This document outlines a change management model and process called the "3 Dimensions of Change". It has three main components: 1) Communicating the change, 2) Determining how the change will happen, and 3) Analyzing the impact of the change. It also lists 30 specific steps to successfully launch a change program across six change activities. These include communicating the vision, stakeholder analysis, process mapping, training plans, change governance, and evaluating success. The model shows how the different change dimensions relate and can be applied across three phases: design, understand, and deliver the change.

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. 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. 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. 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