How to implement robust Change Management Strategies

2. WHAT YOU’LL LEARN
• Specific change management strategies and guidance to help
ensure you can guide employees to a future state and achieve
business benefits.
• The presentation will be broken down into 5 key areas:
• Define and Build a Case for Change
• Leadership Alignment
• Stakeholder Analysis
• Communications and Engagement
• Workforce Alignment and Training
• Surprise BONUS at the end!

3. MY STORY
• I stumbled upon Change Management
working as an IT Management Consultant
• I’ve been working on transformational
change programmes for over a decade
• I run The Change Source, a Change
Management consultancy that aims to
educate and support anyone involved in
organisational change
• I’ve lived and worked in 6 countries in the
past decade
• I currently live in Dubai which changes on a
daily basis!

4. WHAT IS CHANGE MANAGEMENT?
Change Management is the process of supporting people at all levels of
the organisation as they adapt to change and it is a structured process
that will:
• Take people through a measured journey of change to ensure
understanding, commitment and buy-in is achieved;
• Develop a clear and shared vision to provide direction for
organisational change;
• Create positive and effective management commitment;
• Create engagement and involvement at all levels in the organisation;
• Ensure performance measures assess results so that desired
changes are sustained.

5. CRITICAL SUCCESS FACTORS
• Build and maintain the imperative for change
• Ensure effective leadership alignment
• Build and sustain ownership
• Provide effective change management
• Foster effective communication
• Create a change receptive culture
• Drive for business integration
• Achieve business benefits

6. DEFINE AND BUILD
A CASE FOR CHANGE

7. DEFINE AND BUILD A CASE FOR CHANGE
• Business Case – what are the
expected benefits?
• Organisation/Business Division
Strategy
• Project Scope Framework
• Project Charter
• Project Plan
• Design Documents
• How much will adoption and usage
levels impact achieving business
outcomes?

8. WHAT IS DRIVING THE CHANGE?

9. CONSIDER…

10. CURRENT TO FUTURE STATE
Current State Change Future State
Organisational
structures
Systems and
technology
Processes
Organisational
culture
People

11. CHANGE DEFINITION
• A value statement/change vision which outlines the perceived overall business imperatives and
anticipated benefits of undertaking the change journey
• The scope of the change journey (the broad definition of the content of change) which summarises
what will likely need to change (e.g., processes, behaviours, technology) and the anticipated
business outcomes of the change
• The factors critical for the change journey's success
• Risks associated with the change and mitigating actions
• Dependencies with other initiatives which could have an impact on employees e.g ensure
employees are not going to suffer from change fatigue due to change saturation
• A description of the business diagnosis work which will proceed
• The general management approach by which decisions will be made throughout the change
journey (work authorisation, time frame review process, discussion venues, exit criteria, gateway
reviews and sign-off procedures).

12. Change
Vision

13. LEADERSHIP ALIGNMENT

14. ALIGNED LEADERSHIP
 Vision – Leaders inspire the change team and wider stakeholders, and back it up with strategies to help
achieve the vision;
 Powerful coalition – Leaders assemble a group with enough power to lead the change, encouraging
that group to work as a team;
 Effective communications – Leaders use every vehicle possible to communicate the new vision and
strategies for making it happen, including their own behaviours;
 A sense of urgency – Leaders understand the need to stay ahead of competition, and identify and
discuss crises as well as opportunities;
 Empowerment of others – Leaders remove obstacles; encouraging risk-taking, innovative thinking and
non-traditional approaches;
 Recognition and reward – Leaders look for visible performance improvement and reward those who
have contributed.

15. SPONSORSHIP

17. KEY ACTIONS
Build a coordinated plan for identifying, developing and deploying change
leaders/sponsors as part of the change plan.
• The selected Change Leaders/Sponsors should be involved in agreeing the change
management plan
• A clear responsibility and accountability framework should be developed for the
Change Leader/Sponsor role
• Address people management and communication skills gaps as a priority
• Develop Change Leadership skills development and coaching programme. This would
typically include:
• Ability to interpret the vision and communicate it to teams
• Stakeholder engagement – planning, tools and principles
• Communication planning and management to drive change
• Influencing skills, and their use in communication delivery
• Resistance or conflict management

18. RESISTANCE MANAGEMENT
Resistance to change has to be overcome and managers need to prepare themselves for it. It is
usually caused by:
• Fear of the unknown - a natural human reaction based on our comfort of knowing where we
are and what we are doing.
• Economics - will there be any threat to my employment?
• Fear that skills and expertise will no longer be needed - new processes or systems may mean
skills are obsolete.
• Threats to status and power - loss of control or position
• Additional work and inconvenience - more work is inevitable either in the implementation or in
gaining new skills required to make a successful transition
• Threats to interpersonal relationships - they may be moved to different teams or different
locations that will affect working relationships

19. KEY ACTIONS
• Break down the change unto small steps - if its easier to
achieve if there is a greater sense of achievement and buy in;
• Praise and reward in early steps;
• Make it safe to make mistakes;
• Provide guidance and training to build skills and confidence;
• Encourage involvement to increase the sense of ownership
and belonging;
• Sympathise with negative feelings;
• Stay committed to implementing the change, middle
management must stay involved.

20. STAKEHOLDER ANALYSIS

21. STAKEHOLDER ANALYSIS
The Stakeholder Analysis should consider the following factors:
Roles - Identifying the stakeholders’ positions will enable you to better understand how the
changes will impact them.
Objectives - Understanding the stakeholders’ objectives and motivations will help you
anticipate if the stakeholders will support the change.
Concerns and benefits - Understanding stakeholders’ concerns and how they may benefit
from the change programme will help you determine change management tactics and
messages.
Impact on success - Identifying how the stakeholder may impact the success (or failure) of
the change programme will help you prioritise your change management activities.

22. STAKEHOLDER MAP

23. COMMUNICATIONS
AND ENGAGEMENT

24. COMMS STRATEGY
Key elements of a Comms strategy include:
Objectives – why do we need to communicate?
Stakeholder audiences – who do we need to communicate with?
Key messages – what will you communicate?
Channels – how and where will you deliver the messages?
Timing – when will stakeholders receive the messages
Branding – will you develop an identity for your project
Measurement – how will you measure the success?

25. COMMITMENT CURVE
Daryl Conner’s Commitment Curve

26. Objectives
Target
Key
Messages
Channels
Evaluation
• Use SMART goals
• Profile
• Needs
• Theme/key message 1
• Theme/Key message 2
• Channel 1
• Description, timing, budget,
owner
• Method
• Timing
PLANNING

27. KEY MESSAGES
Why are we
changing?
What is changing and
when?
What does this mean
for you?
What are the
benefits?
Change
vision

28. Chart based on Prosci’s® ADKAR® model stages
CHANNELS

29. GRAPHIC TOOLS
www.canva.com
www.piktochart.com

30. WORKFORCE ALIGNMENT
AND TRAINING

31. WORKFORCE ALIGNMENT

32. KEY ACTIONS
• Define the required capabilities to be aligned with the future state;
• Complete a profile of the current workforce;
• Align the current workforce with future needs and identify any gaps;
• Develop a strategy for addressing the gaps;
• Implement the appropriate actions to align the workforce capabilities
and competencies with the future state;
• Integrate with change management plan and related work streams.

33. The Training Strategy defines how knowledge will be transferred to employees to prepare them for
the change.
Focus: Who requires training - an individual, a team, or the entire organisation?
Development: Who should manage and review the development of training materials to ensure
alignment with training objectives?
Location: Should the training be performed on-the-job or off-site?
Provider: Should the training be developed within the training department or purchased from third
party sources?
Content: Should the content be customised or can it be generic and purchased "off the shelf "?
Make or buy: Should courseware be designed and developed in-house or purchased from a third
party vendor?
Facilitator: Should the facilitator be a subject matter expert, an internal trainer or an external
trainer?
Delivery: Should the delivery be adapted to personal learning styles or can everyone learn the
same way (e.g., all classroom or Web-based)?
Evaluation: How will success be measured and determined?
TRAINING STRATEGY

34. TRAINING PLANNING

35. BONUS

36. We invite you to join our new
Online Change Management
Academy for a special
discounted price $9.99
USD/month
DISCOUNT CODE: Change1