Starting the Change Process

© Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

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Starting the Change Process

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© Stephen Warrilow http://www.strategies-for-managing-change.com Lynton Glenthorne Ltd

© Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

2

Starting the Change Process

Contents

Contents.................................................................................................................... 3 Welcome................................................................................................................... 4 Why the astonishingly high 70% failure rate?............................................................ 5 5 Guiding principles to incremental and step change ................................................. 7 Assessing the case for change.................................................................................... 8 The single biggest issue re managing change............................................................. 9 8 key strategies for managing change ...................................................................... 10 4 key steps to incremental change ........................................................................... 12 How to shape your step-change initiative ................................................................ 16 The 3 Keys to realising the benefits of step change.................................................. 17 Recognising the emotional dimension of leadership ................................................ 18 How to reduce the risk of failure of any major business initiative ............................ 19 How to create a programme..................................................................................... 21 Leadership quotes ................................................................................................... 23 Strategic questions .................................................................................................. 27 How I can help you ................................................................................................. 30

© Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

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so if you are a student or a researcher or just interested in finding more in depth information then I recommend the PDF research tools that are now available on the site. Given that some of the "best" data on websites is stored within PDFs that are not easily accessed.strategies-for-managingchange.com and thank you for subscribing to this free report.com/starting-the-change-process.strategies-for-managing-change. However. This site was launched in early 2009.com/change-managementarticles. Why not try it now just enter a search word or phrase and see what it reveals. The tools are here: http://www. these tools search on PDF documents located within websites. and to broaden the range and scope of what this site offers so that it becomes a truly valuable resource . My intention was . I want to say welcome as a visitor to http://www. specifically for the non-expert director or manager. Feel free to contact me at any time stephenwarrilow@tiscali. interviews and other publications.strategies-for-managing-change.com 4 . these search tools will reveal a host of new (and largely free) data in the form of articles.to build a change management themed informational site.com/change-managementarticles.uk Best Wishes Stephen Warrilow PDF Research Tools & Free Third Party Resources I frequently get emails from people asking for material on very specific aspects of change management. if you haven’t done so already. research. Unlike a typical google search that will produce a listing of websites deemed relevant to the search words. I do hope you find these materials interesting and of value.and remains .html#thirdparty-link © Stephen Warrilow Lynton Glenthorne Ltd www. may I take this early opportunity to invite you to subscribe to my fortnightly Ezine? Have a quick look here: http://www.strategies-for-managing-change.strategies-for-managing-change.html Let me give you a quick heads up.ultimately the premier online resource.co.html#pdftools-link Also check out the many free (and recently updated) resources at: http://www.Starting the Change Process Welcome Firstly.

and the lack of processes and change management methodologies to address this. so ultimately it's all about people and processes that work for people.sees it as a set of tasks that if executed successfully get a result. (2) Resistance The "hidden and built in resistance to change" of organisational cultures. at root.strategies-for-managing-change.. In other words the typical process led approach which has failed so consistently and so spectacularly over the last 20 years! In my view. © Stephen Warrilow Lynton Glenthorne Ltd www. (3) Impact Failure to take full account of the impact of the changes on those people who are most affected by them.Starting the Change Process Why the astonishingly high 70% failure rate? This document is a brief introduction to some of the key themes and key points that you need to consider in starting the change process. change management is about process and people.com 5 ..at the front-line. There are 3 main reasons for the astonishingly high 70% failure rate of ALL business change initiatives: (1) Gap The gap between the “big-picture” strategic vision and successful implementation . But even process is just about people doing stuff. So what is change management? The traditional project approach to change management .

I'm just establishing their credentials!] They are the publishers of "Prosci's Best Practices in Business Process Re-engineering and Process Design" which is based on research with 327 organisations worldwide. Closely allied to that reason is the lack of process to directly address the human aspects of change. © Stephen Warrilow Lynton Glenthorne Ltd www.Starting the Change Process Research findings Prosci is the recognized leader in business process design and change management research. The objective of this study is to provide real-life lessons from the experiences of project teams recently or currently involved in business process re-engineering projects. this is exactly what the holistic and wide view perspective of a programme-based approach to change management will deliver. This was mentioned 6 times more that any other factor. Properly applied.the failure to take full account of the impact of change on those people who are most impacted by it. (4) The primary obstacle to a successful implementation was resistance to change. and is the world's largest provider of change management and reengineering toolkits and benchmarking information. (2) Top management support of teams and their projects means they were more likely to complete their project at or above expectations. (3) The planning stage was universally regarded as the most important phase in the project .strategies-for-managing-change. Clearly the single biggest reason for the astonishingly high 70% failure rate has been the over-emphasis on project process rather than the people aspects . [This is not a commercial .because this was where scope and roles were defined.com 6 .is the main thing that project teams would do differently on the next project. 4 key lessons learnt Key findings in the latest report show: (1) "More effective change management" .

and most importantly the impacts of the change.constant attention to the management of the tasks. of the specifics of the change. and that you are prepared to work with them to achieve what you want . their commitment to the change .constant communication . thus ensuring that your people have the full resources and capabilities they need to support them through the change.especially of the business need for the change.e.Starting the Change Process 5 Guiding principles to incremental and step change Clarity . Capability .in all areas . activities.i. Communication . that listens actively and demonstrates to people that you have thought through the impacts of the change on them.and ensure the realisation of the benefits of the change.by addressing what they want and in making it work for them.com 7 . projects and initiatives that are delivering the capabilities into your organisation that will deliver the benefits that you are seeking.handle the communication .two-way communication that explains clearly what is happening or not happening and why. Consistency .in all aspects of the way in which you lead the change . © Stephen Warrilow Lynton Glenthorne Ltd www. Commitment – to inspiring and leading the workforce – ideally with transformational leadership – and total ownership of the programme and visibility in that role. the benefits of the change.strategies-for-managing-change.manage the implementation .

Force field analysis provides a framework for looking at the factors or forces that influence a potential change situation.and which still forms the underlying basis of many change management theories models and strategies for managing change. Where are we now? 2. What are the strongest forces for and against change? 7. Where do we want to be? 3. Is change viable? 8.strategies-for-managing-change. organisations can be seen as systems in which the current situation is not a static pattern. and is thus a useful tool for assessing the viability of a change initiative. According to Lewin: "An issue is held in balance by the interaction of two opposing sets of forces . What are the forces or drivers against this change? 6. Suggested simple steps for making this assessment 1.Starting the Change Process Assessing the case for change ”Force field analysis” is the creation of the American social psychologist Kurt Lewin. What will be the impact of changing and not changing? The output of this analysis will establish the foundations for the business case for change and the input to programme based approach to managing the change. What will happen if we don’t get there? 4. any change that may occur is dependent on a shift in this balance or equilibrium where the driving forces need to exceed the restraining forces. What are forces or drivers for this change? 5. © Stephen Warrilow Lynton Glenthorne Ltd www.those seeking to promote change (driving forces) and those attempting to maintain the status quo (restraining forces)".or “dynamic balance” of forces working in opposite directions. widely regarded one of the early 20th century founders of modern psychology. Thus. who developed the change model . but rather an "equilibrium" . In Lewin’s view.com 8 .known as "Lewin's Freeze Phases" .

What was needed was someone to own the initiative full-time and to "formally" recognise that this was a specific step change initiative that needed to be handled outside of hospital "business as usual". scope and complexity.but they didn't have the time or energy to handle it. © Stephen Warrilow Lynton Glenthorne Ltd www. The key questions are: (1) Is the change you are proposing an incremental change that can and should be introduced as part of "Business As Usual" and that can be absorbed as part of the dayto-day running of your organisation? (2) Or is the size. tired and generally fed up with change initiatives.Starting the Change Process The single biggest issue re managing change The “Business As Usual” test Incremental change or step change? It is very important to establish very early on whether or not what you are proposing can be regarded as incremental change and realistically can be accomplished within the constraints of "Business As Usual". and the direct effects on them and the benefits to them. They need help and practical support.I was involved with an NHS Trust recently. priority. The reason this is so important is because people are stressed.and with the appropriate level of senior sponsorship and practical support.strategies-for-managing-change. As an illustration of this . timescale.why the proposed change is necessary. They need careful and detailed explanation of the proposed changes .com 9 . strategic importance of the proposed change such that it is a step change and needs to be regarded and handled as a specific initiative and requires some form of change management process? This is extremely important as you define change management in the context of your organisation. the simple truth was that clinical staff did support the board's intentions . or whether it is a step change and needs to be handled as a specific initiative . and contrary to the board's initial perception of the reason for the apparent resistance and reluctance of senior clinical staff to embrace an initiative.

I have identified 8 key areas that need to be considered and addressed in order to maximise your chances of success with a change initiative.com 10 . (1) Drivers As already discussed. What are the leadership styles that are most effective in leading change and especially in the current environment? How do you inspire your people in tough times? How do you provide inspirational motivation to people living with the constant insecurities engendered by the current economic climate? (5) Cultural Impacts What are the effects of your business culture on change management? © Stephen Warrilow Lynton Glenthorne Ltd www. does it involve leadership? If so. what's the difference? How you define and exercise leadership in the present climate will be a significant determinant in your organisation's fortunes and is thus a key aspect of your strategies for managing change. Lewin’s force field analysis work provides useful background and a practical tool for assessing the case for change – a necessary precursor for the creation and implementation of a programme based approach to managing change. the single biggest and most important early decision that you will make.is change just about the management or.strategies-for-managing-change. when implementing your strategies for managing change. and an integral aspect of strategies for managing change.Starting the Change Process 8 key strategies for managing change In my experience of practical strategies for managing change. and as already discussed. is to decide whether the change can be handled within the context of business as usual or not. (4) Leadership Leadership versus management . (2) Business As Usual Again. (3) Resources and Capabilities The size of your organisation (number of employees or people directly involved) together with your knowledge base will determine what resources to consider. and based on my studies and research.

change is all about translating vision and strategy into actionable steps. (6) Preparation and Planning The amount of time allocated to the pre-programme review and planning process is variable . the programme management based approach to change management is the one most likely to ensure that you avoid the 70% failure rate. © Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change. the full realisation of the business benefits [that will be derived from the delivery of the new capability]. and to manage your people through the process of implementing and integrating those steps as the new modus operandi. this is a very big shift in emphasis from the traditional [and unsuccessful] project based approach to change.Starting the Change Process Organisational culture . it is time very well spent as the process is designed to make you: (1) Think deeply about your proposed change (2) Understand as fully as possible the impact it is likely to have (3) Work out clearly exactly how you are going to reap the benefits from the change.is more important than you may realise. at the macro level. But whatever time is allocated. It determines how your people will respond to a change initiative. are useful guidelines. It is up to you to define and communicate those actionable steps. This is why I have based so much of my whole approach to successful change management on a programme management based approach to leading and managing change.com 11 . and especially during the early stages.the size of the proposed change and how business critical it is. (7) Macro management Of all change management methodologies. day-to-day management level. A programme management based approach has as it goal. It is this holistic approach that links vision to strategy and all the way through to implementation and successful benefit realisation. (8) Micro management Managing change in the workplace requires hands-on detailed management [micro management on occasions] in the specifics of how to do it. In my view. At the micro level.

i.how's it going to benefit me? How will I know it's benefited me? Who's it going to affect and how will they react? What can I do to get them "on side"? What risks and issues do I have to face? What steps do I have to take to make the changes and get the benefit? How am I going to manage all this so that it happens and I succeed? © Stephen Warrilow Lynton Glenthorne Ltd www. I am going to address managing change in the workplace as incremental change. The bulk of the content of this site addresses "step change" . then it is a “step change” and needs to be handled as a specific initiative .with the appropriate level of senior sponsorship and practical support of a structured programme management based process. Whilst the broad principles of leading and managing change in the workplace are universal it is very important to establish very early on whether or not what you are proposing can be regarded as incremental change and realistically can be accomplished within the constraints of business as usual.strategies-for-managing-change. Here are the 4 key steps to managing incremental change in the workplace: (1) Clarity in all areas Before going anywhere with a proposed change you need to have pristine clarity with regard to: The business need for the change The specifics of the change The benefits of the change Most importantly the impacts of the change I recommend that you consider carefully each of the following questions: How's it going to be different when I've made the change? Why am I doing this . or not. If it can’t be accomplished within business as usual. change which needs to be handled outside of the constraints of business as usual however. Given that the single biggest reason for the astonishingly high 70% failure rate of ALL business change initiatives has been the over-emphasis on process rather than people coupled with the failure to take full account of the impact of change on those people who are most impacted by it. in this section.com 12 .Starting the Change Process 4 key steps to incremental change In managing change in the workplace it is extremely important to draw the distinction between incremental change and step change.e. So clearly the approach that I am recommending has to address this with processes that work for people. that is. change within the context of business as usual.

So convincing people that the change is necessary is extremely important. handle the communication. 75% of a company's management needs to "buy into" the change. Managing change isn't enough . Who's going to lose what? Don’t “gloss over” or attempt to minimise or trivialise what they will lose and have to let go of. and ensure the realisation of the benefits of the change. This will require strong leadership and visible support from key people within your organization. Addressing the emotional impacts of your change The single biggest aspect of your leadership will be how you address the emotional rather than the rational aspects of the change.strategies-for-managing-change. You will gain more respect and minimise mistrust by being truthful. Be direct. Many thought leaders in the world of change management and change leadership are now speaking vociferously about the importance of the emotional dimension of leadership and the need to address the human dimension of managing change in the workplace Leadership thought leader and management guru William Bridges [who focuses on the emotional and psychological impact and the transition aspects of change] offers these 3 simple questions: What is changing? Put together a short clear statement of under 60 seconds duration that summarises why the change is necessary and your intentions – what organisational benefit you hope to realise.Starting the Change Process (2) Consistent leadership Change management guru John Kotter suggests that in successfully managing change in the workplace. honest and empathic in your truthful recognition of what the impact of your change will mean for them. This prepares the ground for the practical hands on aspects of managing change in the workplace and © Stephen Warrilow Lynton Glenthorne Ltd www.you have to lead it. What will actually be different because of the change? Tell them exactly and precisely where and how things will be different after the change.com 13 . So managing change in the workplace also requires leadership that is visible and leadership that is consistent in all aspects of the way in which you lead the change as well as how you manage the situation.

(3) It addresses the people impacts and issues arising as a direct and indirect result of your change initiative. At the macro level and when dealing with step change this means employing a programme management based approach to change ." and then he proceeded to show the people what his dream was . This is also a communication process that listens actively and demonstrates to people that you have thought through the impacts of the change on them.strategies-for-managing-change. At the micro .com 14 .to achieve timely targeting of messages Feedback process . and that you are prepared to work with them through the transition of managing change in the workplace. 5 guiding principles of a good communication process for managing change in the workplace: Clarity of message .because: (1) It is holistic and takes a wider perspective. Emotional resonance In terms of the emotional resonance aspect of your communications. (2) It focuses you on addressing issues and aspects that otherwise get overlooked.to ensure relevance and recognition Resonance of message . He said those immortal words: "I have a dream. and that you will help make it work for them. remember Martin Luther King who did not stand up in front of the Lincoln Memorial and say: "I have a great strategy" and illustrate it with 10 good reasons why it was a good strategy.the emotional tone and delivery of the message Accurate targeting .to reach the right people with the right message Timing schedule .he illustrated his picture of the future and did so in a way that had high emotional impact.day to day management level: Incremental change = translating vision and strategy into actionable steps © Stephen Warrilow Lynton Glenthorne Ltd www.to ensure genuine two-way communication (4) Capability and resources This is about ensuring that your people have the full resources and capabilities they need to support them thro the change.Starting the Change Process specifically the support that you will be providing to translate your “change concept” into a tangible organisational benefit. (3) Constant communication You can never “over communicate” in leading and managing change in the workplace and especially with regard to what is happening or not happening and why.

It is up to you to define and communicate those actionable steps. but it does simply mean that the leap is too great for most people to make . This does not mean that they don't understand it.com 15 . and to manage your people through the process of implementing and integrating those steps as the new modus operandi. incremental change is all about: Translating vision and strategy into actionable steps Define Communicate Manage Implement Integrate Adopt © Stephen Warrilow Lynton Glenthorne Ltd www. you now face the equally if not more difficult challenge of getting the staff to deliver your new change idea and achieve the organisational benefits that you anticipate. So this means that managing change in the workplace requires hands-on detailed management [micro management on occasions] in the specifics of how to do it. The reality is that people are very different in the ways they process information.without practical assistance. Many (probably most) of them are not able to make the leap from hearing and understanding your vision and strategy to translating that into purposeful productive action.strategies-for-managing-change.Starting the Change Process As leader of the change. or agree with it. and in the ways they are motivated. interpret life. and especially during the early stages. In summary.

bigger.Starting the Change Process How to shape your step-change initiative It may seem obvious but you would be surprised but how many times I have asked the question of directors considering some form of change initiative: "Why are you doing it and how will it benefit you and how will you know it's benefited you?" .. © Stephen Warrilow Lynton Glenthorne Ltd www..the key issues you face and how you all behave? (3) Specifically how will the business be different after the change and in what ways will that change be noticeable? (4) Do you have a clear definition of what your changed organisation will look like? Have you documented this? (5) Have you defined and documented each of the specific benefits to be achieved though this change? (i...and got a vague or general answer along the lines of "we'll be.what difference will it make . in terms of your culture and core processes .how do you see it being different and better after the change? Have you told your staff? Did they share your view? (2) What is your company like now.. better..com 16 . etc" The 9 key questions So as you think about and plan your proposed change .strategies-for-managing-change.. reduce our costs.e.where in organisation does it arise .these are the 9 questions that will set you on the right course: (1) In broad terms .and that one that will work two-ways and feedback to you? (9) Have you identified what could go wrong and what you might need to do to avoid that happening? These 9 questions are based on the key stages of a programme management based approach to successfully leading and managing change.how will its achievement be measured?) (6) Have you communicated these benefits to your staff? And have you received and responded to their feedback? (7) Have you documented in a list all those who are involved in the change? And specifically undertaken a brief analysis of how the change will impact them? (8) Have worked out a communication strategy... closer to our customers. what is it ..

especially during the early stages . We speak of "change management" but in truth change has to be led as well as managed. in providing hands-on detailed management . monitoring and managing progress to the desired outcome.strategies-for-managing-change. identifying and resolving issues. The style of leadership that is needed is a leadership that connects with people and that directly addresses what is important to them.e. to address the human factors and deal directly with the commonest causes of failure. translating your vision and strategy into actionable steps by identifying exactly what is needed.com 17 . At the micro level. This is especially true if it is a step-change that needs to be handled as a separate initiative outside of the constraints of business as usual. The management aspect of change needs to be much broader based that a typical project led /"task oriented" approach.Starting the Change Process The 3 Keys to realising the benefits of step change (1) Leadership The critical importance of the emotional dimension of leadership. This is why we place considerable emphasis on a programme management based approach. (2) Management Process The necessity for the holistic approach of a programme management based change process.in the specifics of how to do it: i. (3) Actionable Steps Knowing how to translate vision and strategy into actionable steps. © Stephen Warrilow Lynton Glenthorne Ltd www.

and especially through the initial phases of the change.com 18 . The Kübler-Ross model was first introduced in her 1969 book "On Death and Dying" in which she describes five stages of emotional and psychological response to grief. Elisabeth Kubler-Ross was a Swiss physician/researcher who undertook seminal work on the grief process. A leader has to address those often unconscious and unexpressed fears along the way in order to help people keep them under control. Their ability to get work done depends on their emotions being under control. and the necessity for clear yet compassionate leadership .strategies-for-managing-change. In the current climate of uncertainty people need leadership that offers a measure of re-assurance and certainty of conviction about the direction in which they are being led. This is important because people cannot work effectively if they are experiencing emotional turbulence. However the wider business significance of her work has been the realisation that people go through similar responses when faced with lesser – but still significant changes in their working and personal lives. © Stephen Warrilow Lynton Glenthorne Ltd www. This highlights very clearly the emotional terrain that your staff are likely to be experiencing.Starting the Change Process Recognising the emotional dimension of leadership Many thought leaders in the world of change management and change leadership are now speaking vociferously about the importance of the emotional dimension of leadership and the need to address the human dimension of change. tragedy and catastrophic loss. The major significance of the Kubler Ross model is that it maps the emotional responses that your staff is likely to experience if or when you announce a major step-change and especially if [as in the current climate] this is likely to contain bad news.

where and why failure may occur Establish exactly what has got to be done to make it a success This is the typical approach – working out the steps.Starting the Change Process How to reduce the risk of failure of any major business initiative The EEMap© Process The discipline of considering impacts before rushing into action This simple diagnostic process causes you to: Test the impact of any step at any stage in a change initiative Identify the issues that will arise Identify those people most affected by it Understand the impacts and how.com 19 .strategies-for-managing-change. allocating the tasks and expecting a result – but without assessing the impacts and issues! The typical approach moving from task to task in a straight line A TASK 1 TASK 2 TASK 3 B Where we are now Where we want to be © Stephen Warrilow Lynton Glenthorne Ltd www.

Starting the Change Process The line of progress from A to B [the line of “Evolution”] from task to task and step to step is not a straight line. It is important to pay particular attention to the people impacts. The EEMap approach moving from task to task via recognition and resolution of all dependent issues Evolution Line – Tasks to progress Where we want to be A Where we are now B TASK 1 TASK 2 TASK 3 ISSUES ISSUES ISSUES Exposures Line – Issues to be resolved with each task © Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change. The more functional and departmental involvement in this process the better – as the analysis will be more comprehensive.com 20 . This process can and should involve as many people [as is possible] who may be affected by your change initiative. Once a task [or set of set of tasks] has been identified. and to identify risks and issues for each. You need to analyse. categorise and prioritise [across all functional areas] the issues that are associated with each step. There are always dependent issues [or “Exposures”] that accompany each task and step and that have to be resolved before a successful transition takes place to the next step. then you need to think carefully about all of the impacts and exposures that will arise and have to be resolved before you can successfully progress to the next task.

Starting the Change Process How to create a programme When you are implementing a step change.how's it going to be different?" Blueprint (3) "How will I know it's benefited me?" © Stephen Warrilow Lynton Glenthorne Ltd www. service or specific outcome. Programme management focuses on the management of all key stakeholder relationships and the delivery of defined business benefits and in addition to managing the project portfolio will also include the management of any other activities that are necessary to ensure a complete delivery. 3.strategies-for-managing-change. Whereas a Project has a definite start and finish point. the programme management based approach offers you the highest chance of mitigating risk and avoiding the 70% failure rate because: 1. specific and (relative to the overall Programme) limited scope of its deliverables. with the aim of the delivery of an output that may be a product. It addresses the people impacts and issues arising as a direct and indirect result of your change initiative. Differences between projects and programmes A Programme is all about delivering the overall business benefits in line with the strategic vision and over a longer period of time than a project.com 21 . of all change management methodologies. Here are the key components of a programme-based approach to leading a step change: (1) "How am I going to manage [or lead] all of this so that it happens and I succeed?" Programme organisation structure (2) "Why am I doing this . Whereas Project management has narrower terms of reference with clear. It is holistic and takes a wider perspective 2. It focuses you on addressing issues and aspects that otherwise get overlooked.

com 22 .strategies-for-managing-change.Starting the Change Process Benefit profile & management (4) "Who's it going to affect and how will they react?" Stakeholder map (5) "What can I do to get them 'on side'?" Communications strategy (6) "What steps do I have to take to make the changes and get the benefit of this change?" Programme plan & project portfolio (7) "What could go wrong .what are the risks and issues I'll have to face?" Risk log & management © Stephen Warrilow Lynton Glenthorne Ltd www.

[Publilius Syrus] © Stephen Warrilow Lynton Glenthorne Ltd www.com 23 .strategies-for-managing-change. [Confucius] People don't resist change. The rate of change is not going to slow down anytime soon. They resist being changed! [Peter Senge] It is a bad plan that admits of no modification. [Andy Law] Only the wisest and stupidest of men never change. They are all related to the general theme of change.Starting the Change Process Leadership quotes Different perspectives on leadership Leadership quotes can sound trite . If anything. or significance. In that context. and are not in any order of priority. here is a selection of leadership quotes that I find interesting. because you'll be forever in the control of things you can't give up.but sometimes they can trigger a shift in awareness that leads to a new insight. [James Belasco and Ralph Stayer] Unless you are prepared to give up something valuable you will never be able to truly change at all.and underestimate the value of what they may gain by giving that up. competition in most industries will probably speed up even more in the next few decades. Kotter] Change is hard because people overestimate the value of what they have . [John P.

Culture changes when the organization is transformed. [W. for each of us is convinced that our way is the best way.. H. customers and business. such as the one we are living in. change is the norm. We would rather die in our dread Than climb the cross of the moment And let our illusions die. [Paul Hawken] We would rather be ruined than changed.. [Woodrow Wilson] © Stephen Warrilow Lynton Glenthorne Ltd www. [Frances Hesselbein] If you want to make enemies. no one thing can change by itself. try to change something.strategies-for-managing-change. [Mark Sanborn] Everybody has accepted by now that change is unavoidable. the culture reflects the realities of people working together every day.com 24 .Starting the Change Process Even those who fancy themselves the most progressive will fight against other kinds of progress. [Louis L'Amour] All is connected . [Peter Drucker] Culture does not change because we desire to change it.it should be postponed as long as possible and no change would be vastly preferable. It is based on your ability to change faster than your competition. But in a period of upheaval. But that still implies that change is like death and taxes . Auden] Your success in life isn't based on your ability to simply change.

[Max Planck] Most of our assumptions have outlived their uselessness. [Masatoshi Naito] © Stephen Warrilow Lynton Glenthorne Ltd www. Kennedy] An important scientific innovation rarely makes its way rapidly winning over and converting its opponents. [Robert P. [John F.strategies-for-managing-change. nothing endures. [Marshall McLuhan] He that will not apply new remedies must expect new evils. for time is the greatest innovator. What does happen is that its opponents gradually die out and that the growing generation is familiarized with the idea from the beginning. [David Livingstone] Change is the law of life and those who look only to the past or present are certain to miss the future. we do not seek permanence. and grabs the new just as soon as it is better. it rarely happens that Saul becomes Paul. Vanderpoel] I'll go anywhere as long as it's forward.com 25 . [Francis Bacon] Everything is in a process of change.Starting the Change Process The most successful businessman is the man who holds onto the old just as long as it is good.

strategies-for-managing-change. it is to act with yesterday's logic.html © Stephen Warrilow Lynton Glenthorne Ltd www.com/practitioners-masterclass. [Niccolo Machiavelli] The greatest danger in times of turbulence is not the turbulence. [Peter Drucker] http://www.com 26 . [John Kenneth Galbraith] Whosoever desires constant success must change his conduct with the times. almost everyone gets busy on the proof.Starting the Change Process Faced with the choice between changing one's mind and proving that there is no need to do so.strategies-for-managing-change.

This list is not exhaustive but is intended as an aide-memoir to kick start your thought processes and to help you avoid the 70% failure rate: (1) Have you thoroughly addressed the originating strategic review questions? Where have we come from? Where are we now? Where do we want to be? (2) What is your vision for the changed company? How is this communicated to staff? Does your staff share this vision? (3) How would you describe the company.major focus (areas of impact)? Have you defined some sort of cultural frameworks of your organisation . its culture and core processes now .to show "this is what we look like"? © Stephen Warrilow Lynton Glenthorne Ltd www.(key characteristics) .some strategic questions to ask yourself.Starting the Change Process Strategic questions Before starting out on your change management initiative .com 27 .key issues (actions and behaviours) .strategies-for-managing-change.

the implications.Starting the Change Process (4) What do you want the business to look like after everyone's changed . and ensuring delivery of the new capabilities? Who is going to fulfil the role of realising the benefits delivered by the change initiative? (6) Do you have a clear blueprint that defines your organisation after the change? Is this Blueprint fully communicated to all staff? Is it going to be actively used in a structured manner to maintain focus throughout the duration of your change initiative? © Stephen Warrilow Lynton Glenthorne Ltd www. conflicts. communications. categorised and prioritised the issues arising across all functional areas impacted by the transition? Are you using a structured methodology? Do you have the skills in-house to do this properly? Who is going to provide overall leadership and ultimate accountability for the initiative? Who is going to fulfil the role of day-to-day management of the initiative. its risks.com 28 .strategies-for-managing-change. issues. priorities. issues and exposures that have to be addressed to progress to the next step? (5) How are you going to manage the transition? How will you know how you're doing? Have you analysed.how will the specifics of the culture and core processes have changed? Where are the gaps between now and where you want to be? What steps are needed to close the gaps? What are the implications of this? Do you know the steps to be undertaken to get from: "where are we now" to "where we want to be"? Have you identified for each step.

Starting the Change Process (7) Do you have a clear definition and documentation for each specific benefit to be realised by this change? What is it and what difference will it make .strategies-for-managing-change.com 29 .where in organisation does it arise how will its achievement be measured? Have you documented what differences should be noticeable between now and the close of the change initiative? Do you have planned processes to put in place to ensure that these benefits are achieved? Do you have a mechanism for measuring the improvements arising from the realisation of each benefit? Are these benefits communicated to staff? (8) Have you documented the "stakeholder map" all those who have an interest in the change? And specifically how the change will impact them? Have you analysed the impact of the programme on their area of interest and the likely issues that will arise? (9) Do you have a two-way communication strategy? Does it work? What are the feedback mechanisms and processes that are actually going to make this a two-way communication process? What are the processes that will ensure that your people are informed about the use of their feedback to influence the change initiative? What are the processes that will raise awareness of the benefits and impacts of the Blueprint? (10) Do you have an issues and risk management strategy (for the change)? Have you identified what can go wrong and put countermeasures in place? What are the processes that will ensure that it is enacted effectively? What are the processes that will ensure that it gives you early visibility of issues and risks? © Stephen Warrilow Lynton Glenthorne Ltd www.

com 30 .Starting the Change Process How I can help you Free services Website .com Ezine (includes additional articles and bonus reports) http://www.a free email response to a changespecific question http://www.com/lessons.com/starting-the-change-process.strategies-for-managingchange.strategies-for-managing-change.strategies-for-managing-change.for information and resources on most aspects of leading and managing change http://www.strategies-for-managing-change.strategies-for-managingchange.html "Ask the expert" .com/ask-the-changemanagement-expert.html 8 Free introductory lessons from the Practitioners Masterclass http://www.html © Stephen Warrilow Lynton Glenthorne Ltd www.

html Change Management Templates "Change Processes That Work For People" http://www.strategies-for-managing-change.com/change-managementtemplates.Starting the Change Process Paid for services The Practitioners Masterclass .com 31 .html © Stephen Warrilow Lynton Glenthorne Ltd www.com/practitionersmasterclass.strategies-for-managing-change.strategies-for-managing-change.E-Course and E-Books http://www.

mentoring.and then we'll arrange an informal exploratory phone call Published by Stephen Warrilow Lynton Glenthorne Ltd 2 Beach Mews The Beach Clevedon Bristol BS21 7QU UK +44 1275 349878 +44 7860 215986 Follow Me On Twitter http://www. Email me first at: stephenwarrilow@tiscali.uk . contract support Email me first at: stephenwarrilow@tiscali.com 32 .twitter.Strategies for Managing Change http://tinyurl.Starting the Change Process Phone consultation . interim.strategies-for-managing-change.Strategies for Managing Change http://www.strategies-for-managing-change.co.com © Stephen Warrilow Lynton Glenthorne Ltd www.by arrangement.uk Personal on-site consultation.com/How2LeadChange Facebook .com/2g42bu8 Website .co.

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