Watch the webinar: http://resources.kapost.com/change-management-process-marketing-webinar.html Change management is a leadership function. Do it right and it can be a career-maker. Do it wrong, and it can be a career-breaker. But Michelle Johsnston, SVP of Professional Services at Kapost, believes that marketers are the best-positioned to lead change effectively by approaching change the same way we approach marketing campaigns.

1. People, Process, and Politics
Managing Change for Marketers
Michelle Johnston
SVP Professional Services, Kapost

2. 2

3. 3
Copyright © 2018 Kapost. All rights reserved.
Change
Change is life.
Life is change.

4. • “I let it evolve naturally”
Have people “adopt it naturally”…they won’t
• Grassroots effort?
Change pushed from the bottom? Revolution
• Unmanaged, change adoption is predictably painful
and less than hoped for
• First…last…always:
Change management is a leadership function
Managing Change? Is that even a thing?
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5. I’m not a consultant…
I am not a psychologist…
I know marketing…not change management
5
Lucky for you, that’s a perfect place to
start!

6. A Quick Lesson in Change Theory: Try to stay awake…
Stages of
Change
Champion
I will be a
champion
Information with some
leadership involvement
sufficient here
Significant information and support
needed here.
Leadership involvement essential.
“I heard something
was happening”
“I understand where we
are going and what that
might mean to me”
“I know how I/we need
to work differently”
“I’m ready to do it the
new way”
“This is the way we do
things here, and here is
why it matters”
Participation
I will change
Acceptance
translated to
reality
Understanding
change impacts
Awareness
of desired
change
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7. This Is How You Win
Stages of
Change
Champion
I will be a
champion
Information with some
leadership involvement
sufficient here
Significant information and support
needed here.
Leadership involvement essential.
“I heard something
was happening”
“I understand where we
are going and what that
might mean to me”
“I know how I/we need
to work differently”
“I’m ready to do it the
new way”
“This is the way we do
things here, and here is
why it matters”
Participation
I will change
Acceptance
translated to
reality
Understanding
change
impacts
Awareness
of desired
change
Your Goal
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8. This Is What You Need Leaders to Do
Stages of
Change
Champion
I will be a
champion
Information with some
leadership involvement
sufficient here
Significant information and support
needed here.
Leadership involvement essential.
“I heard something
was happening”
“I understand where we
are going and what that
might mean to me”
“I know how I/we need
to work differently”
“I’m ready to do it the
new way”
“This is the way we do
things here, and here is
why it matters”
Participation
I will change
Acceptance
translated to
reality
Understanding
change
impacts
Awareness
of desired
change
Influential Leaders
Make It Happen
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9. Different Teams at Different Points
Stages of
Change
Champion
I will be a
champion
Participation
I will change
Acceptance
translated to
reality
Understanding
change
impacts
Awareness
of desired
change
Champion
I will be a
champion
Participation
I will change
Acceptance
translated to
reality
Understanding
change
impacts
Awareness
of desired
change
Champion
I will be a
champion
Participation
I will change
Acceptance
translated to
reality
Understanding
change
impacts
Awareness
of desired
change
9Copyright © 2018 Kapost. All Rights Reserved.

10. Different Teams at Different Points
Stages of
Change
Champion
I will be a
champion
Participation
I will change
Acceptance
translated to
reality
Understanding
change
impacts
Awareness
of desired
change
Champion
I will be a
champion
Participation
I will change
Acceptance
translated to
reality
Understanding
change
impacts
Awareness
of desired
change
Champion
I will be a
champion
Participation
I will change
Acceptance
translated to
reality
Understanding
change
impacts
Awareness
of desired
change
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11. Typical Outcomes Without Change Management
Realities of
Unmanaged
Change
Champion
I will be a
champion
Confusion
Fear
Resistance
Ineffective Initiative
Political Problems
Participation
I will change
Acceptance
translated to
reality
Understanding
change
impacts
Awareness
of desired
change
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12. “I don’t care”
Resistance
“I feel overwhelmed”
Denial & Immobilization
Bargaining
“Things might
get better”
Anger & Frustration
“It won’t
work”
“This is so
unfair”
Testing
“Maybe, if..”
Acceptance
“This is good.
We are
succeeding”
Individual and Organizational Response to Change
Time
High
Low
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13. Resistance
Denial & Immobilization
Bargaining
Anger & Frustration
Testing
Acceptance
Managing Change Supports Productivity
Time
High
Low
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14. Change Management Processes
● Vision
● Leadership Support
● Team and Targets
● Effective Governance
● Communication Plan
● Accountability
● Teamwork
● Systems and Processes
● Performance Metrics
Marketing Processes
● Campaign Objectives
● Leadership and Business Buy In
● Team and Targets
● Campaign Management
● Communication Plan
● Clear Responsibilities
● Collaboration
● Right Workflow
● Metrics
Marketing Expertise Maps Uniquely to Effective Change
Management
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15. Team and
Targets
Systems
and
Processes
Key factors that support successful Change Management
15
Clear
Vision
Teamwork
Leadership
Support
Effective
Governance
Communication Accountability Performance
Metrics
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16. • Know where you want to go
• Know who will be impacted
• Know what’s in it for each party
Think about this the way you would the goal of a campaign.
● What do you want the desired outcomes to be?
● Which persona/customers/stakeholders do you expect to reach?
● What will be the impact to each?
Vision
Clear
Vision
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17. • Identify the leaders who will have team members impacted
• What is the impact going to be for their teams?
• Who can these leaders influence?
• What will their challenges likely be?
This is an important step in any internal campaign. Or, like getting business unit buy-
in and leadership approvals to make your campaign successful.
● Where will you need leadership support?
● What key messages do you need them to deliver to their team?
Leadership Commitment
Leadership
Support
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18. • Identify production team
- What skills will you need and for how long?
• Define and document target audience
- Which persona/customer/stakeholder do you need to target?
As with any campaign, it will be important to identify your resources and your
target audience. Who will be on the team? Who are you going to target?
Which personas? Which stakeholders?
• Refine from your vision to make it real:
- Which persona/customers/stakeholders do you expect to reach?
- What are your desired outcomes for each persona/customer/stakeholder?
- What will be the impact to each?
Teams and Targets
Teams and
Targets
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19. Effective
Governance
• Who will help lead and manage your effort?
• Include leaders you need to have support effort
• Consider who are impactful influencers
How you will actually lead and manage a change, how you will govern it, is a step many are
tempted to omit. This is your strongest lever to move things forward effectively. Get leaders
involved, they can make it happen.
● Limit meeting length and time required
● Be very organized in the ask to the governance team
● Include this group systematically in your communication plan
Effective Governance
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20. Communication
• Build your communication and engagement plan
• Think carefully through your personas, messaging,
channels, and timing
• Pilot messaging and ideas before you launch
You likely know how to do this better than any other leadership function.
You can likely do it better than many “change specialists.”
Be sure to think systematically about the role you want leaders to play.
● Make it easy to message systematically
● Include regular, targeted talking points for leaders and champions
Communication
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21. Accountability
• Make it clear who’s accountable for what
• Review status and next steps
• Celebrate wins publicly when possible
This works best when participants are a) clear about their role and b) clear about their
responsibilities. Make both easy.
● Use your communication and engagement plan
● Update when necessary
● Let leaders know who’s successful (Healthy competition can help you)
Accountability
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22. Teamwork
• Encourage collaboration
• Make it fun when it can be
• Food helps—really!
Any significant change requires a collaborative approach to move from a theoretical vision,
to a reality within your organization. Creating opportunities for teamwork, rewarding
collaboration, and providing incentives for sharing the load will move your effort forward
more quickly.
● Highlight team efforts and collaborative results
● Be creative about how to reach a goal—together
Teamwork
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23. Systems
and
Processes
• Be creative…and systematic
• Use and execute your communication and engagement plan
• Clarify processes that are not well understood and document them
You may only face a small number of large changes in your career; being systematic in your
methodology will (perhaps counterintuitively) allow you to be more creative in your approach.
● Use a template or standardized toolset that allows you to easily share views with others
● Provide consistent updates to key leaders and champions
● Consider a calendar view so participants can see what’s coming
Systems and Processes
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24. Performance
Metrics
• Early in your planning, establish success metrics
• Determine how you’ll know that you’ve reached a goal
• Consider options to measure both lagging and leading indicators
Marketers get metrics—these are very similar to what you do consistently.
Consider early in your effort what measures might work and adjust as you learn more.
● Don’t wait to define the perfect measures; start with a pilot and refine
● Ask stakeholders what measures they think might work—they may have great ideas
Performance Metrics
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25. Some Quick Examples

26. Content US
Leadership
(Katherine
)
Define current stakeholders and initiative
teams
US and
EMEA
Divisions Prod
Mkting
Mar
Comm
Pharma
Events
Team
Digital
infrastructure
Demand
Gen budget
Demand
Gen COE
Public
Affairs
Thought
leadership
Pharma
(Carlos)
Healthcar
e
Education
Product
Demand
Gen
(Andrea)
Branding
Team
Events
Team
DigitalUno
LatAm
Sales Global
Agencies
Mar/com
m council
Global
Comm
(Eduardo)
Digital
Svcs (Sam,
Ella)
IT (Taiwan)
Global
MarCom
US Sales
teams
Global
Salesforce
Team
Media
Relations
Marketo
Team
DAM
Integration
Team
Global COEs
External
PR
Directors
Social
Team US
Education
US Sales
(VPs)
Regional Pharma
Leaders
Vertical Sales
Leaders
Divisional
Leadershi
p
Who will be impacted
directly by this change?
Who is currently using the X
that is changing?
Which teams will be
affected once the change
occurs?
Moving forward who should
we include to help support
this effort?
Medical
Technologies
All
Divisions Regional
MedTech
Leaders
APAC IT
Innovations
26

27. - Potential to Impact Success +
-EaseofInfluencing+
Later priorities
Prioritize Groups
Highest
priority
Near-term
priority
Later priorities
Mid-term
priority
Content US
Leadership
(Katherine
)
US and
EMEA
Divisions
Prod
Mkting
Mar
Comm
Pharma
Events
Team
Digital
infrastructure
Demand
Gen budget
Demand
Gen COE
Public
AffairsThought
leadership
Pharma
(Carlos)
Healthcar
e
Education
Product
Demand
Gen
(Andrea)
Branding
Team
Events
Team
DigitalUno
LatAm
Sales Global
Agencies
Mar/com
m council
Global
Comm
(Eduardo)
Digital
Svcs (Sam,
Ella)
IT (Taiwan)
Global
MarCom
US Sales
teams
Global
Salesforce
Team
Media
Relations
Marketo
Team
DAM
Integration
Team
Global COEs
External
PR
Directors
Social
Team US
Education
US Sales
(VPs)
Regional Pharma
Leaders
Vertical Sales
LeadersDivisional
Leadershi
p
Medical
Technologies
All
Divisions
Regional
MedTech
Leaders
APAC IT
Innovations
27
Prioritized groups

28. ● Their leadership (need to know what their leader wants to see)
● Key influencers in the broader organization
● Our outreach goal for engaging them
● What matters most to that group
● The key message we need to communicate
● Our approach for engaging them, such as channels and timing
● “An awareness milestone”: what it would take to make this group “aware” of a
content operation
● “An understanding milestone”: What it would take to make this group
“understand” a content operation
● There is an opportunity to define these milestones for the remaining three
groups
Define priority group needs and messaging
For each prioritized stakeholder group, document:
Then, for the top 6-8 stakeholder groups, further define:
28

29. Build Communication and Engagement Plan
COMMUNICATIONS NEED MESSAGE TARGET CREATION DETAILS
# Requestor
Planned
Distr.
Date
Status Topic/Title
Objective(s)
e.g., inform,
support
Key Messages Audience Vehicle
Responsible
Drafter
Draft
Date
Responsible
Distributor
Actual
Distr.
Date
Ex. Erica 8/25/18 Planned Why a Content Strategy and
Operation Matters
Inform Distinguish between
marketing and content
strategy
CC US Leadership,
US Demand Gen,
Global Demand Gen
Monthly
conference call
Daniel 7/27/18 Mandy TBD
1 Michelle 9/1/18 Planned Talking Points: FAQ Inform, Support Provide targeted leaders
with initial set of talking
points
All LT in Demand
Gen, US Regional
Sales, Education
Social Leaders
Webinar
Hosted by
Omar - Follow
up “Talking
Points”
Callie 8/2/18 Lara S. 9/1/18
2
3
29

30. 30
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