- The document outlines steps taken to create a path from strategy to behaviors through effective change management. This included developing a baseline change model, building a team of change professionals, and creating structures to support practitioners, build skills, and manage change maturity. Alignment of goals to leadership behaviors was also emphasized by leveraging executive sponsorship. Finally, the document notes that to change a culture, the standard language and currency must be addressed to define success criteria and motivate change through a unified vision and values.

1. Creatinga path fromStrategyintoBehaviors,thatiswhatwe do inChange Management - Managingthe
Changesthathave beenplanned forourpeople toprovide realizedbenefits.
Creatinga landscape toeffectchange isa critical component. Here ishow I have succeededinthis
endeavor.
-Create a baselinechange model forprojectchange execution,managementandmeasurement,
includingplaybook,tools,processes,templates,metricsandframeworks
-Buildateam of Change Managementprofessionalstosuccessfullyexecutekeyprojects,capture the
learningstosupportthe model andengage leadership
-Create a supportingstructure forchange practitionersasacommunityof practice to supportstandards,
role maturity,andleverage learningsbaseduponexperiencesinthe organization
-Create a supportingstructure tobuildskillsatthe practitioner,leader,manager,frontlinelevelsto
addressthe abilitytobe a 'catcher' and/ora 'pitcher'of change. Thisis accomplishedwithourLearning
and Developmentpartners.
-Create a Change ManagementSteeringCommittee,made upof Change Leaders/mature change
practitioners, tomanage the maturityandchange control of our tools,process,andpractice standards
and to make recommendations.
-Create a standardjobdescriptionforchange managementstaff
-Create a skillsmaturity pathforchange managementstaff;alignwithHRto create a specificjobcode
relatedtothisprofessionalskill
-Alignthe global strategygoalstoLeadershipbehaviors,leveragingexecutivesponsorshipandexternal
coachingresources,to
-Leverage sponsorshipfornexttierenrollmentintobehaviorandactionsrequiredtoexecuteagainstthe
global strategygoalswithineachbusinessunit
-Coordinate internal andexternalchange managementresourcesandcreate alignmentonterms,
processes,andmeasurements.
-Recognize thataculture isdefinedanthropologicallybytwokeycriteria:astandard language anda
standardcurrency. Whenchanginga culture these twothingsmuchbe addressed. Within businessour
definitionof whatthe ‘currency’is,requiresadefinitionof successcriteriaforindividuals,forbusiness
units,forprojectsandfor the organization. Creatingaunificationof these key‘currency’/motivators
enableschange. People coalesce aroundaVisionMissionValuesstatement –theychange their
behaviorbaseduponthe ‘currency’theyvalue.