The document discusses establishing a network of change champions to support organizational change efforts. It outlines benefits of a change champion network such as reducing pressure on centralized teams and identifying issues. It provides sample objectives, roles and responsibilities, criteria, and collaboration methods for the network. The next steps proposed are conducting an introductory session for champions and having them meet to discuss and agree upon various aspects of their roles. Communicating and rewarding the champion network is also recommended.
Key success factors for Change Champions- Change Community of Practice Webina...Catherine Smithson
Discover the key success factors for Change Champions, drawing from our consulting team's experience and Prosci's 2016 Best Practices in Change Management Report.
Organizational Change Management for IT ProjectsDavid Solis
Final project of the Certificate in Innovation and Design Thinking.
Management organizational change framework to ensure the complete success of IT projects
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
Take a quick look at the change management readiness process for supervisors. This presentation shows project leader tasks compared to the Supervisor or Manager and helps Supervisors understand their role during change.
Organizational Change Management and CommunicationsEnamul Haque
OCM explained - Organizations are almost always in a state of change, whether the change is continuous or episodic. The Change Management and Communications Plan includes a strategy and framework to effectively engage stakeholders and communicate changes necessary across the transformation areas to achieve the desired results and sustain the benefits of the effort.
Key success factors for Change Champions- Change Community of Practice Webina...Catherine Smithson
Discover the key success factors for Change Champions, drawing from our consulting team's experience and Prosci's 2016 Best Practices in Change Management Report.
Organizational Change Management for IT ProjectsDavid Solis
Final project of the Certificate in Innovation and Design Thinking.
Management organizational change framework to ensure the complete success of IT projects
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
Take a quick look at the change management readiness process for supervisors. This presentation shows project leader tasks compared to the Supervisor or Manager and helps Supervisors understand their role during change.
Organizational Change Management and CommunicationsEnamul Haque
OCM explained - Organizations are almost always in a state of change, whether the change is continuous or episodic. The Change Management and Communications Plan includes a strategy and framework to effectively engage stakeholders and communicate changes necessary across the transformation areas to achieve the desired results and sustain the benefits of the effort.
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
20 Effective Ways to Involve and Support Employees During Organizational Change Catherine Adenle
Organizations that are change ready involve and support their employees during organizational change. They are those that plan and have a formal, systematic process for change. They build this into the culture of their organization.
Usually, they have clear leadership who engages employees and other stakeholders to develop a clear vision of desired change outcomes and ensure that an integrated communication, solid change management strategy, as well as strong employee involvement and motivation have the most influence in the overall success of the organization's change.
In addition, such organizations have an awareness of change and the acceptance that change, be it minor, continuous or major is constant. Not only that, they thrive in a community needed for change and they have the teams, resources and capacities to successfully implement and embed change in a seamless manner.
Such organizations have:
• A dedicated and trained change management team and mid-managers with strong ability to execute a change roadmap while engage employees through communication and actions...
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
Change Management - How to manage change in your organization successfully. A...HRM Toolshop
Is your organization facing some key changes in their Go-To-Market Offering or in the way the Business operates? Is your Executive Management Team driving a major Efficiency Program across all functions? Are you part of a (Global) Task Force for implementing a new Enterprise-wide IT System? Is your company planning a new Acquisition soon?
Having a step-by-step approach for managing any Change Project within your organization will enhance your success and credibility as an experienced Change Agent. It will provide you with the tools and checkpoints to ensure that any change results in higher business performance and highly engaged staff.
This Change Management How-to Guide explains in detail the 4 major steps in managing the change within your organization succesfully. You can use this manual as a guide during your projects, or as a development tool for your team.
Managing Remote Teams (Comprehensive) PowerPoint Presentation 146 slides wit...Andrew Schwartz
Managing Remote Teams (Comprehensive) PowerPoint Presentation
146 slides with Participant Handout
Today more and more companies are switching from in-house to remote teams. As the work structure changes, so are the skills required to ensure your remote team stays motivated, productive, and on track. Remote teams are teams that work outside the traditional office that may be separated by time or space and work through electronically linking into the organization.
PowerPoint Presentation Content Slides Include:
• Learning objectives for this presentation
• Definition/s of remote teams
• Etymology of remote teams (3 points)
• Crossing boundaries (4 points)
• Types of remote teams (8 points)
• Traditional work vs. remote work (10 points)
• Benefits of remote teams (9 points)
• Potential drawbacks to remote teams and how to combat them (10 slides)
• How to choose the right remote employee (9 points)
• Training and orientating remote employees (7 points)
• Communication tools (15 slides)
• Specific communication tools (7 slides)
• How to best communicate virtually (15 points)
• Building trust virtually (8 points)
• Creating a positive remote team culture (6 points)
• Creating accountability (6 slides)
• Trust in remote teams (12 points)
• Conflict in remote teams (11 slides)
• Things remote workers want their managers to know
• Tips for managing global teams
• Actions steps (16 points)
Best of all, our PowerPoint Presentations are Royalty-Free, so you may Use Them Over and Over Again. You may edit, add, delete and tailor these presentations to your specific audience and style.
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
20 Effective Ways to Involve and Support Employees During Organizational Change Catherine Adenle
Organizations that are change ready involve and support their employees during organizational change. They are those that plan and have a formal, systematic process for change. They build this into the culture of their organization.
Usually, they have clear leadership who engages employees and other stakeholders to develop a clear vision of desired change outcomes and ensure that an integrated communication, solid change management strategy, as well as strong employee involvement and motivation have the most influence in the overall success of the organization's change.
In addition, such organizations have an awareness of change and the acceptance that change, be it minor, continuous or major is constant. Not only that, they thrive in a community needed for change and they have the teams, resources and capacities to successfully implement and embed change in a seamless manner.
Such organizations have:
• A dedicated and trained change management team and mid-managers with strong ability to execute a change roadmap while engage employees through communication and actions...
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
Change Management - How to manage change in your organization successfully. A...HRM Toolshop
Is your organization facing some key changes in their Go-To-Market Offering or in the way the Business operates? Is your Executive Management Team driving a major Efficiency Program across all functions? Are you part of a (Global) Task Force for implementing a new Enterprise-wide IT System? Is your company planning a new Acquisition soon?
Having a step-by-step approach for managing any Change Project within your organization will enhance your success and credibility as an experienced Change Agent. It will provide you with the tools and checkpoints to ensure that any change results in higher business performance and highly engaged staff.
This Change Management How-to Guide explains in detail the 4 major steps in managing the change within your organization succesfully. You can use this manual as a guide during your projects, or as a development tool for your team.
Managing Remote Teams (Comprehensive) PowerPoint Presentation 146 slides wit...Andrew Schwartz
Managing Remote Teams (Comprehensive) PowerPoint Presentation
146 slides with Participant Handout
Today more and more companies are switching from in-house to remote teams. As the work structure changes, so are the skills required to ensure your remote team stays motivated, productive, and on track. Remote teams are teams that work outside the traditional office that may be separated by time or space and work through electronically linking into the organization.
PowerPoint Presentation Content Slides Include:
• Learning objectives for this presentation
• Definition/s of remote teams
• Etymology of remote teams (3 points)
• Crossing boundaries (4 points)
• Types of remote teams (8 points)
• Traditional work vs. remote work (10 points)
• Benefits of remote teams (9 points)
• Potential drawbacks to remote teams and how to combat them (10 slides)
• How to choose the right remote employee (9 points)
• Training and orientating remote employees (7 points)
• Communication tools (15 slides)
• Specific communication tools (7 slides)
• How to best communicate virtually (15 points)
• Building trust virtually (8 points)
• Creating a positive remote team culture (6 points)
• Creating accountability (6 slides)
• Trust in remote teams (12 points)
• Conflict in remote teams (11 slides)
• Things remote workers want their managers to know
• Tips for managing global teams
• Actions steps (16 points)
Best of all, our PowerPoint Presentations are Royalty-Free, so you may Use Them Over and Over Again. You may edit, add, delete and tailor these presentations to your specific audience and style.
Prosci Enterprise Change Management Boot Camp Info Webinar May 2016 Prosci ANZ
A 30 min overview of the 1 day public Prosci Enterprise Change Management Boot Camp presented exclusively in Australia and New Zealand by Prosci Primary Affiliate Being Human.
Learn how to apply Agile practices to change management and organizational development. This presentation was given at the Toronto Organizational Development Network meetup in March 2014.
A user story is a tool used in Agile software development to capture a description of a software feature from an end-user perspective. The user story describes the type of user, what they want and why. A user story helps to create a simplified description of a requirement.
How to champion ideas back at work (An Event Apart)berkun
An Event Apart, as the name says, is special indeed. But what happens when you leave? How will you act on what you’ve learned? This talk by show you how to bend the brains of your coworkers and clients to your will! You’ll get great advice on educating, inspiring and leading people who weren’t even at the event.
How to Think Like A Champion and Create Your Millionaire Mindset for a Prosperous & Profitable Lifestyle with 7-time World Marathon Swimming Champion, Performance Coach Shelley Taylor-Smith
Change Champion Wanted!
Ever wondered how you could address Change? This presentation shows what you need to do to become a successful Change Champion. Next to good communication and resistance management you will need to actively address barriers and the needs of the key stakeholders.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/we-are-the-change-champions/
Queen sang …
We are the champions, my friends, and we’ll keep on fighting ’til the end. We are the champions, we are the champions, no time for losers, ’cause…
A fitting anthem for Change Champions I think which is what this article is about… Change Champions as a network of individuals who are appointed to help with the execution and delivery of a change initiative.
I believe the use of Change Champions to help support and implement change in organisations is a critical success factor because they will help to manage the inevitable ambiguity, uncertainty and resistance associated with implementing change.
A network of Change Champions should ideally be launched in the early stages of any change initiative to ensure that they get up to speed and start to support the project team as quickly as possible.
Identifying Change Champions in each area affected by the change is an approach that can prove highly successful for embedding and sustaining change within an organisation.
I have split this article is into two parts:
1. What others say about the use of Change Champions.
2. Examples of how I have used Change Champions in some previous assignments.
Starting with …
Part 1. “What others say about the use of Change Champions”
Let’s first deal with how do you actually set up a network of Change Champions. The Change Source suggests the following 8-steps:
Seems to make sense to me!
Here are some examples from others related to Steps 1 and 2.
Are sponsors ‘for Christmas’ or ‘for life’? Have your say
Journey Assurance Royal Mail presentation created by Peter Horsted, and on the evening presented by Ashley Cox
evening event by the APM Governance Specific Interest Group
Tuesday 15 May 2018
Event write up:
https://www.apm.org.uk/news/are-sponsors-for-christmas-or-for-life-have-your-say/
In this webinar, Build Consulting expert Peter Mirus explains how to build a technology roadmap that will guide your organization to a successful future.
Peter draws on years of experience consulting with nonprofits on technology projects to give you practical steps to implement quickly.
Don’t miss this chance to learn how your organization can create a technology roadmap that is right for you.
As with all our webinars, this presentation is appropriate for an audience of varied IT experience.
This video is for managers or professionals that are responsible for cultivating or "driving" change for their organization. Metaspire Cultural Change tools can be customized to support any transformational or change initiative.
CHANGE MANAGEMENT REPORT 7
Change Management Report
Student’s name
Institution Affiliation
Date
Introduction
T-Moble, is a 4G LTE nationwide network that aims to deliver outstanding and best wireless experiences to customers who are looking for the best quality and value networks. T-Mobile operates under traditional management approach which is not compatible with being a sustainable organization. For T-Moble to remain competitive in the developing wireless industry, a change in a continuous process improvement culture is necessary. The management wants to explore integrating a corporate social responsibility program as their initial stage to becoming a sustainable organization. The CEOs can use Kotter’s model to carve a path of vision and focus for the 50,000 employees it employ’s. .Associations must arrangement for change keeping in mind the end goal to stay applicable in their industry. Anticipating change begins with a dream of what the organization might want to accomplish later on. Extend objectives must be characterized to take after change administration goals. The following stride is the proposed activity arrange for, which epitomizes the formation of progress. When thoughts are supported, a built up strategy for estimation ought to take after. John Kotter presented the "Kotter's 8 stage change model" to enhance an association's capacity to change and to build its odds of progress
Kotter’s Change Model Steps
Step 1 – Create a sense of urgency
This first step is making employees aware of the need and urgency for a change, support will be created. This requires and open, honest and convincing dialogue. This convinces employees of the importance of taking action. This could be accomplished by talking with them about potential threats or by discussing possible solutions.
Step 2 – Create a guiding coalition
It is a good idea to establish a project team that can occupy itself with the changes the organization wants to implement. This group manages all efforts and encourages the employees to cooperate and take a constructive approach. This coalition is made up of employees working in different jobs and positions so that all employees can rely on the group and identify themselves with the team members. Because of the open character, the groups can also function as a sounding board, which enables an open communication.
Step 3 – Create a vision for change
Formulating a clear vision can help everyone understand what the organization is trying to achieve within the agreed time frame. It makes changes more concrete and creates support to implement them. The ideas of employees can be incorporated in the vision, so that they will accept the vision faster. Linking the adopted vision to strategies will help employees to achieve their goals.
Step 4 – Communicate the vision
The most important objective of step 4 of Kotter’s 8 step change model i ...
OL 663 Milestone One Guidelines and Rubric In the final.docxcherishwinsland
OL 663 Milestone One Guidelines and Rubric
In the final project, you will be developing a change plan for the “Alaska Airlines: Navigating Change.” In The Heart of Change Field Guide: Tools and Tactics for
Leading Change in Your Organization, Cohen explains what is required from the leader and other parts of the organization to deliver Kotter’s steps successfully
as a change intervention.
Review the case study “Alaska Airlines: Navigating Change” and then complete the following: (a) State what actually occurred in the case regarding Kotter’s first
two steps of establishing a sense of urgency and creating the guiding team in a change effort and (b) reflect on what you think should have been done in the
change effort regarding those two steps. State your reflection as recommendations to implement Kotter’s steps 1 and 2.
This milestone will help you build Section I parts A and B of your final project.
A. Create Urgency
1. Describe a plan to create urgency within the organization and convince stakeholders that this change needs to take place.
2. What processes currently exist for implementing change? How will these processes need to be updated for the proposed change?
3. Describe the strategy you will use to get support from your employees. How will this strategy be effective?
B. Build a Guiding Coalition
1. Identify who should be involved in this guiding coalition. Provide rationale for each choice. Kotter likes 50% leaders and 50% managers with
experience, while others prefer the composition to be 33% leaders, 33% managers, and 33% informal leaders, but you can assemble the guiding
coalition as you see fit.
2. Determine steps you can take to ensure commitment from those involved. Describe those steps.
Guidelines for Submission: Your paper must be submitted as a 3–6-page Microsoft Word document with double spacing, 12-point Times New Roman font, one-
inch margins, and at least three sources cited in APA format.
Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information,
review these instructions.
Critical Elements Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value
Change Plan: Urgency Meets “Proficient” criteria, and
description is exceptionally
clear and contextualized
Describes a plan to create
urgency within the organization
and convince stakeholders that
the change needs to take place
Describes a plan to create
urgency within the organization
and convince stakeholders that
the change needs to take place,
but plan is misaligned with the
problem
Does not describe a plan to
create urgency within the
organization
20
http://snhu-media.snhu.edu/files/production_documentation/formatting/rubric_feedback_instructions_student.pdf
Change Plan:
Processes
Meets “Proficient” criteria, and
description is well supported
with examples
Identifies current pr.
We help Camden better:
Deliver its priorities in a way that is inclusive, outcome-focused and participative
Anticipate & respond to new strategic challenges & opportunities
Work collaboratively to deliver and embed change around Camden 2025 outcomes
We do this through better:
Prioritising what role we are best placed to play in supporting & leading change
Brokering support across Corporate Services and beyond to deliver priorities
Using the levers the council and our partners have to deliver change
Harnessing our different skills, knowledge & experiences to deliver change
Mobilising our partners & communities to tackle Camden 2025 challenges
Project Management is about delivering change, but change does not just happen, it needs to be planned, monitored and controlled. The APM Planning, Monitoring and Control SIG and the Enabling Change SIG held a fully booked one day conference called Planning for Change on 24th February 2016 in Birmingham.
Is it time to change your chapter structure? According to our Chapter Performance & Benchmarking Report, 1/3 of associations have made substantial chapter structure changes, while 1/3 are considering implementing changes.
We understand that change can be daunting. That’s why we’ll share various approaches, from small incremental adjustments to bold, transformative measures. Join us for an insightful webinar as we explore ways to adapt your chapters to meet the evolving needs of your members!
This webinar is hosted by Billhighway & Mariner Management.
Webinar: How Salesforce Launched Lightning in 7 StepsRebecca Saar
Learn how the Admin team at Salesforce planned and successfully rolled out Lightning Experience.
Watch recording here: https://admin.salesforce.com/webinar/webinar-salesforce-launched-lightning-7-steps
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2. The use of change champions to implement change in
organizations spans nearly five decades and there are numerous
benefits to creating a network of champions to support your
change effort:
• Reduce the pressure on the centralized team to deliver
change;
• Identify issues on the ground and raise them quickly to the
project team;
• Gather feedback on the communications campaign and
feedback to the change team;
• Identify key resistors of change;
• Assist with managing resistance to change amongst their
colleagues;
• Create super users to assist in training of users;
Benefits of a change champion network
3. 1. Define the objectives - sample
Collaboration
What do we want the change champions to achieve?
Gain experience of the ABC project on the ground and
share it with colleagues;
Promote the ABC project;
Identify issues and risks within their division/team;
Gather feedback on the change;
Accelerate problem solving;
Foresee potential areas of resistance / avoid problems
with resistance;
Become the main point of contact for their department
during and after the project;
Become super users and the main go-to person post
implementation.
Role Criteria Next StepsObjectives
4. 2. Define the roles and responsibilities - sample
Collaboration
What are the roles and responsibilities?
Understand the change the impact on employees;
Understand the key project milestones and timeline;
Attend project meetings as required;
Assist with project communications;
Attend focus group sessions to prepare for testing and
training;
Participate in UAT testing;
Attend classroom based training and participate in e-
learning training before users;
Become super users of system X;
Provide ongoing support to colleagues post Go Live;
Support new joiners with e-learning training.
Role Criteria Next StepsObjectives
5. 3. Define and agree the criteria - sample
Collaboration
Change Champions will:
• Have worked at organisation ABC for more than 2
years;
• Have availability to attend project meetings and
training sessions as required;
• Be able to translate the overall change vision for their
division/team;
• Act as a positive role model for the project;
• Be able to provide timely feedback to the project
team;
• Be charismatic and influential;
• Be trusted and respected by colleagues and seen as a
‘go to’ person;
• Be able to recognise resistance to change and be
supportive to their colleagues.
Role Criteria Next StepsObjectives
What are the criteria for change champions?
6. 4. Agree collaboration methods - sample
CollaborationRole Criteria Next StepsObjectives
Change Champion Kick Off session
Monthly project status updates
Quarterly champion face to face meeting
Project meetings as required to develop
communications, scenarios, prepare for training and Go
Live
E-mails
Intranet project page
Change Champion Awards Ceremony
How will we collaborate?
7. 5. Next Steps - Sample
CollaborationRole Criteria Next StepsObjectives
Conduct detailed
follow up meeting
Activate
Conduct Intro
session
Change Champion Network Active – add date
After Management volunteers champions the CM Team will
brief champions regarding the project and their role of in
achieving the project vision.
Send an e-mail to selected change champions providing
information on next steps in their new role.
Collaboratively this group meet to discuss and agree:
Provide a project overview
Provide a change management overview
Provide an overview of the Change Champion objectives
Provide details of the role and expectations
Agree methods of collaboration
Agree next steps
8. Communicate and Reward Change Champion Network
Ensure that the organization is aware of the change champion network by
providing contact details, a photo and ways to communicate with them. In
addition, ensure that the launch communication includes how the change
champions will support the organisation during the change. Ideally this
message will come from the project sponsor or a senior leader to ensure the
importance of the network can be expressed with senior leadership support.
One of the risks of becoming a change champion is that the organization will
continue to value and reward champions solely for their regular job duties,
which they continue to perform. If this additional role is not recognised,
valued, and rewarded, it will be difficult to persuade anyone to continue in
the role even though it is occasional. Conversely, if a high value is placed on
the role, the number of change champions will continue to increase, which
should produce substantial benefits to the organization.
9. Case Study
A large Government department was rolling out a new knowledge management system
for 5000 employees that were geographically dispersed. It was impossible for the
change management team to work closely with all those impacted so they asked the
Division Heads to select individuals to join a Change Champions Network.
The network was comprised of employees from across the organisation who served as
extensions of the change management team as “on-the-ground” champions to support
their colleagues and be the “eyes and ears” for the change management team.
The change management team provided the champions with on-going project updates,
information and tips which they shared with their colleagues. Periodic meetings and
conference calls allowed change champions to connect with each other and exchange
ideas about how to build commitment, as well as keeping the change management team
informed about issues and major areas of resistance that required attention.
In addition, the change champions assisted with rehearsals for training and Go Live,
helping the change management team to iron out issues and preempt likely areas of
resistance during implementation. The champions then became super users of the new
system and were the go to people within their division during the Go Live and the post
implementation support phase of the project.