The document discusses key features of successful organizational change and transformation. It identifies factors like having a clear business case for change, strong leadership commitment, communicating the vision for change, involving employees in the process, and addressing potential barriers. It also outlines strategies for planning and leading change, building employee commitment, and overcoming resistance to help ensure the transformation is successful.

1. Change Management Think Piece Piers Schreiber [email_address] +44 7707 263 782

5. The Need for a Burning Platform

6. The Need for a Strong Foundation Create a shared, defined and robust view of the imperatives for change and performance requirement Decide on the vehicle for change (e.g. process redesign, cost reduction, culture change, closer alignment with customers) Assess the organisation’s readiness and capability for change Identify stakeholders

7. The Change Equation (Beckhard) Information about what is happening to the IFC and me, and why Changing individual behaviour requires both new information and new experiences Vision Dissatisfaction 1 ST Steps Costs $$$ Emotional + + > Information Experience Behaviour + = Perception X ( ) Experience of doing my work in new ways which reinforces the change and engages me potentially My perceptions of the organisation, its management and my own capability A shift in my behaviour and attitudes

8. Leadership Moving one or more people from where they happen to be to some other place Clear committed leadership is vital to the success of any change

13. Plotting Shifts in Commitment (Example) Line Managers Senior Team Board HR Employees Project Sponsor Key Players No Commitment Let It Happen Help It Happen Make It Happen Key: X = Present state O = Minimum commitment needed X X X X X X O O O O O O

15. Identify Strategies for Closing Critical Gaps Rewards Systems Resources Management Leadership People Culture/Behaviour Operating Principles Process Structure Strategy Strategy Gap Organisational Dimension

17. The Transition Curve: How Attitudes & Feelings Change Confidence Time “ I’m not sure I know what’s going on” “ I feel overwhelmed” “ I can handle this” “ We can’t do this. It won’t work. We’re not allowed” “ Actually, things might get better” “ This could be a better way of doing it” “ This way is more effective” “ S/he really made the effort to help us implement this change”

18. Making Sense of the Journey The information they receive Their work and how they do it The context in which they do their work The needs of the organisation To change their behaviour, employees need to see the link between:

19. Link between desired result & communication approach Level of change Level of involvement Tell Sell Consult Join Awareness Understanding (and Action) Acceptance/ Alignment Ownership/ Engagement

20. Choosing the Right Communications Tools & Channels Level of change Level of involvement Tell Sell Consult Join Awareness Understanding (and Action) Acceptance/ Alignment Ownership/ Engagement Newsletters, emails, memos, letters, notices Booklets, plenary sessions, presentations, videos, intranets Focus groups, working parties, suggestions schemes, consultative presentations Working sessions, 1-to-1 conversations, workshops, coaching

21. Information + Involvement to Build Commitment & Change Increasing Commitment Awareness of desired change Understanding of change direction Translation to the work setting Commitment to personal change Internalisation of new behaviour “ Yeah, I saw the memo” “ I understand where we need to go” “ I know how we need to do our jobs differently” “ OK, I’m ready to do it the new way” “ This is the way we do things here” Stages of Individual Behaviour Change Information with some involvement sufficient here Significant involvement needed