The document discusses how to create and share a compelling case for organizational change. It explains that leaders are often unsuccessful at communicating change and only about half of employees feel changes are effectively explained. It then outlines the key components of an effective case for change: explaining why the current situation cannot continue, presenting a positive vision of the future state, and describing how the change will be achieved. The document provides examples and tips for developing an "elevator speech" to communicate the case for change concisely.

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David Miller
CEO
Welcome!
How to create and share a
compelling case for
organisational change

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David Miller
Chairman and Founder of Changefirst
 Founded Changefirst in 1995
 Experience across major changes
including; client strategy
implementation, technology roll-out,
business change process changes,
restructuring and quality management
 Passionately believes that people are
key to the successful delivery of
change within organisations
Introducing our presenter

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We will cover the following:
 Why a shared case for change is so important for change success
 Why people need to know this stuff
 Three key components for a powerful case for change
 How you can communicate the shared case for change effectively
 Top hints and tips – based on over 25 years’ experience

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Leaders are generally unsuccessful at communicating
change
 Only 40% of employees feel that changes are effectively communicated
at their organization
 Only 40% of employees think that the reasons for changes are clearly
explained.
 Only 50% of workers think company leaders are succeeding in building
enthusiasm for change.
Data from - Towers Watson 2014 Global Workforce Study

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Support
Act
Acceptance
Hear
Understand
Awareness
Use
Own
Commitment
Time
LevelofCommitmentLeaders need to do build commitment

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An effective case for change…..
 Why we can’t stay where we are (Imperative)
 Picture of the future state (Vision)
 How we will get there (Solution)
Slide 6
HOW?
Future
State
Vision
WHAT?
WHY?

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Why we cannot stay where they are (Imperative)
- Cost of status quo > cost of changing

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Where we are going (Vision)
- positive and clear picture of the future

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How we will get there (Solution)

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‘Elevator Speech’ Example – Santa Inc.
Imperative: We can’t stay where we are because………..
Many children have been receiving their presents after they wake up and
are sometimes not getting the presents they asked for! This is mainly
because of old fashioned, poorly managed sleigh technology. This has led
to unhappy children who are beginning to doubt Santa Claus exists.
Vision: When this change has been successful………
Our children will get the presents they wanted - before they wake up on
Christmas Day. Children will be happy.
Solution: To achieve this we will……….
Implement new sleigh technology that will improve our delivery processes.
In addition we will improve communication between the Children’s
Requests BU in Lapland and the Santa reindeer delivery team.
Slide 10

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“We are launching a transformation
initiative to create world-class equality
and improve diversity. We are going to
use an authentic game changer approach
to socialize... ”

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Elevator Speeches
 Easy to tell and re-tell
 Relevant to the audience
 Less than three minutes
 Use stories – but carefully!

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Create the Initial Change Description

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Build elevator speech plan initial communications
- focused on elevator speech

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Hints and Tips
 Urgency sustains change not fear
 Make the elevator speech a powerful tool to mobilize people:
o Relates to their knowledge of the business situation
o People internalize why they personally have to change
o Able to share the elevator speech with others
o Language simple and free of jargon
 Describe behaviour change clearly
 Ensure you have sufficient sponsor commitment to proceed

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Any Questions?

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e-change®
The Enterprise Change Management Platform
Build change management plans
Enabling organisations to deliver projects successfully
www.changefirst.com/e-change
Learn a robust change process
Assess people change risks
Collaborate with team members

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