…change is not about the management of change, as the true nature of change is potentially unmanageable. Change is about opportunity management; extracting, acting, managing, supporting and communicating opportunities…As Change Leaders, at times we don’t know what will be different, but we must be ready to support that difference. We support the workforce and customers until such time that “different” becomes “normal”… …success in transformation is not reliant on the change model chosen, but on the “personality and temperament” of the change leader, and their ability to make the right impact with end users, business stakeholders, senior management and customers…

1. Organisational Change Strategy
…the first 30 days – thought leadership on holistic,
enterprise change by Bob Panic
23rd March 2014
Final
…by Bob Panic,
Director & Principal Consultant
Rock Star Consulting Group
www.rockstarconsultinggroup.com
+61 424 102 603
bob_panic@me.com
Skype: bob.panic

2. 2
Introduction to Change & Management – a personal view
…change is not about the management of change, as the true
nature of change is potentially unmanageable.
Change is about opportunity management; extracting, acting,
managing, supporting and communicating opportunities…
As Change Leaders, at times we don’t know what will be different,
but we must be ready to support that difference. We support the
workforce and customers until such time that “different” becomes
“normal”…
…success in transformation is not reliant on the change model chosen, but on the
“personality and temperament” of the change leader, and their ability to make the
right impact with end users, business stakeholders, senior management and
customers…

3. 3
Core Elements of Change Strategy – Bob’s Roadmap for change
1. Develop guiding principals and support of the Change Program specific and
targeted to the organisation
 this is a melding of methods and strategies – never prescriptive, never just one
methodology
 Change must be supported from the top, and actioned from the bottom
 The change process or program itself must be seen as being able to change
2. Understand the true scope of the change and impacts – “Plan for Change”
 Develop an holistic enterprise wide view “change on a page” dashboard/calendar
and communicate – business and IT project view
 Agree on priorities – senior management
 Agree on funding and allocate $ for change – change has a price!
 Everyone in the organisation – from facilities to the Board of Directors – need to
understand the opportunity that the change will present to them (what is in it for me)
and their responsibilities in supporting the change opportunity
 Plan for delivery: the right actions defined and executed at the right time
 Plan for re-planning!
…an agent of change (Change Manager) is rarely static, and 80% of the time they should
be “out and about” walking, listening, observing, taking immediate action as needed and
ultimately preaching the change opportunity to all…

4. 4
Core Elements of Change Strategy – Bob’s Roadmap for change cont…
3. Organisational Design - Focus on developing a “Change Enabled” workforce
 more than training – a focus on empowering the workforce
 resilience training and support – not just during the Change Program but ongoing –
psychology and wellness
 more than workforce planning - Develop and build a flexible and dynamic workforce
able to be self sufficient, entrepreneurial in nature, confident in transferable skills and
supportive of the change opportunity – ethical and moral
4. Communication
 Develop the right message for the right audience, delivered at the right time , through
the right medium
 Continual feedback – open multi-way communication paths (internal and external)
 Fun! – take the edge off – Humour and positive messages
 Constancy and transparency
 Look at innovative yet cost effective communication methods including:
 Twitter
 Facebook
 SMS
 Intra company/team: Newsletters, Newspapers, flyers, change “show bags”
 Video – change YouTube channel!

5. 5
30 day Change Action Plan… the plan for change
 Develop holistic enterprise master change calendar and dashboard – this is a
living document and not just a point in time snapshot ensuring 100% relevance for
the Change Program
 Define specific plans for “inside” change vs. “outside” change – this would cover
all intra organisational change initiatives along with customer facing changes.
This strategy and action plan must factor that there would be two separate types
of change opportunities for two different audiences
 Develop “how will we support our workforce” plan and strategy
 Develop the concept of central change control: 1 person, 1 contact, 1 stop shop
change service
 Develop a change management service concept – change management must
be seen as a service to the business, staff and customers and must be able and
ready to support every element of the change opportunity journey

6. 6
30 day Change Action Plan… the plan for change cont…
 Define change services offered to the business and to customers
 Consultative service
 Provide strategy, direction and deliver support services and solutions
 Support the workforce, champion change, train and empower
 Act as a buffer for change and a spokesperson for opportunity
 Develop the guiding principals for the “Central Body of Change Control”
 Develop a central change practise and service for the entire organisation
 Change “body shop” central governance on the supply and support of Change
Managers to business and technology
 Drive the creation of a change management body of practise
 Understand the budget for change and priorities
 Determine authority and reporting
 Understand the constraints and limits (if any) to the change service
 Establish the “Enterprise Change Stakeholder Advisory Group”
 Start the engines… sometimes the best way to enact change is to just start doing
“stuff”, change by osmosis is the most powerful change you could hope for…