This document discusses business change management models, tools, and techniques. It provides an overview of change management, including the three states of change (current, transition, and future), reasons change programs often fail, and popular change management approaches. It also discusses specific change levers like empowering behavior adaptation and the importance of focusing on behavior change. Throughout, it emphasizes adopting the right change approach for each situation, engaging stakeholders, establishing a clear future state, and addressing resistance to ensure change initiatives are successful and deliver the intended benefits.

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Contact Martin Moore
e martin.moore@breakthroughconsultancy.co.uk
m 07771 750 119
Models, Tools and Techniques for
Business Change Management
Business Change Management

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Change is a journey with strangers
when you’ll visit many unexpected
places on the way to the destination
which will be different to what you
thought it was

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Change management is the discovery
of solutions to multiple
organisational objectives and
worries - not a list of products, or
standard process or fixed outputs

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Business change management
The processes, tools and techniques
to manage the people side of change
in order to achieve the required
business outcomes and benefits

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Three states of the change journey
How things are
done today
How things will be
done tomorrow
Risky, fuzzy
period of change
Current
state
Transition
state
Future
state
Stakeholders
Organisation
Teams
Individuals
Groups
Managers
Complexity of change
Human Inanimate Abstract
Strategy
Policy
Business rules
Process
Procedures
Systems
Environment
Market
Culture
Values
Attitudes
Behaviour

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Most change programmes fail!
• In general, change is ineffectively managed and fails to deliver value
• 60% or less of expected value is delivered in three quarters of projects
• Large majority of organisations deliver out-of-the-box change – without
modification for each situation
• Most change is driven top-down and there is a willingness to accept the
risk this brings to programmes and projects
• Organisations rush to get benefits without planning for change – the
end results are unpredictable
• Benefits usually fail to materialise because of cost overruns and lack of
realisation activity
• Communication is ill-defined and delivered poorly

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Previous history of
change failures
Loss in
productivity
Process re-
design drag
and system
inflexibility
Lack of individual
capability and
capacity
Change fatigue
and lack of
understanding
Lack of
middle
management
support
No planning for
the whole
solution in the
business
Reasons for failure in change

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All change is
interconnected
Resistance is natural – part of making judgements
People use established mental maps to make judgements quickly
without detailed analysis of complex, interconnected initiative – there
is often insufficient information for any other way to decide on
commitment.
Change
conundrum
More
than one approach
essential to get
message across
Results are
unpredictable
within limits
Human systems
are chaotic
in nature
Change is
continuous
Understanding
content and
context is crucial

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Needed – to manage people through changeProductivity
Self-confidence
Morale
Time
Dawning
realisation
Shock/
challenging
Defensive
retreat
Reality
Acceptance
Engagement
Change
Adaptation
Growth
EVENT
Well managed change
Poorly managed change
Climate improvement
from increased competency
in change management
Motivation and related behaviours fail as uncertainty and
apprehension from insufficient knowledge increases

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Popular transformation approach – organisation’s view
Establish a sense of
urgency
Create the guiding
coalition
Develop a vision and
strategy
Communicate the
change vision
Empower the broad-
based action
Generate short-term
wins
Consolidate gains,
produce more change
Anchor new approaches
in the culture
1
2
3
4
5
6
7
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In parallel
In sequence
But what actually has
to be done and how?

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Choosing the levers for making change in detail
In order of popularity Pro Con
Appeal to
emotions
Communications focus
High energy observed
Cheap and straightforward
Simple context required
Facts become blurred
Management
action
Quick, clear direction
Good control
Negative effects
Alienation
Local change
agents
Responsive, personal
Long-run change lever
Loss of transparency
Threatening to managers
Empowering Behaviour adaptation
Uncomplicated appeal to
progressive thinking
Need to address whole
problem
Control easily lost
Autonomous
participation
Independent decisions
Satisfying for individuals
Irresistible force
Slow
High effort
Control required
Culture Strong, permanent
Highly visible
Very slow
Complex
Diffuse

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Behaviour adaptation – empowerment change lever
• This is probably the most effective lever - behaviour can be adjusted
by the right approaches relatively easily
• Traditional ways – training, coaching, mentoring, counselling – not
effective
• Best way is to specify behaviour and reinforce that based on chosen
change model, roadmaps and levers
• Sometimes just specifying behaviour is enough for people to change
• Process usually means running intensive workshops resulting in
detailed action plans for the organisation, management and staff
• Change agents work with individuals on their personal action plans
to mitigate change resistance
• Avoid trying to decipher deep personality issues and attitudes
• Deal with the whole problem – building on an established
relationship
• Encourage change through learning

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Practical advice
• Focus on outcomes first – measure and reward
• Adopt and follow an agreed business change approach
• All change situations are different – there is no off-the-shelf solution
• Describe the future state in terms of organisation, structure, IT,
processes, systems, resources
• Apply the change levers as multiple ways of making change happen -
communications should always be a change level by default
• Focus on behaviour and habits which are exhibited in resistance
effects
• Prepare the change transition roadmap for use in the mandatory
transition workshops and capture output as transition action plans
• Fulfil plans for the team and, more confidentially, for staff -
perceived control and openness is important
• Use change agents as a fall-back change lever and encourage
change champions to spread the word and provide support

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Cautions
• Be aware of the effects of perceived control in morale/time curve
• Show progress towards success is a requirement in successful
change
• Do not work at change in isolation – the organisation is a complete
system and any lack of alignment between what is in scope and the
rest of the organisation will be punished
• Feed the organisation’s resilience to maintain capacity and
capability is vital
• Be ready to go back to the drawing board at any time when activity
fails to deliver – having more than one change lever helps
• Remember that change management is a psychological tool; like
psychology there is not just one model or method because the
subject is people and their minds; do not be discouraged if one
approach gives poor results – try again; also do not rely on one
approach even if the initial results are good

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Vision Alignment
Change
mobilisation
Approval
Climate
assessment
Transition
roadmap
Business
readiness
Change
impact
Sustain
Inclusive approach to business change management
Communications and stakeholder engagement
Change approach
Changes agents
Terms of reference
Success measures
As Is and To Be
states
Blueprint
Organisation values and policies
Project Plan
Other initiatives
Maturity
Climate
Results
Training
approach
Stakeholder map
Stakeholder
engagement
Communications strategy
Communications plan
Launch
Events
Messages
Updates
Success
Monitor
Review
Change
delivery
Impact workshops
Results
Feedback
Change roadmap
Planning workshops
Action plans
Assessment
Results
Feedback
Monitor
Planning/change levers
Barriers/resistance
Train the trainer

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The world is full of people who were
right but everybody including
themselves didn’t have the faith to
persevere in putting ‘right’ into
action

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End