Starting the Change Process

Starting the Change Process

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

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© Stephen Warrilow

http://www.strategies-for-managing-change.com

Lynton Glenthorne Ltd



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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



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Welcome

Firstly, I want to say welcome as a visitor to

http://www.strategies-for-managing-change.com and thank you

for subscribing to this free report.

However, if you haven’t done so already, 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.com/starting-the-change-process.html

Let me give you a quick heads up. This site was launched in early 2009. My intention

was - and remains - to build a change management themed informational site,

specifically for the non-expert director or manager, and to broaden the range and

scope of what this site offers so that it becomes a truly valuable resource - ultimately

the premier online resource.

I do hope you find these materials interesting and of value. Feel free to contact me at

any time [email protected]

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, 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.

Unlike a typical google search that will produce a listing of websites deemed relevant

to the search words, these tools search on PDF documents located within websites.

Given that some of the "best" data on websites is stored within PDFs that are not

easily accessed, these search tools will reveal a host of new (and largely free) data in

the form of articles, research, interviews and other publications. Why not try it now -

just enter a search word or phrase and see what it reveals. The tools are here:

http://www.strategies-for-managing-change.com/change-management-

articles.html#pdftools-link

Also check out the many free (and recently updated) resources at:


articles.html#thirdparty-link



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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.

So what is change management? The traditional project approach to change

management - sees it as a set of tasks that if executed successfully get a result.

In other words the typical process led approach which has failed so consistently and

so spectacularly over the last 20 years!

In my view, at root, change management is about process and people.

But even process is just about people doing stuff... so ultimately it's all about people -

and processes that work for people.

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 - at the front-line.

(2) Resistance

The "hidden and built in resistance to change" of organisational

cultures, and the lack of processes and change management

methodologies to address this.

(3) Impact

Failure to take full account of the impact of the changes on those

people who are most affected by them.



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Research findings

Prosci is the recognized leader in business process design and change management

research, and is the world's largest provider of change management and re-

engineering toolkits and benchmarking information. [This is not a commercial - 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. 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.

4 key lessons learnt

Key findings in the latest report show:

(1) "More effective change management" - is the main thing that project teams would

do differently on the next project.

(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 - because this was where scope and roles were defined.

(4) The primary obstacle to a successful implementation was resistance to change.

This was mentioned 6 times more that any other factor.

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 - the failure to

take full account of the impact of change on those people who are most impacted by

it.

Closely allied to that reason is the lack of process to directly address the human

aspects of change.

Properly applied, this is exactly what the holistic and wide view perspective of a

programme-based approach to change management will deliver.



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5 Guiding principles to incremental and step change

Clarity - in all areas - especially of the business need for the change, of the

specifics of the change, the benefits of the change, and most importantly the impacts

of the change.

Communication - constant communication - two-way communication that

explains clearly what is happening or not happening and why; that listens actively and

demonstrates to people that you have thought through the impacts of the change on

them; and that you are prepared to work with them to achieve what you want - i.e.

their commitment to the change - by addressing what they want and in making it

work for them.

Consistency - in all aspects of the way in which you lead the change - manage

the implementation - handle the communication - and ensure the realisation of the

benefits of the change.

Commitment – to inspiring and leading the workforce – ideally with

transformational leadership – and total ownership of the programme and visibility in

that role.

Capability - constant attention to the management of the tasks, activities, projects

and initiatives that are delivering the capabilities into your organisation that will

deliver the benefits that you are seeking, thus ensuring that your people have the full

resources and capabilities they need to support them through the change.



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Assessing the case for change

”Force field analysis” is the creation of the American social psychologist Kurt Lewin,

widely regarded one of the early 20th century founders of modern psychology, who

developed the change model - known as "Lewin's Freeze Phases" - and which still

forms the underlying basis of many change management theories models and

strategies for managing change.

In Lewin’s view, organisations can be seen as systems in which the current situation

is not a static pattern, but rather an "equilibrium" - or “dynamic balance” of forces

working in opposite directions. Thus, 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. According to Lewin: "An issue is held in balance by the interaction

of two opposing sets of forces - those seeking to promote change (driving forces) and

those attempting to maintain the status quo (restraining forces)".

Force field analysis provides a framework for looking at the factors or forces that

influence a potential change situation, and is thus a useful tool for assessing the

viability of a change initiative.

Suggested simple steps for making this assessment

1. Where are we now?

2. Where do we want to be?

3. What will happen if we don’t get there?

4. What are forces or drivers for this change?

5. What are the forces or drivers against this change?

6. What are the strongest forces for and against change?

7. Is change viable?

8. 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.



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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", or whether it is a step change and needs to be

handled as a specific initiative - and with the appropriate level of senior sponsorship

and practical support.

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 day-

to-day running of your organisation?

(2) Or is the size, scope and complexity, priority, timescale, 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 reason this is so important is because people are stressed, tired and generally fed

up with change initiatives. They need careful and detailed explanation of the

proposed changes - why the proposed change is necessary, and the direct effects on

them and the benefits to them. They need help and practical support.

As an illustration of this - I was involved with an NHS Trust recently, 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, the simple truth was that clinical staff

did support the board's intentions - but they didn't have the time or energy to handle

it.

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".



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8 key strategies for managing change

In my experience of practical strategies for managing change, and based on my

studies and research, 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.

(1) Drivers

As already discussed, 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,

and an integral aspect of strategies for managing change.

(2) Business As Usual

Again, and as already discussed, the single biggest and most important early decision

that you will make, is to decide whether the change can be handled within the context

of business as usual or not.

(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, when

implementing your strategies for managing change.

(4) Leadership

Leadership versus management - is change just about the management or, 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.

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?



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Organisational culture - is more important than you may realise. It determines how

your people will respond to a change initiative.

(6) Preparation and Planning

The amount of time allocated to the pre-programme review and planning process is

variable - the size of the proposed change and how business critical it is, are useful

guidelines.

But whatever time is allocated, 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.

(7) Macro management

Of all change management methodologies, at the macro level, the programme

management based approach to change management is the one most likely to ensure

that you avoid the 70% failure rate.

A programme management based approach has as it goal, the full realisation of the

business benefits [that will be derived from the delivery of the new capability]. In my

view, this is a very big shift in emphasis from the traditional [and unsuccessful]

project based approach to change.

It is this holistic approach that links vision to strategy and all the way through to

implementation and successful benefit realisation.

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.

(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, and especially during the

early stages.

It is up to you to define and communicate those actionable steps, and to manage your

people through the process of implementing and integrating those steps as the new

modus operandi.

At the micro level, day-to-day management level, change is all about translating

vision and strategy into actionable steps.



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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. 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, or not.

If it can’t be accomplished within business as usual, 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.

The bulk of the content of this site addresses "step change" - i.e. change which needs

to be handled outside of the constraints of business as usual however, in this section, I

am going to address managing change in the workplace as incremental change, that

is, change within the context of business as usual. 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. So

clearly the approach that I am recommending has to address this with processes that

work for people.

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 - 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?



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(2) Consistent leadership

Change management guru John Kotter suggests that in successfully managing change

in the workplace, 75% of a company's management needs to "buy into" the change.

So convincing people that the change is necessary is extremely important.

This will require strong leadership and visible support from key people within your

organization. Managing change isn't enough - you have to lead it.

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, handle the communication, and ensure the

realisation of the benefits of the change.

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.

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.

� What will actually be different because of the change?

Tell them exactly and precisely where and how things will be different after the

change.

� 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. Be direct, honest and empathic in your truthful recognition of what the

impact of your change will mean for them.

You will gain more respect and minimise mistrust by being truthful. This prepares the

ground for the practical hands on aspects of managing change in the workplace and



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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.

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, and that you are

prepared to work with them through the transition of managing change in the

workplace, and that you will help make it work for them.

Emotional resonance

In terms of the emotional resonance aspect of your communications, 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. He said those immortal words: "I have a dream," and then he proceeded to

show the people what his dream was - he illustrated his picture of the future and did

so in a way that had high emotional impact.

5 guiding principles of a good communication process for managing change in the

workplace:

� Clarity of message - to ensure relevance and recognition

� Resonance of message - the emotional tone and delivery of the message

� Accurate targeting - to reach the right people with the right message

� Timing schedule - to achieve timely targeting of messages

� Feedback process - 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.

At the macro level and when dealing with step change this means employing a

programme management based approach to change - because:

(1) It is holistic and takes a wider perspective.

(2) It focuses you on addressing issues and aspects that otherwise get overlooked.

(3) It addresses the people impacts and issues arising as a direct and indirect result of

your change initiative.

At the micro - day to day management level:

Incremental change = translating vision and strategy into actionable steps



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As leader of the change, 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.

The reality is that people are very different in the ways they process information,

interpret life, and in the ways they are motivated. 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.

This does not mean that they don't understand it, or agree with it, but it does simply

mean that the leap is too great for most people to make - without practical assistance.

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, and

especially during the early stages.

It is up to you to define and communicate those actionable steps, and to manage your

people through the process of implementing and integrating those steps as the new

modus operandi. In summary, incremental change is all about:

Translating vision and strategy into actionable steps

� Define

� Communicate

� Manage

� Implement

� Integrate

� Adopt



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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?" - and

got a vague or general answer along the lines of "we'll be... bigger... better... closer to

our customers... reduce our costs... etc"

The 9 key questions

So as you think about and plan your proposed change - these are the 9 questions that

will set you on the right course:

(1) In broad terms - 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, in terms of your culture and core processes - 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.e. what is it - what difference will it make - where in

organisation does it arise - 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- 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.



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The 3 Keys to realising the benefits of step change

(1) Leadership

The critical importance of the emotional dimension of leadership. We speak of

"change management" but in truth change has to be led as well as managed. 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 style of leadership that is needed

is a leadership that connects with people and that directly addresses what is important

to them.

(2) Management Process The necessity for the holistic approach of a programme management based change

process. The management aspect of change needs to be much broader based that a

typical project led /"task oriented" approach, to address the human factors and deal

directly with the commonest causes of failure. This is why we place considerable

emphasis on a programme management based approach.

(3) Actionable Steps

Knowing how to translate vision and strategy into actionable steps. At the micro

level, in providing hands-on detailed management - especially during the early stages

- in the specifics of how to do it: i.e. translating your vision and strategy into

actionable steps by identifying exactly what is needed, identifying and resolving

issues, monitoring and managing progress to the desired outcome.



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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.

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. Their ability to get work done depends on their emotions being

under control. A leader has to address those often unconscious and unexpressed fears

along the way in order to help people keep them under control.

Elisabeth Kubler-Ross was a Swiss physician/researcher who undertook seminal

work on the grief process. 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, tragedy and catastrophic loss. 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. 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. This highlights very clearly the emotional terrain that your

staff are likely to be experiencing, and the necessity for clear yet compassionate

leadership - and especially through the initial phases of the change.



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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, 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, 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

TASK 1

TASK 2

TASK 3

Where we are now

Where we want to be

A B



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� 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.

� 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.

� Once a task [or set of set of tasks] has been identified, 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.

� This process can and should involve as many people [as is possible] who may

be affected by your change initiative. The more functional and departmental

involvement in this process the better – as the analysis will be more

comprehensive.

� You need to analyse, categorise and prioritise [across all functional areas] the

issues that are associated with each step. It is important to pay particular

attention to the people impacts, and to identify risks and issues for each.

The EEMap approach moving from task to task via recognition and resolution of all dependent issues

Evolution Line – Tasks to progress

Exposures Line – Issues to be resolved with each task

TASK 1

TASK 2

TASK 3

ISSUES

ISSUES

ISSUES

Where we are now

Where we want to be

A B



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How to create a programme

When you are implementing a step change, of all change management methodologies,

the programme management based approach offers you the highest chance of

mitigating risk and avoiding the 70% failure rate because:

1. It is holistic and takes a wider perspective

2. It focuses you on addressing issues and aspects that otherwise get overlooked.

3. 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.

� Whereas a Project has a definite start and finish point, with the aim of the delivery

of an output that may be a product, 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.

� Whereas Project management has narrower terms of reference with clear, specific

and (relative to the overall Programme) limited scope of its deliverables.

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 - how's it going to be different?"

Blueprint

(3) "How will I know it's benefited me?"



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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



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Leadership quotes

Different perspectives on leadership

Leadership quotes can sound trite - but sometimes they can trigger a shift in

awareness that leads to a new insight. In that context, here is a selection of leadership

quotes that I find interesting. They are all related to the general theme of change, and

are not in any order of priority, or significance.

The rate of change is not going to slow down anytime soon. If anything, competition

in most industries will probably speed up even more in the next few decades.

[John P. Kotter]

Change is hard because people overestimate the value of what they have - and

underestimate the value of what they may gain by giving that up.

[James Belasco and Ralph Stayer]

Unless you are prepared to give up something valuable you will never be able to truly

change at all, because you'll be forever in the control of things you can't give up.

[Andy Law]

Only the wisest and stupidest of men never change.

[Confucius]

People don't resist change. They resist being changed!

[Peter Senge]

It is a bad plan that admits of no modification.

[Publilius Syrus]



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Even those who fancy themselves the most progressive will fight against other kinds

of progress, for each of us is convinced that our way is the best way.

[Louis L'Amour]

All is connected ... no one thing can change by itself.

[Paul Hawken]

We would rather be ruined than changed,

We would rather die in our dread

Than climb the cross of the moment

And let our illusions die.

[W. H. Auden]

Your success in life isn't based on your ability to simply change. It is based on your

ability to change faster than your competition, customers and business.

[Mark Sanborn]

Everybody has accepted by now that change is unavoidable. But that still implies that

change is like death and taxes - it should be postponed as long as possible and no

change would be vastly preferable. But in a period of upheaval, such as the one we

are living in, change is the norm.

[Peter Drucker]

Culture does not change because we desire to change it. Culture changes when the

organization is transformed; the culture reflects the realities of people working

together every day.

[Frances Hesselbein]

If you want to make enemies, try to change something.

[Woodrow Wilson]



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The most successful businessman is the man who holds onto the old just as long as it

is good, and grabs the new just as soon as it is better.

[Robert P. Vanderpoel]

I'll go anywhere as long as it's forward.

[David Livingstone]

Change is the law of life and those who look only to the past or present are certain to

miss the future.

[John F. Kennedy]

An important scientific innovation rarely makes its way rapidly winning over and

converting its opponents; it rarely happens that Saul becomes Paul. What does happen

is that its opponents gradually die out and that the growing generation is familiarized

with the idea from the beginning.

[Max Planck]

Most of our assumptions have outlived their uselessness.

[Marshall McLuhan]

He that will not apply new remedies must expect new evils; for time is the greatest

innovator.

[Francis Bacon]

Everything is in a process of change, nothing endures; we do not seek permanence.

[Masatoshi Naito]



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Faced with the choice between changing one's mind and proving that there is no need

to do so, almost everyone gets busy on the proof.

[John Kenneth Galbraith]

Whosoever desires constant success must change his conduct with the times.

[Niccolo Machiavelli]

The greatest danger in times of turbulence is not the turbulence; it is to act with

yesterday's logic.

[Peter Drucker]

http://www.strategies-for-managing-change.com/practitioners-masterclass.html



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Strategic questions

Before starting out on your change management initiative - some strategic questions

to ask yourself.

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, its culture and core processes

now - (key characteristics) - key issues (actions and behaviours) - major

focus (areas of impact)?

� Have you defined some sort of cultural frameworks of your organisation - to show

"this is what we look like"?



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(4) What do you want the business to look like after everyone's changed

- 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, the implications, 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, 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, issues, conflicts, priorities, communications, 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?



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(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 - 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?



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How I can help you

Free services

Website - for information and resources on most

aspects of leading and managing change

http://www.strategies-for-managing-change.com

Ezine (includes additional articles and bonus reports)

http://www.strategies-for-managing-

change.com/starting-the-change-process.html

8 Free introductory lessons from the Practitioners

Masterclass

http://www.strategies-for-managing-

change.com/lessons.html

"Ask the expert" - a free email response to a change-

specific question

http://www.strategies-for-managing-change.com/ask-the-change-

management-expert.html



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Paid for services

The Practitioners Masterclass - E-Course and E-Books

http://www.strategies-for-managing-change.com/practitioners-

masterclass.html

Change Management Templates

"Change Processes That Work For People"


templates.html



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Phone consultation - by arrangement. Email me first at:

[email protected]

Personal on-site consultation, mentoring, interim, contract support Email me first at: [email protected] - 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.twitter.com/How2LeadChange

Facebook - Strategies for Managing Change

http://tinyurl.com/2g42bu8

Website - Strategies for Managing Change http://www.strategies-for-managing-change.com

Documents

Starting the Change Process