Phase 1

Planning, Building Visibility and Setting up

Key Activities

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• Stakeholder interviews to: 

  • Assess the history of the change

  • Find the compelling reason for the change

  • Understand their needs and way they like to engage

  • Assess high level impacts

• Set up Sponsorship

• Set up change team structure, governance, agree tools, and responsibilities (could include change champions)

• Provide input to business case

• Build the Change Narrative (with key messages)

• Decide the Change Strategy (approach)

• Map the Stakeholders and impacted teams

• Map the Influence Network

• Identify people risks and issues and build plan to mitigate these

• Provide input to business case

• Clarify the Success Criteria

• Build Change Plan

• Build Engagement Plan (Communications and Training)

• Agree measures and reporting

• Commence high level awareness communications

Phase 2

Building Readiness in Impacted Teams and Stakeholders

Key Activities

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• Build the Sponsor plan to get them out in front of people, setting the vision, answering questions and connecting with people.​

• Assess impacts in detail (in workshops with teams)

• Commence communications with more detail, to build understanding (including  regularly communicating decisions and assumptions - usually via a register)

• Establish a channel for feedback, questions and concerns (often email or phone)

• Commence training program to build skills in change (for people leaders), skills in the new process/system, and supporting skills (e.g. understanding different business units)

• Build recognition and rewards (for behaviour change)

• Assess business readiness

• Finalise rollout materials (Announcements, FAQs, scripts, posters, leader support guides, townhall etc)

Phase 3

Rollout and Transition to New Way of Working

Key Activities

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• Sponsor visibility activities (walk-the-floor, townhall, roadshow, video diary online etc).

• Subject Matter Experts availability (in person, or hotline) for people to ask for technical help

• People Leaders support plan in action (regular forums for them to share learnings with other leaders, scripts and FAQs for them to be able to answer questions)

• Monitor and support leaders with resistance management

• Commence rollout communications and follow-up training (more indepth and related to specific roles and teams, as they try out the new way and start to learn from mistakes)

• ​Set up team in the Control room to monitor rollout and business performance - provide immediate issue resolution and communication of issues and solutions out to business groups and stakeholders.​

• Gather learnings and communicate these widely

• Celebrate behaviour change, recognise and reward learnings and successes.

Phase 4

Sustaining Performance, Embedding and Review

Key Activities

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• Review and assess amount of behaviour change and resistance

• Monitor benefits realisation 

• Build plan for follow-up training where needed

• Commence "embedding change" communications from Sponsor and people leaders

• Commence refresh of training where needed

• Celebrate behaviour change, recognise and reward learnings and successes

• Workshop to reflect on the effectiveness of change activities