Change

Management
Your Company Name
Table Of Content

Identify The Change

Table of
Vision For Change
Content
Change Management Agents

Change Management Framework

Resistance And Risk

Implementation Strategies

Cost Of Change

Feedback And Evaluation

2
Identify The Change
Types Of Change Management
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Organization Change
Readiness
Forces For Change
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Gap Analysis Vision For Change

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Types Of Change Management

Description Used For Who Impacted

Management of the systemic › System implementations › IT professionals

changes associated with IT › Software upgrades
applications, architecture or › Other it changes
Systemic infrastructure

Management of score or schedule › All Projects › Project Core Team

change for a specific › Extended Team

Project

Planning & implementing the tools, › All Projects › Targeted employees or

processes, skills & principles for
managing the people side of
change to achieve the required
Organizational outcomes of a project or initiative
› Many System Implementations departments
› Most Software Upgrades › Ancillary Employees or
› Many other IT changes Departments
› Company Restructuring › IT Professionals
› Mergers & Acquisitions › Stakeholders
› Introducing new channels,
brands or business Models
4
Forces For Change
Knowledge Economy Option 1

Option 2
Digital Convergence

New Technology Mergers & Acquisitions

Privatizations Political-Legal Reasons

Social-culture Reasons Electronic Commerce

5
Define Your Vision (Option 1 of 2)
Where you want to be
› Your Text Here
› Your Text Here
› Your Text Here
› Your Text Here
› Your Text Here

Where you are

› Your Text Here
› Your Text Here
› Your Text Here
› Your Text Here
› Your Text Here

6
 Define Your Vision (Option 2 Of 2)

Step 3
Step 2 Step 4

Step 1 Step 5

Where You Are

Want To Be
Where You

› Your Text Here › Your Text Here

› Your Text Here › Your Text Here
› Your Text Here › Your Text Here
› Your Text Here › Your Text Here
› Your Text Here › Your Text Here

7
Gap Analysis
Actions to
Current State Future State Gap
close Gap

What should it look What will be done to

What What happen?
like?
What is different?
address the gap?

Where will it be
Where Where is the confusion? Where will it change? Where will it be different?
addressed?

When are the When will it be

When When is it done? When will it change?
differences needed? addressed?

Who will identify & Who will make the

Who Who does the work? Who will do this?
validate the gap? decision & complete it?

How will it be timed How will the gaps be

How How is it sequenced?
& resourced? improved?
How will it be rolled out?

8
Organization Change Readiness Checklist (1/2)
› Your Text Here Implementation › Your Text Here Implementation › Your Text Here
Deliverable › Your Text Here › Your Text Here › Your Text Here
Team Leader Sponsor

People Readiness Action Required When Completed

Business Unit / Product Group Actions
Have the business unit contacts been selected & notified?

Have the business unit contacts been briefed by the project team?

Has the priority for this project been set by the business unit
management team?

Training
Has the target training audience been identified and nominated?

Has a training needs analysis been carried out?

Is the training information sheet available?

has the training provider been established?

Has the training co-ordinator been provided with the training details
and put in place the necessary arrangements?
Will all field readliness criteria have been practically met prior to
training roll-out? 9
Organization Change Readiness Checklist (2/2)

Systems Readiness Action Required When Completed

Information & Communications Technology (ICT)

Is the auditing & metering tool configured?

Content

Have the approved procedures/policies been published?

Do the proposed users have access to appropriate

documentation?

Business application

Is there a software application relevant to this deliverable?

Is there a support model for this application and are the details
available for distribution?

Has the relevant IT business unit been notified of Installation

and support requirements?
10
Change Management Agents

Board Sponsors Leaders Team Members Stakeholders

11
Change Management Board
Secretary Finance Manager Service Level Manager

Change
Manager
(Chair)

Application Manager Problem Manager Business Case Release Manager

Representative

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Change Management Sponsors

22% 78%
Stakeholder Leadership
Stakeholder 1 Sponsorship Leadership 1

Stakeholder 2 Leadership 2

Stakeholder 3 Leadership 3

Stakeholder 4 Leadership 4

13
Define Role Of Leadership In CM
Vision
35% This slide is 100% editable. Adapt it to your
33% needs and capture your audience's attention.

Energizing People
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19% Communication
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Charisma
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Competence
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Define Role Of Team Members
Project Leaders
› Take Responsibility For Key Initiatives
› Coordinate Project Team
› Report To Business Unit GM And Change Office On Project Progress

Release Management Role

› Develop Leadership Change Management Capability
› Provide Ongoing Change Advice To Leaders

Process Co-ordination Role

› Coordinate Project Infrastructure & Integration
› Prioritize And Plan Overall Project Timeframes

Performance Management Role

› Take Responsibility For Key Initiatives
› Coordinate Project Team
› Report To Business Unit GM And Change Office On Project Progress
15
Role Of Key Stakeholders

Driving
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Advocacy
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Active Participation
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your audience's attention.

Willingness
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Understanding
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Change Management Framework

Process Plan Tools Models

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 Change Management Process
Review By Change Implementation Sustain
Request Board
› Change request board reviews › Rollout changes › Maintain momentum
change request › Allocate resources › Apply methods for
› CRB selects the process map › Communicate changes continuous improvement
based on the change request › Align system, structure
› CRB routes the plan for & policies
necessary approvals

Initiate Change Planning Review

Request
› Identify the change › Identify the impact › Evaluate the
& all the particulars of changes effectiveness of the
of the change › Anticipate and changes
mitigate the risks › Review the areas of
› Develop resistance and prepare
implementation & strategies to manage it
release strategies
18
Change Management Plan
Change
SR No Priority Impacts Effort Hours $ $ Total Approved
Request #
Approved
1 Change Request # Priority Impacts Requirements 10 $100 $1000
By

Approved
2 Change Request # Priority Impacts Design 20 $200 $4000
By

Approved
3 Change Request # Priority Impacts Test 30 $300 $9000
By

Approved
4 Change Request # Priority Impacts Implementation 40 $400 $16000
By

Approved
5 Change Request # Priority Impacts Requirements 50 $500 $25000
By

Approved
6 Change Request # Priority Impacts Design 60 $600 $36000
By

Approved
7 Change Request # Priority Impacts Test 70 $700 $49000
By

Approved
8 Change Request # Priority Impacts Implementation 80 $800 $64000
By

Approved
9 Change Request # Priority Impacts Requirements 90 $900 $81000
By

19
Change Management Tools
Stakeholder Analysis
Identify stakeholder engagement levels for mutual solutions

Change Impact Assessment

Identify potential impact of change on the organization
Tools

Job Impact Assessment

Ascertain the impact of change on roles & people

Change Effectiveness Assessment

Determine the need to re-evaluate the current approaches to ensure sustainability of change

Change Readiness Assessment

Diagnose AS-IS situation & evaluate the employees readiness towards the change

20
Change Management Models
Change The Johari
Curve Model Window

Bridges' Kotter's Eight

Transition Model Phases of Change

CM Models
Lewin's Three Stage The ADKAR
Change Model Change Model

Leavitt's The McKinsey 7S

Diamond Framework

The Burke-Litwin
Change Model 21
Lewin's Three Stage Change Model
KEY ACTIVITIES
Unfreezing Changing
“Readiness to Change” “Implementation”
› Educate (everyone understands) › Praise
› Inform (what, why, when, how) › Encouragement
› Consult (seek views & ideas, allow › Recognition & empathy
thinking time, use others’ ideas ) › Coach
› Plan (objectives, resources, time- › Train
scales, measures, budgets) › Lead
› Organise (work plans) › Manage
› Appoint (leaders, managers, teams) › Help & guidance
› Regular feedback
› Provide adequate resources
Refreezing
“Making it Stick”
› Set performance indicators
› Monitor & evaluate performances
› Establish systems to make it happen
› Establish controls to check it is
happening
› Rewards for new behaviour
› Sanction (or lack of reward) for old
behaviour
› A period of relative stability
(consolidate)
22
ADKAR Model

ADKAR MODEL
Post - Implementation Successful
Phases of a Change Project

Change

Implementation

Concept & Design

Business Need

Awareness Desire Knowledge Ability Reinforcement

Phases of Change for Employees 23

Bridge Transition Model
Ending Transitions New Beginning

Uncertainty
Commitment

Skepticism Exploration

24
Szpekman's Communication Framework
Communication
› Communication Plans
› Print & Electronic Media
› Face-to-Face Communication
Knowledge / Skill Emphasis
› Competency Models
› Hiring Processes
› Orientation Programs
› Training & Development
› Feedback & Coaching
› Talent Planning

Leadership
› Vision & Strategy Measures
› Agenda Items › Performance Management
› Questions › 360 degree Feedback
› Praise › Employee Surveys
›
›
Resources
Assignments
Managers › Performance Metrics & Benchmarks

› Symbolic Behavior

Structure / Process Rewards

› Organization Structure
› Compensation Plans
› Career Paths
› Benefits
› Policies & Procedures
› Recognition Programs
› Roles & Responsibilities
› Promotions
› Tools & Support
25
Roger's Technology Adoption Curve

Innovators Early Adopters Early Majority Late Majority Laggards

26
Risk & Barriers

Risk Assessment

Resistance to Change

Resistance Management Plan

27
 Risk Assessment
Date of risk Approval of Date of
Risk No. Brief Description of Risk Low Medium High Mitigation Action
occurring Commencement Commencement

Identify the risk and assess the significance and

likelihood of it occurring and plan the
contingency.
› What risks may occur upfront?
› Identify the key concepts that may arise along the
way
Identify the risk and assess the significance and
likelihood of it occurring and plan the
contingency.
› What risks may occur upfront?
› Identify the key concepts that may arise along the
way
Identify the risk and assess the significance and
likelihood of it occurring and plan the
contingency.
› What risks may occur upfront?
› Identify the key concepts that may arise along the
way

Identify the risk and assess the significance and

likelihood of it occurring and plan the
contingency.
› What risks may occur upfront?
› Identify the key concepts that may arise along the
way
28
Risk Matrix
Consequences
1 2 3 4 5
Likelihood Insignificant Minor Moderate Major Catastrophic

A
Medium High High Very High Very High
Almost Certain
B
Medium Medium High High Very High
Likely
C
Low Medium High High High
Possible
D
Low Low Medium Medium High
Unlikely
E
Low Low Medium Medium High
Rare

Very High Risk Do Something to control the risk

High Risk Immediately
Key Medium Risk Do something about these risks
Low Risk Does not need immediate attention
29
 Resistance Assessment Survey
Below is a list of potential areas for resistance that you maybe experiencing in the implementation of the SLM project. For each area indicate the degree to which you agree
or disagree by placing your response in the box from the following scale.

1 (Strongly disagree) 2 (Disagree) 3 (Neither agree or disagree) 4 (Agree) 5 (Strongly Agree)

Assess the across individually and highlight any scores that are greater than three. This area should then become your primary focus for the greatest resistance to your project.

Area of Resistance Description Rating

1. Lack of understanding of the purpose and drives for the changes
2. Feeling of losing control
3. Lack of support from various levels in the organization
4. Feel there is a real threat to my existing power, job security or
personal and career goals
5. Concerns about a lack of skills and knowledge
6.High level of impact on daily work patterns
There maybe a lack of understanding of the purpose of the project.
There maybe lack of awareness of the need for the change to occur.
People support what they have helped to create. If they feel they have not had sufficient input, resistance usually
increases.
If people perceive that key individuals or groups in their area are not genuinely supportive of the project, their
acceptance is difficult to secure.
Resistance is increased if people believe the change will result greater emotional or career costs relative to what they
may gain.
People may resist change if they do not possess the skills or the ability for optimal performance during and after the
change.
Failure to acknowledge and if possible, minimise the impact of project teams activities and changes on people work
patterns tends to promote distrust and allentation.

7. Lack of time to absorb the changes The ability of staff to assimilate the change and all its consequences must be assessed.

8. High level of uncertainty Sometimes just the uncertainties of the situation can make people react negatively.

9. Adverse changes to key working relationships Adversely affecting the way they relate to others or who they work with or who they report to.

10. High level of past resentments and dislikes
11. Lack of incentives and rewards
People may distrust or dislike sponsors or change agents or have had negative experience around change a lack of
acceptance and enthusiasm for the change will quickly materialise.
Change involves learning and learning usually involves errors. When people are not given the freedom to make
mistakes while learning they become afraid.
30
People need to be rewarded for accomplishing the change in the form of something they truly value.
Resistance To Change (1/2)
Resistance to
Change
90%

Limitation Of
Existing System
80%

Lack of
Executive Commitment
70%

Lack of
Executive Champion
60%

Unrealistic 50%
Expectation

Lack Of Cross- 40%

Function Team

Inadequate Team & 30%

Users Skills

Technology users not 20%

Involved

Project Charter Too 10%

Narrow

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

31
Resistance To Change (2/2)
Resistance to
Change 90%

Limitation Of
Existing System 80%

Lack of
Executive Commitment 70%

Lack of
Executive Champion 60%

Unrealistic
Expectation
50%

Lack Of Cross-
Function Team
40%

Inadequate Team &

Users Skills
30%

Technology users not

Involved
20%

Project Charter Too

Narrow 10%

Low Medium High 32

Resistance Management Plan

Key Areas of Resistance Actions to address Resistance Responsible Person

› Your Text Here › Your Text Here › Your Text Here

› Your Text Here › Your Text Here › Your Text Here
› Your Text Here › Your Text Here › Your Text Here

› Your Text Here › Your Text Here › Your Text Here

› Your Text Here › Your Text Here › Your Text Here
› Your Text Here › Your Text Here › Your Text Here

› Your Text Here › Your Text Here › Your Text Here

› Your Text Here › Your Text Here › Your Text Here
› Your Text Here › Your Text Here › Your Text Here

› Your Text Here › Your Text Here › Your Text Here

› Your Text Here › Your Text Here › Your Text Here
› Your Text Here › Your Text Here › Your Text Here

33
Implementation Strategies
Change Transition Plan

Communicating the Change

Change Management Training

Timeline for Implementation

Sustaining the Momentum

34
 Change Transition Plan
Milestone 2
Mar 7
Milestone 1
Jan 10 Milestone 3 Milestone 6
Milestone 5 Nov 30
Mar 14 Milestone 4
Jun 29 Oct 20

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Management
Owner Preparation
Jan 5 - Mar 1
ABC

Communications Feb 2 - Mar 14

Announcement
Owner
ABC Mar 14 – May 2

H.R Grievances May 25 – Oct 20

Owner
ABC New Positions Oct 21 – Nov 15

Staff
Relocation
Team 1
Owner
ABC Nov 16 – Dec 20
IT
Owner Telecoms/PC
ABC

35
 Change Transition Plan
2012
Jan Feb Mar

%
Duration
Tasks Start Complet 02 09 16 23 30 06 13 20 27 05
(Days)
e

Task 1 1/2/12 35 26% 26%

Sub Task
1.1
1/2/12 10 40% 40%

Sub Task
1.2
1/12/12 25 20% 20%

Task 2 1/2/12 66 88% 88%

Sub Task
2.1
1/2/12 30 100% 100%

Sub Task
2.2
2/1/12 25 80% 80%

Sub Task
2/27/12 10 70% 70%
2.3

Task 3 1/2/12 10 40% 40%

Sub Task
1/2/12 10 40% 40%
3.1

36
Change Transition Curve

Integration &
New meaning

Feelings of
Discovery satisfaction
Learning
Shock Blaming Self
Denial Blaming others
Sudden
Feelings of optimism
Awareness
Hope
Renewed Energy
Panic Testing
Dread Experimentation
Performance

Numbness
Acceptance
Depression Acknowledgement
Insecurity

TIME
37
 Communication Plan (Option 1 Of 2)

Audience Key Messages Delivery Methods Date Length of Session Location

(if applicable)

Example:
Team Leaders
Senior Managers

Example: Project
Sender
Manager

Example:
Staff Users

Sender Example: Supervisor

38
 Communication Plan (Option 2 Of 2)

Delivery Length of Session

Audience Key Messages Date Location
Methods (if applicable)

Example:
Team Leaders
Senior Managers

Example: Project
Sender
Manager

Example:
Staff Users

Sender Example: Supervisor

39
Change Management Communication (1/2)
Communication Tools Matrix

Industry Corporation Groups Individuals

PR Team work Surveys Team Development Soft Skills Training
Soft Skills
Coaching
Corporate Newsletters Kick-off
Conflict Mediation
Client/Vendors
Surveys CxO video Team coaching Targeting email

Marketing Team Town Hall Meetings Job Descriptions &

Work Departmental Goals
Newsletters
Press Releases Internal Webcasts Focus Groups

Client/Vendors C-Suite lead by example Technical Workshops Workgroup Newsletters

Workshops
Incentives
E-Learning
On the job Training Hard Skills
Webcasts Mission Statement Technical Symposiums Off the job Training
40
Change Management Communication (Option 1 Of 2)
› Department Meetings
›

control of management
One-o-one meetings
Channels under direct
› Town Hall Meetings
Face-To Face › Brown Bag Lunches
Options › Training courses and workshops

› Emails
› Corporate Newsletters
› FAQs
Alternate › Internal Memos
Under Direct › Posters
Control Of › Intranet
Management

› Market Place Changes

Channels Not Under › Customer Inputs
Direct Control Of
Management
41
 Change Management Communication (Option 1 Of 2)

Channels Under Direct Control Of Management

v

Face-to Face Options Alternate under direct Channels not under direct
control of management control of management

› Department Meetings › Emails › Market Place Changes

› One-o-one meetings › Corporate Newsletters › Customer Inputs
› Town Hall Meetings › FAQs
› Brown Bag Lunches › Internal Memos
› Training courses and workshops › Posters
› Intranet

42
Change Management Training

Session Learning Length of Target Delivery

Objectives Facilitator
Modules Outcomes Training Session Audience Mode

43
Change Management Timelines

Diagnose Design Develop Deliver

Define Future State Change Impact
Shared Assessment
April Change Purpose Define Change
Governance Change Management Plan

Develop Change Leaders

June Visible
Change Leadership Support Change Leaders

Build Change
Smart Stakeholder Analysis
Network
July Engagement &
Stakeholder Communication
Communication
Knowledge & Skill Effective Performance Management Effective Talent Management
Strong Assessment
September Effective Training & Knowledge
Individual Performance Management
Culture Change
Behaviour Change Plan
Analysis
December Supportive Business Process
Organization & Culture Alignment Prepare organization Design Implement organization Design

Measure Change Progress

February Meaningful
Change Measurement Assess Change Readiness

44
Sustaining Momentum
Providing Resource For
Change
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Staying The Course Building A Support System

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audience's attention

Reinforcing New Developing New Competencies

Behaviors & Skills
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 Cost
of
Change
Management

46
Change Management Cost
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Task Name Cost
Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec

Top Down Plan $80,000

Strategy $15,000

Change
Readiness $20,000
Assessment

Execute
Change $20,000

Long Term
Sustainment $20,000

47
Feedback & Evaluation

Change Management Feedback

Change Management Experience

Change Management Performance Dashboard

Timeline For Implementation

Sustaining The Momentum

48
Change Management Questionnaire / Feedback

Descriptor Comments/Feedback
What were the key objectives of the change?
What was achieved once the change was implemented?

What has enabled you to sustain the change?

Did you effectively plan the change?
Would you do anything differently next time during the planning
stage?
Did you communicate with the right people at the right time in the
right way?
Would you use different communication strategies in the future?

What worked well with the change process?

What would you do differently next time?
What were the key lessons learned?

49
Results
Strongly Agree Agree Disagree Strongly Disagree
90
82%
80 78%

70 68% 66%
62% 60%
60 57%

50
41%
40
32% 31% 31%
30 25%
23%
20 18%
15%
9%
10
2% 1% 1% 1%
0

Effective Strong Sense of Strong Employee Commitment to Speed of Delivery Understanding of

Leadership at shared purpose one Customer Involvement and Learning & Balanced with the Impact of the
all Levels that is Inspiring and Focus Support for Change Change Effective Organization on
Engaging Governance Society
50
Change Management Experience
Overall Effectiveness of Change Management Program

96%

77%
Excellent (n=165)

Good (n=834)
46%

Fair (n=653)
16%

Poor (n=244)

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51
Change Management Performance Dashboard
0 20 40 60 80 100
Changes By Priority
Change Management
Dashboard for Apr 09

40
Change Management Score

%Change Implemented within Target

27
50 50 50

24
40 60 40 60 40 60
30 70 30 70 30 70
20 80 20 80 20 80

10 90 10 90 10 90

6
0 100 0 100 0 100
Average Change Average Cost
%Changes Failed Cr i ti c a l Hi gh Low Me di um None
Implementation Time Per Change

50 50 50
40 60 40 60 40 60
30 70 30 70 30 70
20 80 20 80 20 80

10 90 10 90 10 90 95%
0 100 0 100 0 100
%Emergency Changes %High Risk Changes %Change Rejected Emergency
50 50 50
40 60 40 60 40 60 abc
30 70 30 70 30 70
20 80 20 80 20 80
5%
10 90 10 90 10 90

0 100 0 100 0 100

52
Change Management Icon Slide

53
Change Management Icon Slide

54
Coffee Break
55
Charts & Graphs

56
 › Product 01 › Product 02
10

Line Chart
8
Expenditure In ($ Billions)

6
6
5

4
4 3.5
3
2.5

2 2
1.5 3.4
2.8
2.4
1 1.9 2
1.6
0.8 1
0.5
0
2009 2010 2011 2012 2013 2014 2015 2016 2017
Years
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57
 Line Chart
› Product 01 › Product 02
92%
100
80%
90
Profit (In Thousands)

80
70
60
50
40
30
20
10
0
JAN FEB MAR APR MAY JUN JULY AUG SEP OCT NOV DEC
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58
 Close › Product 01 › Product 02
Stock Chart High
160 70

140 60

120
50
100
40
Volume
80
30
60

20
40

20 10
Low
0 0
Open FY '14 FY '15 FY '16 FY '17 FY '18

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59
 100% › Product 01 › Product 02
100
90
Sales In Percentage(%)

80
70
60
50
40
30
20
10
0
FY '12 FY '13 FY '14 FY '15 FY '16 FY '17 FY '18
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Our Mission

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Our Team

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Designation Designation Designation Designation

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 Creative Design
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Quotes

“ The value of an “ I’m

Conservative, but
Idea Lies In the
I’m not a nut
using of it.”
about it.”

- Thomas Edison - George .W. Bush

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Financial

$ 30
$ 10 $ 60

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Comparison

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Our Goal

This slide is 100% editable. Adapt

it to your needs and capture your
audience's attention.

This slide is 100% editable. Adapt

it to your needs and capture your
audience's attention.

This slide is 100% editable. Adapt

it to your needs and capture your
audience's attention.

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Puzzle
This slide is 100% editable. Adapt it to This slide is 100% editable. Adapt it to
your needs and capture your audience's your needs and capture your audience's
attention. attention.
01 02

04 03
This slide is 100% editable. Adapt it to This slide is 100% editable. Adapt it to
your needs and capture your audience's your needs and capture your audience's
attention. attention.

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Venn 02
This slide is 100% editable. Adapt it to your needs and
01
capture your audience's attention.

This slide is 100% editable. Adapt it to your needs and

capture your audience's attention.

This slide is 100% editable. Adapt it to your needs and

capture your audience's attention.
04 03
This slide is 100% editable. Adapt it to your needs and
capture your audience's attention.

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Target

Target 01 Target02 Target03

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Adapt it to your needs and Adapt it to your needs and Adapt it to your needs and
capture your audience's capture your audience's capture your audience's
attention. attention. attention.

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 Mind Map

This slide is 100% editable. This slide is 100% editable. Adapt it

Adapt it to your needs and capture to your needs and capture your
your audience's attention. audience's attention.

This slide is 100% editable. This slide is 100% editable. Adapt

Adapt it to your needs and capture it to your needs and capture your
your audience's attention. audience's attention.

This slide is 100% editable. This slide is 100% editable. Adapt it

Adapt it to your needs and capture to your needs and capture your
your audience's attention. audience's attention.

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Bulb Or Idea

This slide is 100% editable. This slide is 100% editable.

Adapt it to your needs and capture your Adapt it to your needs and capture your
audience's attention. audience's attention.

This slide is 100% editable. This slide is 100% editable.

Adapt it to your needs and capture your Adapt it to your needs and capture your
audience's attention. audience's attention.

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Thank
You
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