Professional Documents
Culture Documents
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What is Change Enablement?
Plan
Define Success
Manage Expectations
Establish Controls
Define Roles
Discover
Review Experiences
Audience Analysis
Impact Analysis
Identify Barriers
Build
Establish Message
Build Communication & Marketing Plan
Build Training Plan
Identify Action Items
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Change Management Overview
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Change Management
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When To Start Change Enablement
Project initiation
Project planning
Project design
Project implementation
When did you start CM
activities this time?
90%
80%
70%
69% 67%
60%
50% 59%
54%
40%
30%
33%
20%
10%
0%
Initiation Planning Design Implementation Closure
(n=177) (n=118) (n=95) (n=78) (n=3)
90% 95%
80%
Percent of respondents that met
or exceeded project objectives
80%
70%
60%
50%
51%
40%
30%
20%
10% 16%
0%
Poor Fair Good Excellent
(n=111) (n=259) (n=313) (n=65)
Overall effectiveness of change management program
© Prosci. From Prosci’s 2009 Best Practices in Change Management benchmarking report
Greatest contributors to success
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When we don’t manage change
effectively, we can expect:
• Lower productivity
• Passive and Active resistance
• Turnover of valued employees
• Disinterest in the current or future
state
• Arguing about the need for change
• Changes not fully implemented
• People finding work-arounds
• People revert to the old way of
doing things
• The change being totally scrapped
• Divides are created between ‘us’
and ‘them’
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Change Management
Change produces
some degree of
stress in humans
Some people
perceive change as a
threat
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Change Management
People change at
their own pace
You only have ONE
chance at making a
first impression
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Four Fundamental Needs
KNOWLEDGE SKILLS
K S
BASICS
S M
STRUCTURE MOTIVATION
Four Fundamental Needs
KNOWLEDGE
Covers all the information people need to know in
order to change:
• What does the change involve
• When
• Interim steps
• Who is responsible for what K
• New policies
• Where to find ongoing access to
training
SKILLS
Covers all the things people need to be able
to do in order to change: S
• New technologies
• New processes and procedures
Four Fundamental Needs
MOTIVATION
Refers to what people need to believe in order to change:
• Why this change is being made
• What benefits can be expected
• Why and how the change
matters to the organization,
culture, mission, etc.
M
STRUCTURE
Encompasses all the elements that ensure
change happens, and reports on progress: S
• Success criteria and reporting
• Program expectations
• Management oversight &
accountability
KNOWLEDGE: SKILLS:
Communication Training & meetings
Documentation Practice & feedback
Schedules & calendars Checklists
Memos, email Job aids
Meetings, teleconferences Coaches
STRUCTURE: MOTIVATION:
Active Sponsorship & Support Organizational “Story”
Progress reports & follow-up Marketing campaigns
Feedback mechanisms Leader advocates
Ownership accountability Positive reinforcement
Advocacy program Accomplishment celebration
Change Strategy
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Components of a Change Strategy
Review Establish
Define Success
Experiences Message
Identify Action
Define Roles Identify Barriers
Items
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Plan
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Define Success
Plan Discover Build
Review
Define Success Experiences
Establish Message
Impact Analysis
Establish Controls
Review Build Training
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Measuring Your Success
What metrics can be added or adjusted to best show the impact you have made?
Response:
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Measuring Your Success
Are there data points that will need to be collected outside of the system?
Response:
How will people know if they are using the system successfully?
Response:
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Success Metrics
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Setting Expectations
Plan Discover Build
Define Success Review Experiences Establish Message
Impact Analysis
Establish Controls Review Build Training
18 36
30 90
0 5
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Expectations and Examples – include
the explanations in the previous slide
30 •Roll-out
90 •Roll-out
180 •Tactical
365 •Strategic
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30, 90, 180, 365 Day Expectations
Example- 30
Day
Example
Number of users who have
logged into the system
System
reports
HR
Leadership
Excel report
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Establish Controls
Plan Discover Build
Review
Define Success Experiences
Establish Message
Develop a Change
Expectations Marketing
Impact Analysis
Establish Controls
Review Build Training
30
Roles Needed to Execute Change
Plan Discover Build
Review
Define Success Experiences
Establish Message
•Change Leader
Change •Communications
•Marketing
Advocates •Trainers
•Influencers
31
Change Roles & Action Plan
Authorizing
Sponsor
Reinforcing
Sponsor
Change
Advocates
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Discover
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Review Experiences
Plan Discover Build
Review
Define Success Experiences
Establish Message
Impact Analysis
Establish Controls
Review Build Training
you experienced
recently?
What worked well?
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Audience Analysis
Plan Discover Build
Review
Define Success Experiences
Establish Message
Who is impacted
Impact Analysis
Establish Controls
Review Build Training
Identify Action
Define Roles Identify Barriers Items
by the change?
Groups to consider
Executives
Organizational Unit Leads
Unions
IT
Human Resources
End Users
External, e.g. Partners and
Vendors
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Audience and Impact Analysis
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Impact Analysis
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Impact Analysis
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Impact Assessment
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Identify Barriers
Plan Discover Build
Review
Define Success Experiences
Establish Message
What are there barriers which will inhibit change? Establish Controls
Impact Analysis
Review Build Training
Identify Action
Define Roles Identify Barriers Items
Political
Geographical
Financial
Cultural
Technical
Informational
Time Restriction
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Barriers Assessment
Example
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Build
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Build Communication
Plan Discover Build
Review
Define Success Experiences
Establish Message
Impact Analysis
Establish Controls
Review Build Training
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Establish Message: Brainstorming
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Build Communication
Plan Discover Build
Review
Define Success Experiences
Establish Message
Impact Analysis
Establish Controls
Review Build Training
right amount
of data to
your
audience at
the point
they need
the
information
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n
e
Delivery eof Materials
d
W f
h r
a o Overall
t m concept,
t High level
Pro
y
o
xim
il
o
eta
ity
d
to
of
liv
l
,
ve
ed
o
Le
ate
, o
w
W
h i
e t
n
e
t
All information herein is strictly confidential and may not be shared or reproduced.
f
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Frequency of Message
Utilizing multiple
methods to reach your
audience assures that
your message is heard
Multiple deliveries are
required for receiver
recognition
Reference- television
commercials
12 times
Single method delivery
Not effective
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Getting Your Message Heard
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Marketing Communication Ideas
Plan Discover Build
Review
Define Success Experiences
Establish Message
Impact Analysis
Establish Controls
Review Build Training
you use to
create a buzz
about the
change?
Options to consider
Events
Contests
Campaigns
Give-Aways
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Methods of Delivery
Options to Consider:
Team Meetings , Quarterly Addresses, HR BP Meetings, Newsletters, Intranet, Lunch and Learns, Posters,
Table Tents, Email Signatures, WebEx
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Communication Plan
Example
Human performance vendors, monthly before live
Resources what the benefit of the meeting
new partnership will be,
when the change will take
place, and who will be
impacted by the change
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Finalize Your Communication Plan
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Build Training
Plan Discover Build
Review
Define Success Experiences
Establish Message
Impact Analysis
Establish Controls
Review Build Training
How does
Identify Action
Define Roles Identify Barriers Items
your
company
learn?
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Training Delivery
What training methods worked well in the past? Where can you improve?
Response:
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Training
Outside of training on technology, are there new processes or procedures to be integrated into
the training?
Response:
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Training Plan
Regional
admins
Example
Reporting Online
training in
LMS
3 days
before live
Project Lead
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Action Items
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Action Items
58
Closing Thoughts