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Change management for content strategy projects


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Discover the secrets of managing the people side of change in content projects. This presentation will help you:
• assess and prepare for the impact the change will have on your team and your company
• set up a sponsorship network that has your back and does your bidding
• help resistors move through the change so they don’t sink the ship (do it right and they’ll float your boat).
This presentation is relevant both for agency and in-house content strategists, whether you’re struggling with post-implementation quality decline or are setting off on a brand new project.

Published in: Internet
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Change management for content strategy projects

  1. 1. Change management for content strategy projects
  2. 2. How d’you do Kirk Grayson Principal, Pedamento Content Strategy Andrew Peachey Change Management Specialist
  3. 3. Let’s talk about … • What change management is – and what it isn’t • Where does a change plan fit in a project? • Keys to successfully managing change • Analysing & planning • Setting up your vital sponsorship network • Identifying and managing resistance
  4. 4. What is change management? And why is it important? 4
  5. 5. Managing change • Makes good business sense • Understanding – change is difficult • People need assistance and time to transition • Change management speeds the process
  6. 6. Installation vs implementation
  7. 7. On time On budget Technical objectives met Business objectives met Human objectives met Installation vs implementation 7
  8. 8. Who loves change? 8
  9. 9. The stages of grief (change) 9
  10. 10. 3 keys to successful change
  11. 11. 1) Analysis & planning 11
  12. 12. Defining the change • The difference between current and future states • Reasons for the change • Benefits of the change • Stakeholder inventory – each group that will be affected • Timelines • Measurement – how will we know how successful the change is? 12
  13. 13. Assessing readiness Understanding how each group is feeling about the upcoming change • Aware? • Supportive and positive? Factors that could have an impact: • Other changes at the company • Other major events (annual planning, budgeting) • Upcoming technology changes • Change history 13
  14. 14. What is a change plan? Where does it fit? • CM is scalable • CM is specific to each project • Change plans are part of a project plan • They’re flexible, changing to meet changing needs
  15. 15. 2) Cascading sponsorship “They always say time changes things, but you actually have to change them yourself” -Andy Warhol
  16. 16. Roles •Sponsors •Change Agents •Targets 16
  17. 17. Role of sponsor •Authorize, legitimize and demonstrate ownership •Have enough organizational power and/or influence to −initiate resource commitment, or −reinforce the change at the local level 17
  18. 18. Effective sponsorship Sponsors need to be: • aligned • active and visible 18
  19. 19. Change agents Have implementation responsibility through planning and execution. •Successful personal and company history •Knowledgeable about the field; believe in the project •Credible with key sponsors and target groups 19
  20. 20. Targets •Each group affected – including sponsors – are targets first •Targets need to know: • Impacts • Benefits - WIIFM • Is it real (really going to happen) 20
  21. 21. Successful sponsorship strategy 21 Authorizing Sponsor Target/ Reinforcing Sponsor Target/Agent/ Reinforcing Sponsor Target
  22. 22. Unsuccessful sponsorship strategy BLACK HOLE 22
  23. 23. Content strategy example VP Corporate Affairs VP Operations Director, Corporate Communications Manager Marketing Manager Digital Services Copywriter Videographer Digital Comms Specialist Social Media Specialist Director, Product Development Manager Product X Manager Widget Y Product Engineer Technical Writer Product Engineer Technical Writer Authorizing Sponsor Targets/ Reinforcing Sponsors Targets/Agents/ Reinforcing Sponsors Targets
  24. 24. 3) Managing resistance “Taking a new step, uttering a new word is what people fear most” -Fyodor Dostoyevsky
  25. 25. Resistance is… • Inevitable • Natural • Manageable • A sign you’ve touched on something important • A desire to control the change • A good thing 25
  26. 26. Resistance is not… • Logical • A sign of disloyalty • Something to overcome or combat • Personal • Designed to discredit your competence • Indicative of poor performance • A sign that the change process is out of control 26
  27. 27. Surface and validate • Explain the change in terms of how it impacts each group • Make it safe to surface resistance • Surface it early and keep it overt • Identify magnitude of the impact • Take action • Repeat the process 27
  28. 28. Involve •Give impacted people the opportunity for input •Defining the problem •Developing the solution •Designing the approach •Planning and/or executing the implementation 28
  29. 29. Communicate •A plan to support the change •Not one-way, top-down •Not once and done •Customized for impacted groups •Variety of formats, channels, media •Right message, right audience, right time 29
  30. 30. Train •Essential for a successful implementation •Build in $$ and time •Plan for ongoing training 30
  31. 31. Reinforce •Reward efforts at adoption •Increase effort needed to perform old behaviour •Increase negative consequences for old behaviour 31
  32. 32. Successful change “The world as we have created it is a process of our thinking. It cannot be changed without changing our thinking.” -Albert Einstein
  33. 33. Look for … Ownership & adoption • Commitment • Ability • Behaviour Plan for… •Ongoing governance, training, communication, reinforcement 33
  34. 34. Watch out for… •Lack of sponsor engagement or buy-in •Poor change history •Time-&-money constraints •One size fits all •Misaligned reward system 34
  35. 35. Tying it all together 35
  36. 36. Analyse the organization • Define the change • Assess readiness 36
  37. 37. Understand the people • People don’t love change • They need help to move through it 37
  38. 38. Cascading sponsorship is critical Authorizing Sponsor Target/ Reinforcing Sponsor Target/Agent/ Reinforcing Sponsor Target 38
  39. 39. Manage resistance through: • Involvement • Communication • Training • Reinforcement 39
  40. 40. 40 “Change is hard at first, messy in the middle and gorgeous at the end” - Robin Sharma