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1. Fundamentals of
Business Change
Your Company Name

2. 2
PRINCIPLES IN LEADING CHANGE
MANAGEMENT – TEMPLATE 1
Assess and adapt10
Leverage informal solutions09
Leverage formal solutions08
Lead outside the lines07
Engage, engage, engage06
Lead with culture01
Start at the top02
Involve every layer03
Make the rational & emotional case together04
Act your own into new thinking05

3. PRINCIPLES IN LEADING CHANGE
MANAGEMENT – TEMPLATE 2
Assess and adapt10
Leverage informal solutions09
Leverage formal solutions08
Lead outside the lines07
Engage, engage, engage06Lead with culture 01
Start at the top 02
Involve every layer 03
Make the rational &
emotional case together
04
Act your own into new thinking 05
10
3

4. LEAD WITH THE CULTURE
01 • 94% said that the organization’s culture was critical to the success of change management
• 74% saw it as more critical than strategy or operating model.
• Yet change leaders often fail to address culture—in terms of either overcoming cultural
resistance or making the most of cultural support
• Yet skilled change managers, conscious of organizational change management best
practices, always make the most of their company’s existing culture
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5. START AT THE TOP
02• Although it’s important to engage employees at every level early on, all successful change
management initiatives start at the top.
• Work must be done in advance to ensure that everyone agrees about the case for the change
and the particulars for implementing it
• The exercise included a leadership team effectiveness survey, which revealed that though
these leaders called themselves a team, they didn’t really see themselves that way.
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5

6. INVOLVE EVERY LAYER
03 • Strategic planners often fail to take into account the extent to which midlevel and frontline people
can make or break a change initiative
• Frontline people tend to be rich repositories of knowledge about where potential glitches may
occur, what technical and logistical issues need to be addressed, and how customers may
react to changes
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6

7. MAKE THE RATIONAL AND
EMOTIONAL CASE TOGETHER
04• Leaders will often make the case for major change on the sole basis of strategic business objectives
such as “we will enter new markets” or “we will grow 20 percent a year for the next three years.”
• Human beings respond to calls to action that engage their hearts as well as their minds,
making them feel as if they’re part of something consequential
• In any organization facing a challenging environment, the emotional connection
fostered by moves like these is likely to make a major difference.
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7

8. ACT YOUR WAY INTO THINKING
05 • Many change initiatives seem to assume that people will begin to shift their behaviors once formal
elements like directives and incentives have been put in place
• Managers will become clear communicators because they have a mandate to deliver a
message about the new strategy
• Start by defining a critical few behaviors that will be essential to the success of the initiative. Then
conduct everyday business with those behaviors front and center
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8

9. ENGAGE, ENGAGE, ENGAGE
• Leaders often make the mistake of imagining that if they convey a strong message of change at the
start of an initiative, people will understand what to do
• A global publisher undertook a major initiative to become more digital, putting in place far-
reaching structural changes
• Executives followed this with function-wide meetings where people could learn, for example,
about the prospective impact on finance or human resources
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06
9

10. LEAD OUT SIDE THE LINES
07 • Change has the best chance of cascading through an organization when everyone with
authority and influence is involved
• People influenced by them feel good about working for the organization and have
a desire to go above and beyond
• They are repositories of the organization’s culture. They are the ones approached by people
who want to know what’s really happening in the organization
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10

11. LEVERAGE FORMAL SOLUTIONS
08• Persuading people to change their behavior won’t suffice for transformation unless formal
elements—such as structure, reward systems, ways of operating, training, and development—are
redesigned to support them
• A law firm tried to professionalize its clubby culture, which clients perceived as
inwardly focused
• The team was delighted when a strong group of contributors volunteered and put in the time
required to design a robust development program and start engaging associates.
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11

12. LEVERAGE INFORMAL SOLUTIONS
09 • Even when the formal elements needed for change are present, the established culture can
undermine them if people revert to long-held but unconscious ways of behaving
• A top-tier technology company was trying to inculcate a more customer-centric
mind-set after a decade focused on relentlessly cutting costs
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12

13. ASSESS AND ADAPT
10• Leaders are so eager to claim victory that they don’t take the time to find out what’s working and
what’s not, and to adjust their next steps accordingly.
• This failure to follow through results in inconsistency and deprives the organization
of needed information about how to support the process of change throughout its
life cycle
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13

14. Fundamentals of Business Change Icons Slide
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15. ADDITIONAL SLIDES
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16. OUR MISSION
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17. ABOUT
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18. QUOTES MOTIVATION is
man your
DREAMS put on
work clothes.
Benjamin Franklin
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19. OUR
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20. FINANCIAL
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21. Our Target
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22. CHARTS AND GRAPHS
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23. PIE CHART
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24. COLUMN CHART
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25. THANKS! Address
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