TRANSFORM MODEL

Strategic Change Leadership

Transform Your Future

Certified

Change Management

Change management is the process of taking a planned and structured approach

to help align an organization with the change.

Change management involves working with an organization’s stakeholder groups

to help them understand what the change means for them, helping them make

and sustain the transition and working to overcome any challenges involved.

Strategic Change Management

Why Managing Change is Important ?

1. Managing the change process with a more strategic perspective.

2. Helping in performing a cultural change that sustains in the long-term.

3. Helping in putting all steps, strategies & tactics into clear action plan for

execution.

4. Providing organizations with a model; encompassing several strategic

management sciences.

1. Managing change puts you in a position of being ready for change.

2. Developing an understanding of the kind of change required understanding that

different characteristics of change need different approaches.

3. Implementing a process to navigate the change required.

4. Gaining clarity about what is being achieved – why we are changing.

5. Building commitment to work together, to bring people with you.

6. Appreciating the best of the way things are done now, so that the future is built on

current strengths within the organization.

7. Shaping change through principles which establish how you manage change – the

principles upon which change is shaped.

8. Delivering change that makes improvements

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IF change is EFFECTIVELYmanaged

1. Employees have a solid understanding

of why change is happening.

2. Employees engage in both the

solution and the change.

3. Training is used to build knowledge

and skills after employees have made

the personal decision to support the

change.

4. Resistance is identified and dealt with

early in the process.

5. Senior leaders demonstrate their own

commitment and the organization’s

commitment to the change.

6. Change is supported.

7. A coalition of support among senior

leaders and managers creates

momentum throughout the organization.

8. Probability of meeting project

objectives is increased

If change is NOT Managed

1. Productivity declines as people

become more consumed with the

change being introduced.

2. Passive resistance grows.

3. Active resistance emerges and

sabotages the change.

4. Employees become disinterested in

the current state and the future state.

5. People are left to wonder why the

change is happening.

6. Employees revert back to the ‘old

ways’ to avoid implementing the

‘new ways’.

7. Changes are not fully implemented.

8. Changes are cancelled due to lack of

support.

9. Many types of risk are created – risk

to the project, to the organization, to

the employees involved and to the

individuals supporting the change.

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Goal of Change Management Ensuring that standardized methods and procedures are used for efficient

and prompt handling of Changes, in order to minimize the impact of

change-related incidents upon service quality and, consequently, improve

the day-to-day operations of the organization”


Diagnose

What leadership do we have?

What leadership do we need?

Plan

DevelopSustain

What tailored program is most appropriate ?

How to keep the pace ?

LandMarkMethodology

Source: LandMark & Company

Our customized consultations enable your organization to:

1. Engage in a dynamic process of building and extending leadership capacity.

2. Tailor a solution specific to your unique strategies, people and business

challenges.

3. Address individual and organizational leadership development needs

simultaneously.

4. Establishing systematic and integrated leadership development practices

within the organization.

LandMark & Company Methodology:

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Change leadership

The Science of Change Leadership is considered one of the most crucial manage-

ment sciences in the 21th century .Most Change experts and gurus had admitted

that it is the science of the future, and considered is as a main challenge in the next

era. John Kotter; as one of the top Change gurus; stated that Change leadership is

going to be the big challenge in the future, and the fact that almost nobody is very

good at it is well, its obviously a big deal .

A limited researches and studies had been concerned of Change Leadership, and

almost few models had been proposed for it from new perspectives or novel point

of views. TRANSFORM Model ; is considered one of the novel Change Leadership

models that encompasses most of the Change management aspects and manifest-

ed a new dimensions for the Change Leadership that is crucial for Change leaders

in this challenging century .

TRANSFORM Model deals with both the "Change Management" & the "Change

Leadership" aspects .It had bridged the gap between the two concepts; that was a

crucial area of research for many Change gurus in the last decade.

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TRANSFORM Overview

RANSFORM MODEL is a Strategic Change Leadership model ;dealing with different

types of change in any organizational type or structure; giving them the strategic

insight and tools for performing transformational change that sustains.

TRANSFORM MODEL helps the organization in performing deep cultural change

that will be reflected on members’ behavior and consequently on establishing the

change required with high degree of success and performance.

Business sciences in TRANSFORM Model

TRANSFORM Model distinctiveness

1 . The most updated Change

leadership workshop.

2 . Comprehensive workshop

integrating several management

sciences.

3. More professional & practical with

defined and planned steps.

4. Hands-on practice Model .

5. Easily applicable in any organization

or community. 6.Gathering most of

the past change management

Models.

7. Electronically and manually applied .

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1. Change management

2. Integrated Marketing communication

3. Performance management

4. Competency management

5. Organizational behavior

6. Strategic Leadership

7. Strategic management

8. Negotiation techniques

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TRANSFORM Model distinctiveness:

1. Hands-on practical Model.

2. Applicable for any organizational type or structure.

3. Integrating several management sciences.

4. Personal and organizational aspects of Change.

5. Professional with defined and planned steps.

6. Electronically and manually applied.

7. Internationally certified.

Trigger Emergency

Research The Context

Activate Leadership

Nego

tiate

For

Alig

nmen

t

Strategize

The Vision

Force CommunicationOptimize Empowerment

Real

ize

Inno

vatio

n

Mainta

in M

omen

tum

T

R

AN

S

F

OR

M

TRANSFORM Steps

Trigger Emergency1

This phase lies between the "Pre-requisite" step and "Research the context" step .

It is considered an alarming signal for the audience, to start a psychological

preparation for them; and to gain more time to complete the research; while

preparing people for readiness.

Emergency must be in a form of warning that needs immediate action .It must

be in one or more pillars of human affecting factors. It had to be broad and

smartly transparent to prepare people’s mind to think about the problem, and

be more ready to accept change.

This step is considered a continuous process along the change management

plan .Triggering messages may be changed or modulated according to the

phase and advancement in the change implementation.It aims to keep the

audience always alert and triggered.

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Research The Context2

This phase compliments the pre-requisite

diagnostics; it deals with a more deep research about the environment affecting

the organization, the needs of change, and the causes of the problems. This

gives the change team an opportunity to discuss what they see as issues, con-

cerns, challenges and opportunities facing the organization.

It helps the change team to explore the different aspects that need change;

whether it is cultural, structural, process, technical, managerial or technological.

The research phase is concerned more with the behavioral part of change.

It helps to dissect the culture of the organizational members and explore what

behavioral areas are the organizational members have and what behavioral

aspects need to be changed.

Strategic Change Management

Activate Leadership3

This step deals with three aspects:Leadership committee formation: Leadership committee must be decided upon competency ful�llment, personal traits and

motivation towards the change concept. The leadership committee must be a diversified

constellation who will steer the change efforts; each in his area of specialization.

Leadership committee preparation: "Change Leaders" must be acquainted with transformational capabilities and visionary

insight.They must be equipped with all tools and skills needed for the transformation required.

Leadership committee must be trained and well oriented with the concept of "Change Leader-

ship" and its transformational manifestations ,and must be trained on all new dimensions of

"Change Management". And finally, they must be well equipped with the TRANSFORM Model

tools and concepts.

Leadership committee activation: After the committee preparation step; each "Change Leader" must be activated and placed in

his area of influence.The "Change Leader" must start to form his own team of "change agents";

that will help him in planning, implementations and follow-up for his functional role.

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Negotiate For Alignment4

Dealing with resistance is considered a core part of any change management

effort, thus winning this battle through alignment is a major success in the

change management process.

This phase help in analyzing and categorizing the "Resistance", whether it was

current or expected, then plan how to deal with each wall of resistance through

strategies and tactics; to reach alignment and perform the "Change" required

smoothly.

This phase deals with:

• Analyzing and categorizing the "Resistance".

• How to deal with the walls of resistance.

• Strategies and tactics to reach alignment.

• Networking to reach alignment.

Strategize The Vision5

Planning a strategic change needs a clear “Vision of Tomorrow” that is approved by all the change team and fulfills a major need for the organizational members. "Strategize The Vision" step deals with the very essence of any change plan; which draw the strategic direction for that change. It is considered the central and crucial step in the TRANSFORM Model; which emphasize the core strategic plan for the needed "Change"; after which steps of implementation start.

This step helps the change team to illustrate:

• The "Vision Of Tomorrow"• The long-term and short-term objectives• The grand strategy• Functional strategies and tactics• Transformational versus transactional actions• The priority matrix• The action plan • The budget segmentation

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Force Communication6

The main goal of any "Change "communication campaign is to move people

from indifference, to interest, to knowledge, to dedication, and �nally to action

for your change plan and your "Vision of Tomorrow".

The change team must use the suitable integrating marketing communication

mix that will cause the highest impact on people to endorse the change.

The Force Communication sector Illustrates:

• The Site Matrix and the categories of the message delivered.

• The Integrated marketing communications

• The Target audience and its customized messages

• The components of effective communication and its monitoring

Optimize Empowerment 7

Motivation is a crucial step in any organizational development effort; especially in

change management and transformation.

Motivation has to be balanced carefully between the moral, the spiritual and the

materialistic aspects; according to the change cause. This balance keeps the

belief of change and gains a catalystic fuel for the rest of the change road.

The Optimize empowerment section deals with:

• Internal & external motivational strategies

• The Customization for each target sector

• Training & development and their motivational impact

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Realize Innovation8

There is no successful transformation can be exerted on people without novel &

innovative ideas.

Change team must stress upon innovation projects to vitalize the spirit of transfor-

mation within people, and to leverage their sense of differentiation between the

past state and the present transformed one.

Change team must accomplish several successes along the change execution

period .They need both the short-term and the long-term success as well.

"Success realization" emphasizes two integrating meanings:

1. The ability to continuously make innovation successes real and life.

2. The ability to realize and acknowledge innovation successes to keep

the spirit of achievement.

Maintain Momentum9

Success is a road, reaching the ends needs much persistence, solidarity and

devotion to the change cause.

Accomplishing "Transformation" needs high effort in keeping the momentum of

change steps, and continuously measuring this momentum with a performance

management tool; that preserve the change effort from any deviation or loss.

Clear KPIs have to be gauged for all types of "Change" involved ;whether it was

culture or non-culture change.

This align all the "Change Efforts" in one direction ,and gives the ability to have a

holistic look for the comprehensive "Change Initiatives" in a more simple view.

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TRANSFORM Your Future

Contact us :

[email protected]

+2 012 257 00000

www.Transformmodel.com

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TRANSFORM MODEL