BP01 - Recognition of Need
Identify the symptoms of change pressure and how the organisation's status quo is becoming unsustainable.
BP02 - Analyse Forces for Change
Analyse conditions to see what is creating the need for change, the strength of the forces and whether they can be pushed back.
BP03 - Select an Overall Strategy
Based on an analysis of the forces for change, determine whether you can take a proactive or reactive stance and the matching strategy.
BP04 - Create a Provisional Vision
Develop a starting concept for consulting people about where the forces for change can take the organisation.
BR01 - Identify Pockets of Denial
People or groups might deny that there is a need for change to maintain their current interests. Identify how they can accept the need.
BR02 - Prepare for Stress Reactions
Take into account that stress from decaying situation will have a dual effect, one to avoid the stress of change, the other to create the desire for a quick and easy solution.
BR03 - Manage Data Gaps
Identify gaps in data about what's happening. These gaps might skew the picture and lead to an ineffective strategic decision.
BI01 - Draw on People's Experience
Seek feedback about what people are experiencing to build a picture of the need for change.
BI02 - Explore Solution Options
Consult informed people about practical and technical solutions to current issues.
BI03 - Collect Customer Feedback
Ensure customer feedback is reported and collated to identify product and service delivery pressures.
BM01 - Collect Evidence
Gather evidence of forces for change, collating it to demonstrate that change is needed.
BM02 - Analyse Performance Trends
Benchmark performance and map trends over time, showing how effort, resources and results is changing and likely to end up if nothing changes.
BM03 - Scan for Opportunities
Look for opportunities that can be used to start turning things around, avoiding short term fixes that aren't durable.
BM04 - Identify 'Work Harder for Less' Dynamics
Identify operational stress factors that are demanding greater effort for fewer or at least no greater results.
BE01 - Review Strategic Data
Gather and review strategic data across the organisation to identify what is happening.
BE02 - Conduct Environmental Scans
Monitor industry, trends, regulatory and sovereign environments to identify the direction and strength of change forces.
BE03 - Develop Trend Based Scenarios
Map financials and economic data to expose trends and develop future scenarios for the organisation based of options for dealing with change.
BE04 - Review Stakeholder Signals
Interpret the feedback, strategies and signals from stakeholders and how they affect the future of the organisation.
BC01 - Focus on Feedback
Gather feedback from customers, suppliers, stakeholders and people withing the organisation to hear how they see what is happening to the organisation and its sector.
BC02 - Construct a Narrative
Build the narrative to explain the forces for change and their effect on the organisation.
BC03 - Build a Preliminary Business Case
Create the business case for change, showing the drivers for change, the risks of not responding and the benefits of changing.
BA01 - Meet with Key People
Explore with key people how the forces for change are at work and how they think they can be addressed.
BA02 - Develop Options
Explore optional paths forward based on the need for change and the data and feedback you gather.
BA03 - Design Consultation Materials
Prepare a consultation materials around the preliminary business case to use in the coming align phase.
BA04 - Design an Alignment Strategy
Prepare a process to start aligning leaders, people and stakeholders around a change strategy.
BN01 - Manage Stress in the Organisation
Anticipate rising stress and implement short term strategies to manage it.
BN02 - Promote Learning Organisation Dynamics
Encourage learning organisation dynamics to solicit opportunities for improvement and to manage current weaknesses.
BN03 - Appraise Existing Plans
Begin reviewing existing strategic plans and modify them if necessary to adapt to the coming transition period and avoid commitments that cannot be sustained due to changing conditions.
AP01 - Nominate Key People
Identify stakeholders and advocates of change who will be important for designing and implementing the change.
AP02 - Assess Resource Needs
Determine the resources needed for change, what the gaps are, how the resources can be accessed and who has control of them.
AP03 - Determine Knowledge and Skills Needed
Identify where the knowledge and technical skills are that the change will need.
AP04 - Develop Conceptual Plans
As people get on board, produce conceptual plans people can agree to about what the change will produce and the steps required to get there.
AR01 - Culture and Politics
Address cultural and political forces that might resist or derail change and offsetting them with forces in support of change.
AR02 - Limits to Resources
Plan and lobby to address funding constraints and liabilities due to limited resources or 'cost neutral' ambitions.
AR03 - Maladaptive Behaviours and Decisions
Rising stress and anxiety about change can lead people to behave or think in harmful ways. Take this into account when dealing with them.
AI01 - Peer Leaders and Early Adopters
Cultivate peer leaders and early adopters who may actively support change.
AI02 - Identify Possible Obstacles
Identify technical, functional or procedural issues that will encourage or hinder participation in change.
AI03 - Contain RumoursTitle
Avoid feeding rumours and draw conversations back to facts.
AM01 - People Management Skills
Build up managers people skills to ensure manager and supervisor capability to lead during the change.
AM02 - Draw Out Leaders
Identify leaders within the management group who can lead their peers or pilot the change.
AM03 - Develop Practical Options
Assess and suggest practical options to respond to the drivers for change.
AM04 - Cultivate Trust
Engage in practices that build up trust within the team and demonstrate trustworthiness to team members.
AE01 - Refine the Business Case
Incorporating the input of key people, build the business case for change and the approach to take to achieve it.
AE02 - Develop a Clear Vision
Create a vision of what things will be like once the change is achieved. This must be tangible and easy to communicate to others.
AE03 - Stretch Your Executive Reach
The change goes beyond business as usual so identify where it will stretch executive capabilities and set clear targets for them.
AE04 - Link Rewards to Outcomes
The change will become the top priority so identify how executive remuneration or rewards will be linked to the success of the change.
AC01 - Focus on Consultation
Consult and gather information to help build the case for change and get people on board.
AC02 - The Need for Urgency
Present the case for change and the need for urgency, the reasons the organisation must act now.
AC03 - Design Communication Framework
Select procedures and resources for communication that can be used during the rest of the change process so they are ready to go when needed. These include formal communication, FAQs, consultation and other options.
AA01 - Build a Coalition of Change Agents
Consult and recruit leaders and change agents to support and drive change across the organisation.
AA02 - Dedicate Resources
Start to negotiate and allocate resources and commitment to design and deliver the change.
AN01 - Nominate Change Resources
Agree on resources that will be allocated to implement the change, where they will come from and how they can be free up from current operating requirements.
AN02 - Prepare for Change Impacts
Identify potential impacts on business operations that can occur as the change proceeds and develop ways to contain and manage them.
AN03 - Interim Procedures
Establish interim procedures to maintain normal business during the period of change while incorporating necessary change activities.
SP01 - Make the Vision Compelling
Review the vision to ensure it demonstrates a clear and compelling path and destination for making the change.
SP02 - Prepare Detailed Plans
Develop detailed project, action, communication and other plans required to suit the nature of the change.
SP03 - Check Sufficiency of Data
Analyse the data gathered so far, looking for gaps and additional data requirements.
SP04 - Endorse Plans
Consult key stakeholders to ensure plans are practical and likely to achieve their intended outcomes.
SP05 - Confirm Plans Lead to the Vision
Check that the plans will build vision, seeking feedback from key stakeholders.
SR01 - Representative Concerns
Consult with unions and staff representatives to explain changes, expected pathways to get there and steps to protect people's interests.
SR02 - Undermining Behaviours
Identify key stakeholders and influencers who may resist or undermine change effectiveness. Consider ways to strengthen the attractiveness of change and the position of change agents.
SR03 - Technical Sustainability
Thoroughly assess the technical requirements and their suitability now and into the future, including the risk of complications leading to delays, cost blow outs, sector disruptions or vendor dependency.
SR04 - Sovereign Risk
Review the regulatory framework and existing commercial and social contracts that may limit what the organisation can do.
SI01 - Individual Involvement
Identify what involvement change plans require from individual contributors.
SI02 - Skills Analysis
Conduct a gap analysis for the skills people will need to do the change and perform in the new arrangements.
SI03 - Individual Benefits
Identify and promote the benefits to people of the change.
SI04 - Individual Costs
Identify costs to people as a consequence of the change (e.g. travel arrangements, career, family) and what can be done to ameliorate them.
SI05 - Personal Strategies for Disruption
Address how people can manage disruption while dealing with the change and getting work done.
SM01 - Clarify Managers' Delegations
Ensure managers have clear delegations, information and competencies to make effective decisions during the change.
SM02 - Prepare Local Unit Response
Managers identify how the change is likely to affect each business area and prepare strategies for managing impacts and implementing change requirements.
SM03 - Develop Interim Procedures
Prepare procedures for people to use during the change period (e.g. escalating issues, clarifying expectations and tasks).
SM04 - Manage Departures
If people will leave during or at the end of the change project, create opportunities to help them prepare for the job market and build up their CVs.
SE01 - Confirm Change Plans
Review and approve change plans, including governance implications, practical effects and wellbeing implications for people in the organisation.
SE02 - Keep Stakeholders On Side
Engage major stakeholders to inform them of your plans, including any shareholder, constituents or public reporting obligations on your organisation.
SE03 - Keep Promoting the Change Repeatedly
Move through the organisation, promoting the change and building confidence among people and leaders.
SE04 - Put the Change First
Put the change at the top of executive business priorities and ongoing communication and decision making.
SC01 - Focus on Direction
Repeatedly promote the need for change and the vision of what things will be like once the change is completed.
SC02 - Develop Communication Resources
Develop presentations and information pages that can be used by leaders throughout the organisation to summarise the reasons for change and the vision for the future.
SC03 - Keep Information Up-to-date
Provide information about the planned steps and the organisation's expectations during the change period.
SC04 - Ensure Regular Access to Communication
Commence regular communication updates about the coming change through channels people can easily access.
SC05 - Provide Individual Sessions Where Needed
Meet separately with people who are likely to be adversely affected by the change to discuss the path forward.
SC06 - Give Priority to People Exiting the Organisation
If there are lay-offs or contracts not being renewed, meet with these people before other information becomes public.
SC07 - Document and Share Progress
Start gathering and sharing FAQs, progress reports and emerging decisions.
SA01 - Regular Leadership Meetings
Lock in a schedule of change leadership meetings to monitor and act on change plans and emerging issues.
SA02 - Targeted Planning Sessions
Organise planning sessions for leaders and groups that have to work jointly or cooperate to implement the change.
SA03 - Add the Change to all Meeting Agendas
Make the change an item on meeting agendas for all involved people and teams.
SN01 - Keep People Informed about Responsibilities
Ensure everyone is informed about the processes and procedures required during the change period, especially variations to current practices.
SN02 - Free Resources to Work on the Change
Start modifying or reducing current work processes so resources can work on change requirements.
SN03 - Manage Stressors
Monitor stress levels, resource demands and team and stakeholder relationships to ensure they are kept in good health during the change.
IP01 - Implement the Plan
Apply the plan and its actions across the organisation, monitoring progress, addressing variations and responding to emergent issues.
IP02 - Leverage Quick Wins
Use milestones and achievements to promote and celebrate progress and early benefits to build people's confidence that progress is being made.
IP03 - Embrace Resistance
Use criticism or resistance as positive information that can help improve the quality of the change.
IP04 - Use Effective Project Management Methods
Where project work is required, ensure effective project management methodology is being applied.
IR01 - Harm from Delays
Delays in progress, while impacting on project work, can also undermine confidence or motivation to support the change.
IR02 - Weaknesses Covered Up
If errors or short comings in the change process get covered up and not acknowledged and addressed, it builds cynicism and mistrust for this and future changes.
IR03 - Alienating Critics
Interpreting resistance or non-cooperation as malicious trouble making can disregard and overlook the likelihood that change can generate some hurt, undermine confidence and damage trust.
IR04 - Self-interest ahead of organisational or shared interests
The ego, prestige, career ambitions or self-image of key people can subvert good change practice so they can further their own self-interest at the expense of others or the organisation's goals.
IR05 - Confining Responsibility to Project Managers
If responsibility is left to project managers and not shared by all leaders, then a lack of long term responsibility emerges with reduced commitment to address issues that fall out of the scope of deliverables by formal projects.
II01 - Keep Up to Date
Make the effort to keep up to date with changing requirements as the change progresses.
II02 - Engage in Problem Solving
Provide practical solutions to operational issues arising from the change, understanding that solutions from a single person's or group's perspective might not be suitable for the whole organisation's needs and have to be modified.
II03 - Work Closely with Supervisor
Consult with supervisor about issues arising from change and its impacts.
II04 - Prioritise Change Related Tasks
Recognise that change tasks have to be prioritised and other tasks modified during the change period.
II05 - Learn, Develop and Adapt
Learn about any new requirements for working with the changes, accessing training, coaching or peer support to build confidence working with the changes.
IM01 - Develop Skills for Leading Non-regular Business
Build up project management skills and capabilities for other tasks required for implementing the change.
IM02 - Increase Directive and Supportive Leadership
Focus on providing increased direction and clarity to people as the change gains momentum, so managers can reduce uncertainty and help people know what to do.
IM03 - Create Opportunities for People to Adapt
Provide training, coaching and peer support opportunities to help people adapt to the change.
IM04 - Pay Attention to Customers
Manage customer expectations during the change, ensuring their needs are met and that they remain loyal throughout the change process.
IM05 - Show Respect for People Terminated by the Change
If people are leaving as a result of the change, acknowledge their departure and the contribution they have made, publicly thanking them for their efforts and the support they gave their colleagues over the time they were with the organisation.
IE01 - Keep Advocating and Promoting the Change
Show clear and visible sponsorship of the change, using every meeting with people in the organisation to act as its champion and promote it.
IE02 - Put the Evidence Up Front
Repeatedly provide people with evidence of the benefits of the change, motivating them to engage in it and acknowledging their efforts.
IE03 - Support Those Who are Struggling
Ensure practical support is in place for people who find the change challenging. The support should be multi-faceted as impacts can be triggered at a professional, personal or domestic level.
IE04 - Fast Track Solutions
Use influence, networks and decision making authority to fast track solutions to problems, ensuring that people feel heard and can see the fairness in the process.
IE05 - Use Highest Positions to Facilitate Progress
Ensure the CEO (or the most senior relevant executive) participates to ensure high quality executive performance to make the change succeed.
IE06 - Resolve Executive Team Differences
Provide confidential forums to resolve competing interests or conflicts between executive team members.
IC01 - Focus on Clarity
Provide information quickly about decisions, processes and events that increase people's certainty about what is going on.
IC02 - Use Interactive Reference Groups
Conduct frequent reference group sessions with supervisors and other key people to maintain effective multi-directional communication about what's happening and emerging issues.
IC03 - Provide Consistently Accessible Update Information
Update people on progress, providing calendars of events, targets and activities, focusing on what is coming up, what's happening now and what has been completed.
IC04 - Highlight Achievements and Success
Use milestones and early benefits to build people's confidence that the change is taking effect, including celebrating achievements.
IC05 - Share People Stories
Share human interest stories about people across the organisation who have made an effort and achieved results working on the change, including stories of how people are benefiting from the change.
IA01 - Maintain Project Standards
Apply project management methods to keep project components moving forward.
IA02 - Act on Feedback
Use information raised by reference groups to continuously improve the process of change implementation, including if necessary the design of elements of the change.
IA03 - Invest in Change Advocates and Supporters
Keep focusing on supporters of the change, resourcing them and giving them a voice.
IN01 - Prioritise Change Actions
Prioritise the move to new arrangements, coordinating the cessation of old procedures and the adoption of new ones.
IN02 - Maintain Customer Service
Monitor for gaps in service or variations in customer expectations to ensure customers are familiarised with the change and still feel connected to the organisation.
IN03 - Review and Adapt Supplier Arrangements
Work with suppliers to adapt ordering and delivery processes and expectations to match the new requirements. Suppliers could be external or internal teams who precede your work in operational processes.
IN04 - Update Distributor Arrangements
Work closely with distributors of your products and services to make sure they understand any variations in what your organisation will now provide and how you will provide it.
CP01 - Confirm Changes are in Place
Conduct a review and obtain reports to confirm change elements are in place and functioning.
CP02 - Update Associated Policies and Procedures
Set up processes to audit and review pre-existing policies and procedures indirectly linked to the change to ensure they are modified to match the changed arrangements.
CP03 - Update Culture
Monitor for practices and artefacts in the organisation that reflect the pre-change state and implement guidelines for updating assumptions and practices across the organisation.
CP04 - Lock in Quality Improvement Processes
Set up processes to work through adoption and unexpected issues as the organisation learns and improves its performance post-change.
CR01 - Poor Implementation
Either with project elements or at different locations across the organisation, the changes may have been implemented poorly as a consequence of low levels of competence, resources, understanding or commitment.
CR02 - Poor Uptake
Especially when it comes to cultural or performance changes, the uptake may be poor due to people's inability or lack of willingness to give up familiar practices to adopt practices they might not do well at.
CR03 - Mistrust of Change Outcomes
If people are not confident the that the change went well or do not approve of the systems or resources it established, they are likely to engage in work-arounds, duplicate of systems or persist with their former methods.
CI01 - Practice Performance in the New Conditions
Don't expect to be perfect to start with but practice using new arrangements to increase comfort and levels of competence with the new processes and systems.
CI02 - Prioritise Quality Assurance
As people adapt there is an increased chance of error so focus on quality assurance while bedding down changes.
CI03 - Set up Learning Processes
Work with peers to share insights and learning outcomes to refine and improve how to do things as everyone adjusts to changed practices.
CI04 - Challenge Assumptions
Some of what people thought was normal no longer applies and some of what people imagine is new required may not be correct. Challenge and explore assumptions when they don't match the changed conditions.
CM01 - Promote Problem Solving Practices
As people bed down the changes, promote problem solving conversations and practices to reduce complaints or frustration as they adapt to the change.
CM02 - Monitor Progress after the Change
Add temporary measures to normal business management reporting processes to ensure progress is made in adapting to and performing in the changed arrangements.
CM03 - Report Issues
Promptly take issues to management team meetings and to executives to highlight issues that cannot be solved locally and initiate action to developing solutions.
CM04 - Confirm Changes to Local Procedures
Lock in local procedures to match changes, ensuring everyone is informed about them, understands where they apply and have the knowledge and skills to operating according to them.
CM05 - Address Survivor Issues
If people left the organisation as a result of the change, give the remaining people an opportunity to address how they feel before moving forward.
CE01 - Use Position to Solve Problems
When issues cannot be solved locally, use executive influence to fast track solutions.
CE02 - Lead Celebrations
Recognise that many people put in a great deal of effort to make the change success. Acknowledged this and create opportunities to celebrate their achievements.
CE03 - Renew Performance Frameworks
Review and renew the strategic and business planning priorities and documents to match new reality. This includes ensuring pre-existing stakeholder arrangements now match the organisation's new position.
CE04 - Say Sorry
No change ever goes perfectly and people get upset along the way. Apologise for things that went wrong, demonstrating that the organisation takes seriously the quality of people's experience, both in the current and future changes.
CC01 - Focus on Performance
Provide information about how to perform well and get the most from the system as people get used to using it. Share solutions to common issues across the organisation.
CC02 - Promote the Benefits
Highlight and promote growing benefits from the change, provide evidence in the form of data, testimonials and customer feedback.
CC03 - Acknowledge What Went Wrong
Acknowledge mistakes and efforts to redress them. Since people already know about them, the organisation lacks credibility if it's not a part of the conversation. Own up and take responsibility then promote solutions.
CC04 - Promote Success Stories
As people adopt the changes and the benefits start to emerge, share success stories and congratulate people on their achievements.
CC05 - Show Gratitude
A lot of people worked hard to make the change successful. Show gratitude for people's efforts, acknowledging individuals and groups.
CC06 - Move Content into Ordinary Communication Channels
Gradually close down change specific communication channels but make sure the consolidation messages are integrated into ongoing corporate communication processes.
CA01 - Measure Results
Confirm that the change has implemented what it set out to do. Measure results and gather evidence, with reference back to the original business case.
CA02 - Learn from the Experience
Gather lessons and insights from the change process and how the organisation adapted to the new systems. Feed this into the corporate knowledge processes of the organisation.
CA03 - Enable Improvements
Implement refinements and improvements based on growing experience of using the new arrangements.
CA04 - Manage the Shift from Change to Normal Business
Review policies and procedures across organisation, checking for compliance with changes and integration with pre-existing organisational processes.
CN01 - Finalise Migration to New System
Round off the change process by making sure related processes and resources are fully compliant with the requirements of the new system.
CN02 - Update Formal Performance Plans and Documentation
Update strategic and operational plans to match changed conditions, reviewing expectations and professional development plans for individuals and teams.
CN03 - Confirm External Stakeholders are Fine
Monitor customer, supplier and other stakeholder adjustments to changed situation, assisting them to adjust where needed.