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Change Management

A Framework for Managing the People Side of Change

 

In today’s organizations, change is constant. Whether the change is about processes, technologies, the structure of the organization, or something else, each change impacts how individual employees do their jobs. The success of the change depends on the success of change management in encouraging individuals to embrace, adopt and utilize a required change.

Based on our best-practices research, Prosci Methodology for change management supports individuals in transitioning from the current state to the future state, an approach that prepare, manage, and sustain successful project and organizational change.

Change Management is defined by Prosci© as “the [application of] the set of tools, processes, skills and principles for managing the people side of change to achieve the required outcomes of a change project or initiative.” A new technology or process does not generate value for the organization if people fail to use it. For organizational change to occur, the people within the organization must change. This is the root of Change Management: supporting individuals so they make the changes required to do their jobs.

Change Management Benefits

 

Over the last two decades, the discipline of change management has grown and evolved. The Prosci Change Management Methodology is a solid foundation for managing the people side of change to deliver results. With Prosci, the world leader in change management research and development, the success of your initiative depends on how individuals in the organization embrace and adopt these changes.  The data is abundantly clear. The better you apply change management, the more likely you will meet your objectives and return on investment (ROI).

The Three Levels of Change Management:

  • For individuals: to enable people’s success by supporting them through their personal change journey

  • On a project: to increase outcomes and return on investment by driving adoption and usage

  • Across an enterprise: to deliver strategic intent, mitigate saturation and improve agility by embedding change management

 

Prosci Change Management at any level ultimately focuses on how to help employees embrace, adopt and utilize a change in their day-to-day work.

ADKAR® is an effective tool for:

  • Planning change management activities

  • Diagnosing gaps

  • Developing corrective actions

  • Supporting managers and supervisors

The ADKAR® Model provides a powerful framework that breaks down change into distinct elements that help individuals understand the process of change and how to manage it. 

CHANGE MANAGEMENT FOR INDIVIDUALS

 

Organizational change requires individuals to move from the current state to the future state—which requires managing both the technical side and people side of the change. 

  

The ADKAR® Model describes the five building blocks or 'elements' an individual needs to achieve for a change to be successful. The word "ADKAR" is an acronym for the five outcomes an individual needs to achieve for a change to be successful: 

  • Awareness of the need for change

  • Desire to support and participate in the change

  • Knowledge of how to change

  • Ability to implement the change on a day-to-day basis

  • Reinforcement to keep the change in place

 

The ADKAR Assessment helps to identify any barrier points to change for individual roles so you can support these individuals in progressing through the change.

CHANGE MANAGEMENT ON PROJECTS
 

The disciplines of change management and project management are both necessary when executing a project or initiative. Each discipline brings the critical structure needed for effectively implementing change and achieving the results you want. Yet, change management and project management must work together to achieve successful change. Doing so creates a unified value proposition, which sets the foundation for tactical integration and delivers value across all aspects of the project, including both the people side and technical side.

While change happens one person at a time, project-level change management can help facilitate this change across groups. 

 

The Prosci 3-Phase Change Management Process guides leaders through the phases of change management activity during a project. 

CHANGE MANAGEMENT FOR ORGANIZATIONS

 

The Prosci Methodology is a structured process for driving organizational change, which includes the following elements:

  • The Project Change Triangle (PCT)

  • Prosci 3-Phase Process

  • ADKAR Model enables successful change at the individual level

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The Project Change Triangle (PCT) Model the is comprised of four aspects that are critical for a successful change:

  • Success – the definition of success for your change, which includes the reason for the change, project objectives, and organizational benefits

  • Leadership/Sponsorship – the direction and guidance for a project, including who is accountable for defining why a change is happening, how it aligns with the direction of the organization, and why it is a priority

  • Project Management – the discipline that addresses the technical side of a change, by designing, developing and delivering the solution that solves a problem or addresses an opportunity, within the constraints of time, cost and scope

  • Change Management – the discipline that addresses the people side of the change, enabling people to engage, adopt and use the solution

Project Change Triangle (PCT)

The Prosci Prosci 3-Phase Pro​cess provides a framework for achieving change at the organizational level. Through this organizational change management process, change practitioners work through three phases to achieve success project outcomes:

The ADKAR Model enables successful change at the individual level.


The activities/deliverables that make up the Change Management framework can be mapped to each component of Prosci’s Change Management ADKAR model.

 

CHANGE MANAGEMENT FOR LARGE SCALE/STRATEGIC ORGANIZATIONAL CHANGE

Programs or initiatives with significant change to the organization, effective change management for all impacted stakeholders is required. A successful implementation depends on fully prepared and engaged stakeholders.

 

The Change Strategy and Plan assesses the project from a Change Management perspective and is used to scope the change to determine the amount and types of Change Management activities needed to generate the required speed of adoption, utilization, and proficiency to achieve project benefits. Moreover, these changes are intended to minimize the productivity dip experienced during and after the implementation of a change and to reduce resistance.

The Organizational Change Management Plan includes:

 

High Level Impact Assessment

Determines the high-level impact for implementing solution for each impacted stakeholder group across:

  • People: A change in who does the work

  • Process: A change in how the work is done

  • Technology: A change in the tools or systems used to do the work

 

Change Impact Validation

  • Review change impacts with Leadership/Management and Teams

  • Adjust/add any new impacts that were not included or updated in the existing list

  • Validate the degree of change for impacted stakeholder groups (high, medium, low)

 

Change Management Plan

Determines estimates for input into the overall implementation plan across the following workstreams:

  • Executive Alignment and Sponsorship

  • Organizational Impact, Design and Alignment

  • Learning and Performance Support

  • Job and Organization Design

  • Business Engagement, Readiness, Change Management Effectiveness, and Implementation

  • Organization Transition and Sustainability

Strategic Organizational Change Management Essentials

The overall Change Management approach helps to facilitate the achievement of the desired business outcomes.

Executive Alignment and Sponsorship

  • Sustained, visible sponsorship - Strong, visible leadership is one of the keys to success on any large-scale transformation. Team members look to leaders for cues on how to behave and what actions to take.
     

  • Alignment of performance measures and incentives- Large transformation programs and its success depend on leaders effectively sponsoring and driving readiness within their organizations. This defines the strategy and approach for engaging and enabling leaders for and during the implementation.
     

  • Governance Framework - Individual sponsor plans that include intentional activities to maintain leadership visibility and commitment to the project.

Organizational Impact, Design & Alignment
 

  • The organization impact framework is the first step in the change management plan and provides input for all other change activities and plans. Information is gathered during workshops to determine the degree of change anticipated by stakeholder group by role and determines the impact on people, process, and technology changes (H, M, L). 
     

  • Change Impact Assessment - A Change Impact Assessment is an evaluation that quantifies how, when and to what extent each person will experience change due to project. The key change impacts, along with their magnitude, is directly reported to project leadership, as well as serve as the basis to direct the change team’s efforts

Communication Strategy & Plan
 

  • Defines communication methods, frequency, messages, and effectiveness - The Communications Approach ensures communications are targeted, drive the right behaviors, and inform users of the key information they need to know.

  • Communications Guiding Principles - The aim of the communications provides consistent and engaging messages to inform users of changes and how they will affect their everyday role.

  • Communication Strategy and Plan – Early in the project, a communications strategy is developed that would cater to the requirements of the identified stakeholder group over the life cycle of the project.

  • Numerous communication events in each phase –SharePoint site, Change Agent Network, etc.

Learning and Performance Support

  • Guiding Design Principles - The training needs analysis of the end user are central to the design of the Training Strategy, Materials and Delivery.

  • Learning & Performance Support - The objectives for Learning & Performance Support are to guide training materials, e.g., capability required for effective job performance, number of end-users, types of end-users, prerequisite knowledge and skills, appropriate training methods, physical location of end-users.

  • Training Approach - When preparing training, these components are included for effective training delivery. 

Job and Organization Design

  • Addresses the changes in role and structure that may be required because of the change -  necessary to respond to process changes that suggest new roles, jobs, and organization structures to make the workflow most effectively in the new environment. 

  • Vision & Strategic Alignment

  • Organization & People

  • Business Process

  • Location

  • Technology

  • Governance

Business Engagement, Readiness, Change Management Effectiveness, and Implementation

  • Business Engagement – Change Agent Networks - Involve the business early, establish a cadence for engagement, build capability, e.g., measure readiness through scorecards over the life of the project for Super User Network, Change Agent Network, etc.


  • Business Readiness- Business readiness activities ensure the change is successful from Day 1. The completion of business readiness activities prior to go-live will inform the Go/No-Go decision for the project. Include readiness measurement—tracking and scorecards to determine effectiveness of change activities and respond with mid-course correction where needed.

  • Data Readiness

  • Support Readiness

  • Cutover Readiness

  • Application Readiness

  • Compliance Readiness

  • Business Process Readiness

  • People & Organizational Training Readiness

  • Measuring Change Effectiveness - Change metrics are essential to inform the organization about its performance on various success drivers, engage & update the stakeholders and measure the target versus actual achievement of the program.

CHANGE MANAGEMENT CAPABITY:  

 

Organizations that implement change management capabilities had 2x more successful projects results.

 

To be successful in an environment of rapid, concurrent and continual change, organizations must grow their change capability. A mature change capability means:

  • Change management is the norm on projects and initiatives

  • Common change management processes and tools are consistently and constantly applied throughout the organization

  • People from the very top of the organization to the front line know and fulfill their roles in leading change

  • Making change management a core capability brings impressive project success across the organization and builds your organization’s capacity to embrace and succeed at constant change.

 

With excellent change management, employees:

  • Adopt changes faster, more completely and more proficiently

  • Stay engaged in the organization during disruptive change

  • Understand why the change is happening

  • Have the time and tools to get on board and feel heard and supported

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Coming Soon!!

New Book by Cathy Chargualaf,

Change Management PLAYBOOK

Release Date: 2023

DOWNLOAD:

Change & Business Readiness

BROCHURE

If you are interested in change management capabilities, contact us and we will schedule a consultation session to discuss your specific needs.

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If you have any questions,

please call

626-893-0340 

Experience

  • Over three decades of experience leading large scale organizational change, business readiness, executive coaching, operational readiness, business process improvement and re-engineering, and setting up enterprise change management offices and community of practices for change partitioners.

  • Founding member of the Association of Change Management Professionals (ACMP) and participated in the development of the ACMP Certification Standards and Governance.

  • Kotter Change Management Certification (Kotter)

  • Prosci Change Management Certification and Trainer (Prosci)

  • Change Management Certification (Colorado State University)

  • Process Design & Implementation: Reengineering and Change Management (Hammer and Company)

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Clients:

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