The document provides an overview of Ron Leeman's Framework Approach to Change that was developed over 15 years to manage organizational change during IT implementations. The framework is modular and focuses on both technical solutions and business readiness. It includes elements like stakeholder management, communication, process changes, organizational changes, training, business readiness assessments, benefits management, and continuous improvement. The goal is to smoothly transition organizations to new ways of working when adopting new IT solutions.

1. The Highway of Change
A Framework Approach
to Change ©
developed by
Ron Leeman
“Your Chauffeur”
on the Highway of Change

2. IT Implementations & Change The Highway of Change
The implementation of any new IT solution/application can represent a major
change for an organisation and consequently will need to be well managed to
ensure that there is a smooth transition not only from the technical solution to
business ownership but also to a different way of working for the organisation.
The change effort needed is both resource hungry and complex and will require a
focus on getting the business ready to work with the proposed solution.
Over the last 15-years I have developed and implemented many bespoke
Business Change/Transformation approaches & strategies for organisations to
enable them to drive through efficiency programmes and achieve considerable
ROI/business benefit from their IT solution/application implementations.
These bespoke approaches have used as their basis my Framework Approach to
Change which is described in a bit more detail in the following slides. These slides
is not intended to describe a comprehensive nor prescriptive approach to
Business Change/Transformation, rather the intention is to give you a flavour of
some of the more necessary change components and associated tools &
techniques that will require consideration during the implementation.

3. Framework Approach to Change The Highway of Change
Modular …
This means that the framework can be used in its totality or you can “pick
and chose” which modules you want to use dependant on the change
initiative
People Side of Change …
Implicit in the framework are the following aspects:
CREATING AN MANAGING ENGENDERING ADDRESSING
ENVIRONMENT CHANGE CHANGE ORGANISATION
FOR CHANGE RESISTANCE BEHAVIOURS CULTURE

4. High-Level Framework The Highway of Change
COMMUNICATION
PROCESS ORGANISATION TRAINING AND BUSINESS BENEFITS CONTINUOUS
CHANGES CHANGES EDUCATION READINESS MANAGEMENT IMPROVEMENT
S ROLE
PROCESS TRAINING APPROACH HIGH LEVEL PLAN THE S
M HIEARCHY
DESCRIPTION
PLAN AGREEMENT BENEFITS IMPROVEMENT M
T & MAPPING T
A A
A DEFINE THE JOB IMPACT TRAINING QUESTIONS DETAILED IMPLEMENT THE A
N ‘AS IS’
N
K ASSESSMENT LOGISTICS FORMULATION BENEFITS IMPROVEMENT
K
A A
E E
G DESIGN THE JOB DESCRIPTION TRAINING MEASURE AND MEASURE EVALUATE G
H ‘TO BE’ AND DESIGN DOCUMENTATION MONITOR AND TRACK THE ACTIVITY H
E E
O O
M IMPACT ORGANISATION TRAINING ANALYSIS AND BENEFITS DECIDE M
L ANALYSIS DESIGN DELIVERY RESULTS REALISATION NEXT STEPS L
E E
D D
N OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS OUTPUTS N
E E
T T
R CHANGES FROM NEW JOB ROLES COMPETENCY BUSINESS BENEFITS SUCCESSFUL R
AS IS AND TO BE RESPONSIBILITIES PROFICIENCY READINESS AND PLAN AND KPI’S IMPROVEMENT
AND BUSINESS AND ORGANISATION AND GO LIVE ALIGNED TO AND CONTINUOUS
IMPACT DESIGN KNOWLEDGE ASSESSMENT BUSINESS CASE CYCLE
COMMUNICATION

5. Stakeholder Management & Communication The Highway of Change
My approach is wholly underpinned Extract from a 2008 IBM Making
by Stakeholder Management and Change work survey showing that
Communication. These are the two Leadership, Employee Engagement
factors that are key to a successful and Honest Communication are
outcome. Pre-requisites for successful change.
I start with Stakeholder Management
which once completed determines
your approach to Communication.
The Communication aspect can take
many forms but to an extent will be
determined by what channels are
already in place within an organisation.
I cannot stress the importance of these
two aspects.

6. Stakeholder Management Module The Highway of Change
IDENTIFY DEFINE ENGAGE PLAN
all impacted stakeholder with stakeholder
stakeholders map & groups stakeholders communication
CROSS
PROCESS DEPARTMENTAL HIEARCHICAL EXTERNAL
FUNCTIONAL
GROUPS GROUPS GROUPS GROUPS
GROUPS

7. Communication Module The Highway of Change
MESSAGES TO BE CHANNELS TO BE
COMMUNICATED COMMUNICATED THROUGH
STAKEHOLDER GROUPS FREQUENCY OF
TO BE COMMUNICATED TO COMMUNICATION

8. Process Change Module The Highway of Change
Once the Stakeholder Analysis has been completed and the Communications
Plan has bee determined the next stage is to start work on the processes that are
going to be impacted.
This is about initially creating a Process Hierarchy and determining at which level
process information needs to be captured. Once this is done then processes need
to be mapped. First the "As Is" and then following a period of critical analysis the
recommended "To Be“ processes.
It is helpful for end-users to get involved in the design stage of the new processes
so that they can provide their input and will be able to be involved and learn first
hand.
Comparing the “As Is” and the “To Be” will enable you to undertake an Impact
Analysis and identify where the major impacts are going to be and the associated
Stakeholder Groups that will be affected. This Impact Analysis will then need to be
communicated to the relevant Stakeholder Groups.

9. Process Change Module The Highway of Change
LEVEL 1 Business Area DEFINE
THE
H LEVEL 2 Process Group ‘AS IS’
I
E
R LEVEL 3 Business Process DESIGN
A THE
R LEVEL 4 Business Sub-process ‘TO BE’
C
H
LEVEL 5 Process Step UNDERTAKE
Y
IMPACT
LEVEL 6 Detailed Procedure ANALYSIS

10. Organisational Change Module The Highway of Change
The next stage is the Organisational Change that results from the Process
Changes. This refers to the way tasks are divided up and the patterns of
coordination, communication, power distribution and workflow associated with
this. There are four basic elements to consider when looking at this aspect:
• Reporting Structures.
• Working Practices.
• Job Design.
• Management Systems.
This aspect will have to be carefully managed and again input from your key
Stakeholder Groups is essential in the design of Job Roles & Responsibilities and
new Organisation Structure. The best structure is influenced by many factors
including company size, technology, and environment BUT ultimately strategy not
contingencies shape the structure (for better or worse).
This is the one aspect that people are most interested in as it involves "their jobs"
so cannot be underestimated.

11. Organisational Change Module
… Overall Considerations The Highway of Change
Overall/Team Structures Indirect/Matrix Reporting
Location of Core Functions Layout/Location of Departments
Reporting Lines Meeting/Committee Structures
Grading Structures Teamwork/Interaction
Staffing Numbers Problem Resolution Processes
Spans of Control Flexibility/Multi-Skilling
REPORTING WORKING
STRUCTURES PRACTICES
Roles & Responsibilities Performance Management
Skills/Competencies JOB MANAGEMENT Reward & Recognition
DESIGN SYSTEMS
Empowerment/Accountability Continuous Improvement
Decision Making Career Progression

12. Organisational Change Module
… Roles & Responsibilities The Highway of Change
ROLE DESCRIPTION JOB IMPACT JOB DESCRIPTION ORGANISATIONAL
& MAPPING ASSESSMENT & DESIGN CHANGE DESIGN
Define changes
Create a roadmap Determine the
Determine how an that need to occur
for managing all of nature of any
implementation to job roles for
the job changes changes to the
will impact jobs each new and/or
organisation
modified job role
PURPOSE PURPOSE PURPOSE PURPOSE
• Understand how the • Provide a design
• Identify what jobs
related job role of the new
will be impacted in • Define tasks needed
changes will impact organisational
which part of the to successfully
employees structure
organisation accomplish work
• Input to the creation • Prioritise needs and
• Determine what new • Provide input to job
of a strategy to address the most
knowledge/skills are evaluation
address employee critical organisational
required
impacts issues first

13. Training & Education Module The Highway of Change
The next logical stage is Training & Education which is all about training key
Stakeholder Groups on the new processes in relation to their new Roles &
Responsibilities.
Long before any actual training occurs it must be determined who, what, when,
where, why and how of training. This will invariably come from information from
the work on Process and Organisation changes and will reflect the following:
• Organisation and its goals and objectives.
• Jobs and related tasks that need to be learned.
• Competencies and skills that are need to perform the job.
• Individuals who are to be trained.
The final phase in the training and development program is evaluation of the
program to determine whether the training objectives were met. The end result
of this will be a competent and ready workforce.

14. Training & Education Module
… People Considerations The Highway of Change
Goals and Jobs and
Objectives Tasks
Competencies Individuals
and Skills to be Trained

15. Training & Education Module
… Logistical Considerations The Highway of Change
TRAINING ALIGNED TO ROLL-OUT NUMBERS TO BE TRAINED
TRAINING DELIVERY OPTIONS TRAINING DOCUMENTATION
TRAINING GUIDE
PROCEDURES
CLASSROOM e-LEARNING ON-THE-JOB CASCADE PROCESS USER GUIDES
TRAINING LOGISTICS
PREMISES & STAFFING COST
TECHNOLOGY BACKFILL IMPACT

16. Business Readiness Module The Highway of Change
Business Readiness is a term that means the Business’s ability to take on or adopt
what a project delivers so in effect anything that involves a change to Business
Operations requires an organisation to be ready for and adopt the change.
The following are the key stages of this component:
• Agree approach.
• Determine measurement areas, the key questions that need to be asked and
determine how each question will be scored.
• Issue questionnaires to the selected impacted community, receive feedback and
analyse.
• Issue results and take action as necessary.
This is a key aspect of the change process and it is extremely important that all key
project stakeholders input to this process and agree all relevant actions and
outcomes including any remedial change interventions resulting from the output of
the measurement process.

17. Business Readiness Module The Highway of Change
Bespoke or ADKAR or combined
AGREE Determine “readiness” target
APPROACH Determine questionnaire style
Agree questionnaire frequency
Determine key measurement areas
AREAS &
Formulate questions
QUESTIONS Gain agreement from stakeholders
Issue questionnaires to stakeholders
MEASURE &
Get feedback
MONITOR Analyse and prepare results
Prepare communication
ISSUE & ACT Issue results
ON RESULTS Discuss results
Implement interventions if necessary

18. Business Benefits Module The Highway of Change
This is about planning and managing the overall delivery of benefits related to the
change initiative. The activities cover tracking the benefits from their initial
identification in the Business Case/Investment Proposal to their successful
realisation. The Business Case/Investment Proposal presents information
necessary to support a series of decisions.
There are four guiding principles to Benefits Management:
• Performance only improves when people do things differently.
• Benefits arise when improvements are exploited to the benefit of stakeholders.
• Unless a benefit can at least be observed, it does not exist.
• A benefit must have an owner who is responsible for delivery of that benefit.
Benefits fall into two categories:
• Tangible e.g. Faster, Easier, Cheaper.
• Non-tangible e.g. Happier, More Content, Less Complex.
But both can be measured using the right Measurement/Tracking system.

19. Business Benefits Module The Highway of Change
K That performance Tangible
E 1 only improves when
people do things
differently FASTER
Y
Benefits arise EASIER
P when improvements
R 2 are exploited to the
benefit of
stakeholders CHEAPER
I
DEFINED IN N
Unless a benefit Non Tangible
C
I 3 can at least be
observed,
it does not exist
HAPPIER
Investment
P MORE
Proposal L Every benefit CONTENT
must have an owner
E
S 4 who is responsible for
delivery of that
benefit
LESS
COMPLEX

20. Continuous Improvement Module The Highway of Change
The next stage of the framework is called Continuous Improvement which is often
overlooked by organisations as this is about improving your processes as people
get to know and understand the changes that have taken place and will invariably
find easier and better ways of doing their work.
There are various approaches but the one that seems most prevalent is the Plan,
Do, Study, Act cycle (PDSA):
• Plan – what you want to happen or to achieve.
• Do – what you planned to do in the previous step.
• Study – the outcome and look at what happened.
• Act – on the results and your analysis of them.
Creating Continuous Improvement Teams out of your original key Stakeholder
Groups is the best way for this. Teams should be empowered by Senior
Management and meet on a regular basis and follow the cycle for each of the
improvement initiatives. It is important that successful initiatives are seen to be
implemented.

21. Continuous Improvement Module The Highway of Change
PLAN
• Check objectives
• Decide on desired results
• Plan tasks & activities
ACT DO
• Determine result • Create Team
• Positive result – implement • Implement plan
• Negative result – review • Refine plan (if necessary)
why
STUDY
• Observe, monitor, measure
• Evaluate outcome
• Consider results