How to structure an effective change management presentation

Now that we understand what change management is and why it often hits roadblocks, let's get into
the nitty-gritty of crafting a compelling presentation. Your presentation should be like a well-
structured roadmap, guiding your audience through the change journey. Here's how you can achieve
that:

 Introduction to change management: Start by defining change management. Explain why

it's vital for organizations today. Make it crystal clear.

 The change management process: Dive into the step-by-step process of change
management. It's like following a recipe – each ingredient plays a crucial role.

 Utilizing powerpoint templates: Presentation slides are your canvas. Explore how templates
can make your presentation visually appealing.

 Understanding organizational change: Delve into the dynamics of organizational change.

What drives it? What are the forces at play?

 Overcoming resistance to change: Address the elephant in the room: resistance. Share
strategies to navigate this challenging terrain.

 Executing the change process: Break down the implementation phase. What steps should
you follow to make it successful?

 The change management team: Introduce the key players behind change management. It's
a team effort.

 Navigating current and future states: Discuss the transition from the current state to the
future state. It's like crossing a bridge – a bit shaky but necessary.

 Identifying barriers: What obstacles might you face on your change journey? Identify and
strategize.

 Engaging key stakeholders: Your stakeholders are your allies. How can you get them on
board with the changes?

Do’s and don'ts for an effective change management presentation

Congratulations, you've mastered the structure of a compelling change management presentation.

Now, let's delve into the critical do's and don'ts to ensure your presentation not only hits the mark
but leaves a lasting impact.

Do's:

 Engage your audience: Start by captivating your audience's attention. Share relatable
stories, use visual aids, or pose thought-provoking questions.
  Stay focused on the message: Keep your presentation laser-focused on the core message.
Avoid veering off into tangents.

 Use visuals effectively: Incorporate compelling visuals to reinforce your points. A well-
placed graph or chart can convey complex information with ease.

 Simplify complex concepts: Break down intricate ideas into digestible pieces. Your audience
should leave with a clear understanding of the subject.

 Interact with your audience: Foster engagement by encouraging questions and discussions.
Make your presentation a dialogue, not a monologue.

Don'ts:

 Avoid jargon: Steer clear of technical language or industry jargon that might alienate your
audience. Speak in plain, understandable terms.

 Don't overload with information: Less is often more. Don't overwhelm your audience with a
barrage of facts and figures. Focus on the most relevant information.

 Refrain from reading slides: Your slides are there to complement your presentation, not
serve as your script. Avoid simply reading off them.

 Don't rush through: Take your time to explain concepts clearly. Rushing through your
presentation can leave your audience bewildered.

 Steer clear of negativity: Maintain a positive tone. Avoid dwelling on the challenges of
change; instead, emphasize the opportunities it presents.

Summarizing key takeaways

Let's take a moment to distill the wisdom you've acquired throughout this journey. Consider this
section as your treasure chest of insights, a concise roadmap to guide you in your pursuit of mastery
in change management presentations.

 Engagement is essential: Begin with a captivating introduction. Engage your audience from
the start.

 Clarity is king: Maintain a singular message. Avoid tangents and information overload.

 Leverage visual aids: Use charts, graphs, and images. Simplify complex ideas and enhance
understanding.

 Simplify complexity: Break down intricate concepts. Ensure a clear and uncomplicated
understanding.

 Encourage interaction and dialogue: Foster questions, discussions, and engagement. Make
your presentation a two-way communication.

 Avoid jargon: Speak in plain language. Keep it accessible and relatable.

  Quality over quantity: Focus on the most relevant information. Prioritize content wisely;
avoid overwhelming your audience.

 Be the narrator, not the reader: Use slides as visual aids, not scripts. Engage through
storytelling and explanation.

 Avoid rushing: Take your time for clarity. Don't rush through your material.

 Emphasize positivity: Highlight the opportunities that change presents. Maintain a positive
tone throughout.

In conclusion, change management presentations are your ticket to successfully navigating

organizational transformations. By following these guidelines and using Prezent, you're well on your
way to becoming a change management presentation pro. Remember, change is constant, but with
the right tools and knowledge, you can ride the waves of change with confidence.

FAQ's

1. What is the significance of using a change management powerpoint or change management ppt in
presentations?

Utilizing a change management powerpoint or change management ppt is crucial for visually
representing complex ideas. These presentations help convey the forces for change effectively.
Visual aids simplify understanding, and you can easily download templates to streamline the
process.

2. How do you ensure active manager involvement in the change management process?

Managers play a pivotal role in change management. To foster their involvement, align their
objectives with the change plan's objective. Ensure they have the necessary support system for
change agents and understand their performance management role in the transition.

3. What are the key phases of change in a change management plan, and how do you ensure a
smooth implementation of change?

The phases of change typically include preparation, planning, execution, and evaluation. To ensure
smooth implementation of change, focus on alignment with your team members, provide the
required resources for change, and gauge the organization's readiness for change.

4. Can Google Slides be used effectively for change management presentations?

Absolutely, Google Slides can be a valuable tool. They offer collaborative features, making it easier to
work on a change project. Just ensure they align with your change plan and conduct a gap analysis if
needed to evaluate their suitability.

‍
5. How can organizations maintain sustaining momentum during a change initiative, especially when
facing restraining forces?

To maintain sustaining momentum, it's crucial to identify and address restraining forces effectively.
This often requires strong sponsorship, a clear understanding of driving forces, and a commitment to
learning and reinforcing new behaviors. Effective leadership at all levels is essential to navigate these
challenges successfully.

Create your change management presentation with Prezent

Are you excited to put your newfound knowledge to use? We recommend using Prezent, the all-in-
one AI presentation software for enterprise teams. With a library of over 35,000 slides, real-time
collaboration, and brand-approved designs from Fortune 500 companies, Prezent can save you up to
70% of presentation creation time while keeping you 100% on brand.

So, go ahead, create a presentation that not only informs but inspires change. Good luck!

Introduction to Change Management Models

Many of the change management models during the 1960s come from grief studies. First, the
similarity between grieving from health-related issues was compared with the employees’ mourning
during a phase of job-related transitions. This was later built upon and modified by various
individuals, including theorist Everett Rogers, Julien Phillips, who worked as a consultant at McKinsey
& Company, Jeffrey Hiatt, John Kotter, and others. Below is an overview of 10 famous change
management models that organizations have used for effective change management.

1. Change Management Foundation and Model

Change Management Foundation consists of four stages. These include determining the need for
change, preparing and planning for change, followed by the implementation phase, and sustaining it.

2. John Kotter’s 8-Step Process for Leading Change

The Model

Dr. John P. Kotter developed the 8-step process for leading change. He was also the founder of the
management consulting firm Kotter International. His 8-step model included creating a sense of
urgency, building a guiding coalition, forming strategic vision and initiatives, enlisting a voluntary
army, removing barriers through enabling action, generating short-term wins, sustaining the
acceleration and institutional change.

Kotter´s 8 Step Model PPT Template

Source: Kotter’s 8 Step Model Template for PowerPoint by SlideModel.com

The Method

Sense of Urgency

If a team has a sense of urgency, this model will acquire adequate momentum and traction for
teams to get on board. The first step is to get the core team ready for deployment, and they will
expand this enthusiasm for the rest of the team.

Build a guiding team

It’s time to get the stakeholders interested in the change. These stakeholders should be leaders in
different organization ranges, where people can feel related and want to collaborate.

Develop a vision

Based on the values, it’s essential to lay down the fundamental changes to do and how to get there
on paper. The language and phrasing must be translatable and straightforward across the board.

Communicate for buy-in

People must know about the change process happening, but they need to be convinced to
collaborate. Every level of the organization must be in this together. During this part of the process,
it’s important to hold horizontal meetings where feedback is the main issue on the table.

Empower Action

Employees need to understand not just that change needs to happen but why. Ensure you find the
required tools and skills to empower everyone to be a part of this change.

Short-term wins

For the change process to be efficient, it’s essential not just to play a long-term game. Instead,
ensure you can map and measure short-term wins and acknowledge the people and the teams
making it happen. The initial hype of change is contagious; what is really complex is to keep that
energy going.

Sustain acceleration, Never let Up

The changes have been done, and now we need to get the acceleration going. It’s vital to keep track
of all the wins and the failures, improve as we go, and, when necessary, reroute with new objectives
to make sure you are on the right track.
Incorporate change in the culture

It’s time to document and set those changes deep in company culture. At this stage, it’s essential not
to be shy about what has been done so far and how this has impacted the organization and keeps
everyone motivated.

Pros of Kotter’s 8 Step Model

This model’s positive energy creates the beginning, allowing for the momentum that can make any
change happen. This way, teams will be easily motivated to incorporate new routines and processes
quickly.

Con’s of Kotters 8 Step Model

Feedback is essential in change management. Unfortunately, this model is thought out as a top-
bottom approach, meaning that it seeks to be cascaded from upper levels, not considering the
profound needs that might arise from lower organizational levels.

3. The Plan-Do-Check-Act Cycle

Created by Dr. Williams Edwards Deming, the Plan-Do-Check-Act Cycle (PDCA) comprises choosing
between which changes to implement. PDCA or the Deming cycle is basically a cycle for control and
improvement of products and processes. The model prescribes looking into four factors for this
purpose. These include planning change by picking goals and strategies. The second step includes
implementing the plan, followed by checking results to understand how your goals, strategies, and
plans are working. This is the phase where data can be analyzed and compared to the expected
outcomes to understand if desired goals are being met. The final step is to ‘act’ or adjust your
process to improve it.

This change management framework might be helpful for implementation on a small scale before
the changes are implemented across the organization.

Source: PDCA Flat Diagram for PowerPoint by SlideModel.com

4. The Prosci ADKAR Model

The Model

Developed by Jeffrey Hiatt, this model focuses on the people associated with the change with a
bottom-up approach. Instead of working linearly, the ADKAR model represents various goals that
should be reached for successful change management. Hence, the ADKAR acronym stands for
awareness, desire, knowledge, ability, and reinforcement.
ADKAR Model PPT Template

Source: ADKAR Change Management PowerPoint Templates by SlideModel

The Method

Awareness

Creating awareness requires sending out a list of requirements to the people involved but providing
all necessary understanding to get them on board. As well it’s vital to justify not only why they will
happen clearly but also how it can affect them to inspire positive thoughts towards change.

Desire

Inspiring a want for change is not easy, so it’s important to define if this need and want for change
will come from the emotional or logical aspects. It’s not just about convincing others but truly
inspiring the desire for change.

Knowledge

By this point, you have already talked to your team about the changes needed and inspired the
need; therefore, it’s crucial to help them understand how this change will happen. Ensure you are
thorough and explain what steps will be taken and process’ will be implemented

Ability

Not to be confused with knowledge, the ability has to do more with the expertise acquired with
time, how masterful a person becomes when dealing with a process, and change. During this phase,
it’s important to document what needs to be learned and increase employees’ ability.

Reinforcement

As change can commonly bring resistance, it’s important to check in during this phase with a set of
rewards that can be put into place for those who are quickly adapting to the changes.

Pro’s of the ADKAR Model

Incremental changes are easy with this model, mainly because it has a bottom-to-top approach that
can accelerate transformation as it’s moving forward in the organization. In addition, the fact that
it’s focused on the people more than on the process itself makes collaboration easier.

Con’s of the ADKAR Model

If you’re seeking a model that works with change large scale, ADKAR might not be the best option.
Its style makes it more challenging to drive change when the number of people involved is extensive.
5. McKinsey 7-S Model

The Model

McKinsey’s 7-S Model provides seven elements to be assessed regarding how they affect each other
and how coherent the company is when implementing change. This somewhat makes the model
complex but provides an advantage when you are not 100% sure of the starting point. The seven
elements in the McKinsey 7-S model include three hard elements, i.e., strategy, structure, and
systems, easier to identify and influence by the management. The remaining four soft elements are
affected by company culture and can be harder to implement. These include shared values, style,
staff, and skills.

McKinsey´s 7S Framework PowerPoint Template

Source: McKinsey 7S Diagram for PowerPoint by SlideModel.com

The Method

Strategy

The first step of this model is evaluating the strategy: what are your objectives, what steps are you
taking to reach them, how are you adapting to changing times. Asking hard questions like this will
begin a conversation that will generate an honest approach to what the organization has been doing
so far.

Structure

This is your organizational structure, and it’s easy to portray as it’s pretty tangible; in a medium
organization, you should still be able to track down all positions. If you are working in a larger group,
you might want to track your team only. Ask yourself questions about the team’s hierarchy, how the
team collaborates, and how communication flows from one end to another.

Systems

Now that we have clarity about the purpose and the people, it’s crucial to analyze the process and
how they are being managed. Pose the following questions: What are the core process’? How are
they used and updated? Who are the key players in managing them?

Shared values

This part of the exercise can be tricky; values can mean different things to different people and work
in a particular matter in diverse contexts. If you are working with the whole organization, the values
might differ from those specific to each team; take this into account. You can ask yourself questions
about which values are currently known or how the company culture affects the team members.
Style

This “s” seeks to understand and reflect mainly leadership styles, taking into account how
performance can be affected by the ones who are leading. Here, some important questions to ask
are: Is the leadership style about collaboration? What styles are more active? Do you have leaders or
managers in your organization.

Staff

The title of this section is pretty self-explanatory: who are the people in each one of the roles? What
skills are currently present in your team? Have all necessary roles been filled?

Skills

We have asked questions about the staff and what skillsets you currently have in your team, and
now we need to assess future skills you need your team to possess or acquire. So this is an excellent
time to ask: Does your team have all the skills they need? Which skills are missing?

Pro’s of the McKinsey 7-S

This complex and holistic model allows for an extensive assessment of almost any industry. It goes
deep into all the layers allows for a clear review of what is doing good and what needs improvement.

Con’s of the McKinsey 7-S

If the organization is huge, this model might take too long in providing results; due to the complexity
of the McKinsey 7-S, it’s more suitable for smaller companies or teams.

6. Kübler-Ross Change Curve

The Model

The Kübler-Ross Change Curve is also known as the five stages of grief and has an important relation
to the emotional process of change management. The model was developed by psychiatrist
Elisabeth Kübler-Ross and acknowledged the pain that can be caused due to change, leading to a
five-stage grieving process. First, change is met with denial and anger, followed by bargaining and
depression until acceptance is reached. Next, employees can go through a similar approach. The
model can be used on a small scale to connect with employees to understand their issues and
outline steps for achieving set goals related to change management.

Kubler-Ross Change Curve PowerPoint Template

Source: Kubler Ross Change Curve for PowerPoint by SlideModel.com

The Method
Denial

Your team might be facing a denial regarding change and find it difficult to see the road ahead.
Therefore it’s essential to guide your team through this stage with few and essential information. It’s
crucial to start this phase gradually and keep the communication lines quite open to overwhelm no
one.

Anger

Change might completely disrupt people’s routine, causing frustration and, later on, anger. This is a
natural process, and you shall be prepared for it, and overall with an action plan to counter it
positively. Also, watch out for your more susceptible employees and work around their emotions to
learn how to navigate them.

Bargain

Your team will be looking for ways to bargain; however, the transition has been set in motion for
significant reasons. Therefore, make sure you communicate properly, not just what changes will
happen but also why, and be as transparent as possible about how it affects all the team members.
Also, work on listening to feedback, as interesting ideas can also arise.

Depression

Even though this is a strong term to use, it is precisely the reaction some of your employees might
experience. Letting go of old ways and learning new ones might be a challenge that can take an
emotional toll. Try to limit the frictions in your team and find ways to reward those who are
implementing those changes to keep up the general morale.

Acceptance

This is a new stage of positivity and celebration; you are on the verge of starting a new process with
your team. Work on the positive side of how these changes affect your team and find silver linings
for the group or individually.

Pro’s of the Kübler-Ross Model

The emotional aspects of change are often overlooked; in this model, it’s all about it. Understanding
and managing the emotional response during change can allow planning that can take definite pain
points away

Con’s of the Kübler-Ross Model

Humans can be unpredictable, especially in regards to emotional responses. It is possible that this
model can be quite effective with some people, however not be your team’s rule.
7. Satir Change Model

The Model

Like Kübler-Ross Change Curve, this model too looks at the emotional aspects of change affecting
employees. There are five stages in the Satir Change Model to monitor the emotions of employees.
For example, the late status quo is deemed the first symptom, interrupting a flow of work or daily
life. This is followed by resistance and chaos. These can be deemed as the two emotional
consequences for dealing with change. The final two stages include integration and the new status
quo. The final stage implies that people eventually adapt to change, and the status quo is achieved
again under the new reality.

While the model does not offer a roadmap for adapting to change, understanding the Satir Change
Model can help understand how employees deal with change and how they can be facilitated to deal
with the transition process emotionally. The model can help address lack of communication,
confusion, and resistance to change in an organization.

Virginia Satir´s Change Management Model PPT Template

Source: Virginia Satir’s Change Model PowerPoint Diagram by SlideModel.com

The Method

Late Status Quo

This phase is where your team currently is, everyone is in their comfort zone an results are quite
consistant, no change has been introduced.

Resistance

As soon as the first glimpse of change is introduced, resistance will also show up. During this phase,
some employees may face denial or start neglecting essential tasks or duties. Therefore it’s
important to get them to commit to the changes happening.

Chaos

Yes, it does sound intense, and it is; however, it’s not the end; on the contrary it’s all up from here.
Pay attention to your team’s feedback and work with them on bringing everyone up to speed with
commitment and communication.

Integration

As you sail through new waters, your team will become motivated and start accepting and
implementing change. It’s important not to drop the ball at this point and continue to support any
problems that can arise.
New Status Quo

Change has not only happened, but a new process reigns at this point. The performance will start to
pick up, and it’s a perfect moment to realign and verify all procedures are being followed and
documented as needed.

Pro’s of Satir’s Model

Taking into account that this model is similar to Kubler-Ross, we can talk about a similar effect.
However, this model allows for even better planning because it’s much more business and
performance-oriented.

Con’s of Satir’s Model

This model tends to be unspecific as it’s very subjective on when and how each stage will happen.
You might need to support with strong measurement.

8. Bridges’ Transition Model

The Model

This is another model which looks at the emotional side of how change affects employees. The
model does not focus on the change process but on how individuals are affected by the change. The
model starts with letting go of fear, uncertainty, anger, sadness, etc. The resentment eventually
reduces, leading one to the neutral zone. This is the bridge between the old and the new. In the end,
people embrace change.

The model breaks down the process of transition into three stages. The first stage includes ending,
losing, and letting go. Then people reach the neutral zone. Finally, they can start a new beginning.

The Method

Ending, Losing, Letting Go

Change generates feelings, and not always they are easy to cope. However, depending on the
importance and impact of the change happening, people can mourn and have resistance to what will
be.

During this phase, communication is everything, as it allows the exploration of emotional responses
like fear, anger, and denial, all-powerful emotions. However, it’s also essential to have a support
system revert to a negative moment in the organizational story.

The Neutral Zone

This phase is not so neutral. It can be a bit low, as your team will be adapting to change, and you can
even see productivity lower. Focus on understanding what is affecting your employees and providing
accurate feedback to give them the tools they might need to move forward, including celebrating
small wins.

The New Beginning

The most challenging part is that everyone in the organization or team will have come to terms with
the change and will be much more receptive to the new process. Rewarding and recognizing can also
play a huge role here, as it might be the best way to reinforce why goals have been put into place.

The Pro’s of the Bridges Transition Model

Most management processes don’t take into account individual emotions, and the Bridges Transition
Model does. This is positive because it reduces the gap between organizational levels, increasing
cooperation.

The Con’s of the Bridges Transition Model

This model lacks a specific set of steps to follow; this can be confusing and difficult when navigating a
situation full of feelings.

9. Lewin’s Change Management Model

The Model

Lewin’s model is quite popular because it’s simple enough to use and be understood by the general
public. It consists of 3 main steps that resemble water with a metaphor of freezing and unfreezing to
analyze the process. Hence, the three stages of the model include unfreezing, change and refreeze.

Lewin´s Change Management Model Ice Cubes PPT Template

Source: Lewin’s Change Model PowerPoint Template by SlideModel.com

The Method

Unfreeze

The model implies that you must unfreeze and analyze your process in the first stage for
improvement to be understood with ease by everyone. When “unfreezing” a process, it’s easier to
analyze each step and start removing any previous bias’ that might exist. This will also be helpful to
start getting your team ready to assume the change that will be coming forward and eliminate
resistance.

Change
This is followed by change, which is represented as an ice-cube melting and allows the transition
phase. Once this phase has begun, it’s time to start making any changes to improve the process.
Define what is required to help everyone be on board, extra training, learning process, and
mentorship. This is a good time also to share bilateral feedback to indeed all the needs that arise.

Refreeze

Once the change has been tweaked and adjusted according to need, the new status quo should
undergo refreeze; the intention is that by this point, new habits start forming. This part is crucial, so
it can also be relevant to create a reward program for people who follow the process.

Pro’s of the Lewin Change Model

Since this model has only three main steps set up in the freezing metaphor, it’s easy to understand
and relate to many people across cultures. Also, Lewin’s model is focused on behaviors, so it’s
straightforward to implement.

Con’s of the Lewin Change Model

Precisely because of its simplicity, it’s not a model that can consistently be implemented, and it can
lack the details required for specific organizations. Some see it as an older model that might not
adapt easily to our fast-paced current times.

10. Maurer 3 Levels of Resistance and Change Model

Unlike other models discussed in this article, the Maurer 3 Levels of Resistance and Change Model
focuses on not how change occurs but why it fails. It identifies three levels of resistance, including ¨I
don’t get it¨, which is when people are confused regarding the change. ¨I don’t like¨it is the second
level when people emotionally react to change, which can exacerbate to level 3, i.e. ¨I don’t like you¨
or feelings of mistrust.

Reasons for Failure of Change Management

As Maurer 3 Levels of Resistance and Change Model explains, change management can fail due to
confusion, frustration, resistance, and mistrust among employees. Change management can fail
when employees are rushed into change without proper transitions or training. Similarly, when
employees aren’t convinced of the need for change, they can consider it unnecessary or take it as a
burden.

When organizations fail to win their employees´ trust, train them properly to adapt to change, don’t
have measurable goals or fail to make use of data along the transition process, change management
fails.
Certainly! When creating a change management presentation on organizational restructuring, it's
important to cover several key points:

1. Introduction:

- Explain the reasons for the organizational restructuring.

- Discuss the benefits that the restructuring aims to achieve.

2. Current State Analysis:

- Present an analysis of the current state of the organization.

- Identify any inefficiencies or areas for improvement.

3. Vision for Restructuring:

- Clearly articulate the vision for the restructured organization.

- Explain how this new structure will address the current challenges and support the organization's
goals.

4. Communication Strategy:

- Discuss the importance of clear communication throughout the restructuring process.

- Outline a communication plan for keeping employees informed and engaged.

5. Change Management Plan:

- Provide an overview of the change management approach that will be used during the
restructuring.

- Highlight strategies for managing resistance and supporting employees through the transition.

6. Organizational Impact:

- Address how the restructuring will impact different departments, teams, and roles within the
organization.

- Discuss any potential changes to reporting structures or job responsibilities.

7. Training and Development:

- Outline plans for training and development to support employees in adapting to the new
structure.
 - Emphasize the importance of providing resources for skill development.

8. Timeline and Milestones:

- Present a timeline for the restructuring process, including key milestones and checkpoints.

- Discuss how progress will be tracked and measured.

9. Risks and Contingency Plans:

- Identify potential risks associated with the restructuring and explain plans for mitigating these
risks.

- Discuss contingency plans for addressing unforeseen challenges.

10. Conclusion:

- Summarize the key points of the presentation.

- Encourage open communication and feedback throughout the restructuring process.

When creating the presentation, consider using visuals, such as charts or diagrams, to help convey
complex information. Additionally, be prepared to address questions and concerns from the
audience. Good luck with your presentation!