Change Model Portrait V2


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Change Model Portrait V2

  1. 1. NATHALIE HARRISON CHANGE CONSULTANT 077 119 119 17 CHANGE MODEL: 3 Dimensions of CHANGE C Communicate Evaluate E H How Governance G A Analysis N Nurture Procedure C Plans E H G A Policy Process N People
  2. 2. NATHALIE HARRISON CHANGE CONSULTANT 077 119 119 17 CHANGE MODEL: 3 Dimensions of CHANGE | 30 Steps to Success Managing change in any organisation is difficult to get right. Most change programmes fail due to simple errors, such as bad communications, insufficient buy in, failure to comprehend the complexity of the change from the start etc. The following ‘3 Dimensions of Change’ Model and associated ‘30 Steps to Success’ is a change framework I’ve designed to ensure no steps are overlooked when I’m managing the start up phase of a change programme. Feel free to use this as a guide, though getting it right of course, will still be up to you! The 3 Dimensions of Change are made up of 6 groups of activity: CHANGE ACTIVITY: These OUTPUTS: 1.Communicate activities in Information to engage people 2. How the change will happen turn Plans for managing the change 3. Analysing the change deliver… New business processes 4. Nurturing people through change New ways of working for people 5. Governance of the change programme New policies to manage the change 6. Evaluating the success New business procedures The ‘3 Dimensions of Change’ are formed by considering the relationship between the two correlating, opposite activities, as shown in the radial diagram. For example: Procedure C Plans • Communication is the start of E H nurturing and preparing your staff for change. Communications are for people! • The success of how you deliver the change will depend on how well you govern the change programme. Plans G A Policy Process will need to be policed • Analysing the change will only ever be of value if you evaluate that the N change has actually happened. New processes might need new corresponding procedures People © Nathalie Harrison Change Consultant 2010
  3. 3. NATHALIE HARRISON CHANGE CONSULTANT 077 119 119 17 30 Steps to Successfully launching a change programme The majority of these steps relate to understanding the change and its impact in advance of the change taking place. Communicate 1. Vision Statement & Strategy Roadmap 2. Stakeholder Map & Analysis 3. Identify Subject Matter Experts, change teams & Super Users 4. Communications Strategy & Plan How 5. Capture other Business Initiatives for change dependencies 6. Map Change: Identify what might help & what might hinder the change 7. Design Change Strategy & Plan 8. Transition Planning 9. Review Operating Model & develop Target Operating Model What’s HELPING [3 Ss] What’s HINDERING [3 Cs] ____________________________________________________________ Strategy Led Cost Drivers Simplicity Complexity (Technology) Senior Buy In Culture Analyse 10. As Is Process Mapping 11. To Be Process Mapping 12. Process Gap Analysis 13. Process Re-engineering 14. Benefit Analysis 15. Impact Analysis 16. Organisation Development 17. Business Readiness 18. Identify cultural & behavioural changes Nurture 19. Role Analysis 20. Organisation Design 21. Training Gap Analysis 22. Training Strategy & Plan 23. Engagement Plan 24. Design Change Toolkit & train change agents Govern 25. Review Business Policies 26. Programme & Project governance + Plans 27. Risks & Issues Log 28. Develop Business Case & ROI Evaluate 29. Establish Procedures, KPIs & Success Measures 30. DELIVER CHANGE + TRAINING, AND EVALUATE SUCCESS © Nathalie Harrison Change Consultant 2010
  4. 4. NATHALIE HARRISON CHANGE CONSULTANT 077 119 119 17 Change Phases Change management activity is almost always concurrent and iterative, though funding may be sought for phases of activity. The below diagram illustrates how the ‘30 Steps to Success’ might work alongside a phased change programme start up. Phase 1: Design the Change Phase 2: Understand the Change Phase 3: Deliver the change Communicate How Analyse Nurture Govern Evaluate Agree what the change is and Analyse the change in detail i.e. how it effects Undertake the what you want to communicate business processes change and about the change regularly Understand the impact on people and how you evaluate the Plan for how the Change is going will support and nurture them during the change success of the to happen change against Provide a clear governance structure during this the Business A detailed Plan and Budget should phase and the on going phases Case, procedures be produced for the next Analysis and KPIs phase An approved Business Case should be the only green light to progress to the next stage 3 Dimensions of change Procedure C Plans 1. Communicate to people and deliver the right E H training to ensure staff are properly nurtured during the change, and can deliver the change effectively themselves. 2. Have clear plans for how you will undertake the G A change and what policies will be required to govern Policy Process the change programme and organisation going N forward. 3. Analyse the process changes and establish what procedures are required to embed and sustain the People change. © Nathalie Harrison Change Consultant 2010