Change Management Strategy

The Change Management Strategy is a tool that provides a high level overview of what is changing, including the scale and complexity of the change, as well as your approach to successfully managing the people-side of the implementation.

You should always develop a change strategy for each initiative and share it widely with your stakeholders and project partners.  This ensures everyone is aligned and on the same page about the size of the change, key details of the change (including the reason for it), and how everyone should approach it.

Below is an example of the elements of the change strategy we use with our clients.

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Section 1

Executive Summary

This section gives a brief overview of the strategy as well as a list of supporting documents (and sources of information)

Section 2

Nature of the Change

This section goes into detail about what is changing, why, and how complex it will be. This is important for you to decide your approach

Section 3

Change Management Approach

This final section describes how you will approach the change - e.g. will you roll it out in stages? use a pilot? or all at once in a big-bang?

Section 1

Executive Summary

  1. Purpose:

    • This document outlines a strategy for successfully managing the people impacts of the Program.

  2. Summary: …

  3. Other supporting documents: ...

Section 2

Nature of the Change

  1. The scope of the change:

    • The projects that sit under the program of work and how they align in a coherent way

    • What is actually changing Eg. Structure, Strategy, process, system, skills etc.

    • The impact of the change (the breadth of the change): how many teams will be impacted and when

  2. The compelling case for change:

    • Why this change needs to happen

  3. The length of the change:  

    • How long will the change take to fully embed in the business and start to realise the benefits

  4. Risks and issues:

    • what are the barriers to success for the change management plan e.g. change maturity in the organisation, assessment of ADKAR, is there coherence with the organisational culture …

  5. Assumptions:

    • that the change strategy is based on

Section 3

Change Management Approach

  1. Principles guiding the change management:

    • Eg. Confidential vs Widely known, people leaders own the change for their team, communicate with impacted people first and in person…

  2. Governance and structure of the change management team:

    • key decision-makers, reporting cadence, community of practice vs change champions…

  3. Roles and Responsibilities for delivering the change management:

    • Sponsor, People Leader role, Learning and development role, Human resources role, communication role, change champions, …

  4. Dependencies and supporting roles:

    • e.g. project roles, subject matter experts…

  5. Success criteria:

    • what does success look like for change management?

    • What will we measure, when and how?

  6. Communication and Engagement strategy:

    • how we will build awareness, motivation and reinforce the change e.g. narrative, channels, reward and recognition

  7. Learning strategy:

    • how we will build knowledge, ability and reinforce the change e.g. approach to technical vs people skills, critical skill gaps, channels…

  8. High Level Milestones guiding decisions:

    • timeline of milestones and decision-making forums that the strategy is based on

Continue Exploring Change Management

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Acknowledgement of country

 

Adaptive Change Mindset Pty Ltd acknowledges Aboriginal and Torres Strait Islander people as the Traditional Custodians of the land and acknowledges and pays respect to their Elders, past and present.

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Dr Debra Panipucci

Mo +61 402 814 902
Debra@adaptivechangemindset.com

 

Leisa Hart

Mo +61 410 314 641

Leisa@adaptivechangemindset.com

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Melbourne | Australia

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