
don’t ignore it!
Part of the learning process
Resistance isn't…
Necessarily‘logical’
A sign of disloyalty
Necessarily personal
Indicative of poor performance by
the change program
A sign that the change process is out of control
All change programs encounter some degree of resistance

Implement proactive/reactive resistance management tactics
ProjectedImpact
Resistance IndicationsLow High
Low
High
Resistance
can be
managed via
‘Business Sponsors
Regional Change
Team Member
Sufficient
Resistance
Can Be
ManagedVia
‘Business Sponsors
Local Change
Team Member
Required
Local Change
Team Member
Required
Regional Change
Team Member
Sufficient
Proactive
Reactive
A flexible resistance management strategy is essential
Resistance management should not be a‘fire fighting’
activity
Resistance can be managed:
Proactively
For resistance in areas where high levels are anticipated
Reactively
Where low level resistance impacts are anticipated
Resistance can be experienced in a wide
variety of ways at various levels of the
organisation – how it’s managed can
make or break a change program

Devise and implement resistance toolkit
Behavioural Change Strategies
Most change effort will require a behaviour
change in order for it to be sustained.
Formal behavioural reinforcement
e.g. setting goals during appraisal
processes are effective tools
Empowerment
In this context is about removing
barriers that prevent people from acting
on the Change initiative such as introducing
redefined roles that clearly match the changed
environment
Promoting Change Success
Visible delivery of change program objectives/
benefits is a powerful means to build further
support for the change
Communication
Different types of information are
required by various audiences. This is
a complex area but restating program
rationale/benefits is a simple but
effective technique
RESISTANCE
TOOLKIT
Imagination is required to construct the means to deal with resistance

Tracking metrics
Example Program Dashboards
Providing accurate data driven reporting for program governance and stakeholder management
Tracking progress against metrics established during the Change Landscape provides
assurance about project status and the means to manage towards success
Successful or‘on track’delivery
of metrics should be reported:
Upwards to demonstrate
successful delivery
Outwards to‘champion
program success’
Inwards to energise and maintain
motivation within the change team

Sustaining and Reinforcing Change
Sustaining
ChangeReadiness
geLandscape
nce
Implement tools to
Engage change
program sponsors
complexity
Define metrics
Build change teams
Identify and map
stakeholders
Develop stakeholder
engagement plan
and change agents
resistance
Implement
engagement plan
Commence progress
tracking
Develop and execute
communications plan
Devise resistance
Identify sources
of resistance
reactive resistance
management tactics
resistance toolkit
Track metrics

Why reinforce change?
Technical Objectives
OnTime
On Budget
Human Objectives Met
Business Objectives Met
Installation Realisation
* Harvard Business Review Michael Beer and Nitin Nohria
70% of all Change Projects fail because the organisation fails to manage the human
element to change*
Reinforcing the change is required to deliver the anticipated ROI and other intended benefits.
Failure to do so risks wasting much of the resource expended to get this far
This requires sustained effort (and organisational commitment) to see the‘realisation’through
and not quit after the‘installation’phase

Implement tools to achieve behavioural shift
The change process is not over until supportive behaviours are the norm
i.e. the change is fully embedded
Planning for behavioural change should take place early on in the overall change process
Chaucer employ the right tools to achieve shifts in mindset, behaviour, productivity and compliance
NewWay of Operating
Success Realised
NewWay of Operating
Success Realised
Behavioral ShiftBehavioral Shift
Sustaining Change
Phase
Implementation
Productivity and Sharing
Implementation
Productivity and Sharing
Movement
Phase
Create Buy In
Inform
Involve
Create Buy In
Inform
Involve
Communication &
Engagement Phase
Prepare
Plan
Prepare
Plan
Understanding
& Readiness Phase
Business as UsualBusiness as Usual Mindset ShiftMindset Shift
High Productivity
& Compliance
High Productivity
& Compliance
Monitor and AdjustMonitor and Adjust Monitor and AdjustMonitor and Adjust Monitor and AdjustMonitor and Adjust MaintainMaintain
REINFORCEMENT

Move to continuous improvement
Developing
Lasting Support
Network
Ongoing
Comms
Take Action
onTarget
Feedback
Enhance/
Update
Business Process
Champion
Successes
Reward
Positive
Behaviour
Maintain
Stakeholder
Engagement
External Cross
Program
Alignment
Increase Change
ProgramAwarenessDevise, manage and track a series
of activities to reinforce change
Reinforcement activity planning should
be considered on a holistic basis
Individual but interlocking pieces of action
are devised to address specific areas of need
An important final task for the Change
Program is move into an environment of
‘continuous improvement’

Chaucer – planning for change success
The Change Challenge
Change projects can be large scale
and complex:
Impacting multiple dimensions of
the business
Geographically/culturally diverse
Technically complex
Competing initiatives
The nature of the change can bring
many challenges:
Scope of the change
Visibility and pressure for results
Wide reaching staff and
cultural issues
Chaucer can help: Managing Change Project/Programs
Chaucer has extensive capability and experience in managing change projects/programs.
Examples of where we can help include:
Realistic strategic vision and goals
Flexible and realistic business operational design
Portfolio and program planning
Risk management, cost control, assurance etc.
Tried trusted tools and techniques to ensure delivery
Chaucer can help: Change Management
Chaucer has a wide breadth and depth of capability across the Change management life cycle.
Examples of where we can help include:
Understanding the change landscape Resistance management
Change readiness and preparation Sustaining and reinforcing change
Communication and engagement
Chaucer has expertise in managing change programs/projects and in performing
specialist change management activities

Why Chaucer for change management?
Chaucer is a strategic global partner, operating sensitively to provide extensive
Change Management experience in support of delivery for our clients
We utilise proven tools, methods and processes and adapt them to the specific
client situation ensuring it is 'fit for purpose' and delivers business value
Our flexible approach ensures the solutions developed fit, minimising disruption
and accelerating the transition to business as usual at the end of the engagement

Contact Us
UK
Neil O’Brien
Mobile: +44 7834 265917
neil.obrien@chaucer.com
USA
Rupert Laslett
Cell: +1 832 681 6858
rupert.laslett@chaucer.com
Paul Burke
Cell: +1 734 834 4395
paul.burke@chaucer.com
Europe
Deborah Feakins
Mobile: +44 7799 893402
deborah.feakins@chaucer.com
Middle East Asia Pacific
Nick Laslett
Mobile: +971 505 154 835
nick.laslett@chaucer.com
Rest of World
Bob Laslett
Mobile: +44 7767 698543
bob.laslett@chaucer.com

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