Change
Complexity
Assessment
Introducing Change Complexity
Module 1 – Introducing Change Management

If you are currently working on one or multiple ch...
Complexity Scale – The Psychology of Change
Module 2

On the next slide is a framework to help you assess whether your cha...
How complex is yourIntroducing Change Management
Module 1 – change?
Key Questions 2 consider Psychology of Change
Module to – The

The questions that follow will help you to conduct an asses...
Scope
Module 3 – Establish the Change Management Team

• How complex is the change vision?
• What is the type of change? E...
Stakeholder Resistance
Module 3 – Establish the Change Management Team

• What is the demand for capability development an...
Culture
Module 3 – Establish the Change Management Team

• Are there likely to be many issues in the existing culture that...
Change Capability– Establish the Change Management Team
Module 3

• How much change is already going on and how well is it...
Capacity
Module 3 – Establish the Change Management Team

• What programme and portfolio management tools already exist th...
Be the CHANGE in your
organization and start creating an
environment that embraces and
thrives during change.
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Change complexity assessment

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Change complexity assessment

  1. 1. Change Complexity Assessment
  2. 2. Introducing Change Complexity Module 1 – Introducing Change Management If you are currently working on one or multiple change initiatives do you have a clear sense of the level of complexity involved? If you are managing a portfolio of change initiatives it is helpful to understand the complexity so that you can plan and prepare and see if there is likely to be issues with overlaps, dependencies and change saturation.
  3. 3. Complexity Scale – The Psychology of Change Module 2 On the next slide is a framework to help you assess whether your change complexity is level 1, 2 or 3 against scope, stakeholders, culture, change capability and capacity. Level 1 – Low complexity - developmental changes such as a system upgrade which may only impact one function and there is minimal resistance, normally can be implemented in 6 months or less. Level 2 – Medium complexity - transitional changes such as process changes across multiple functions, with some resistance, medium term implementation 6 months to 1 year Level 3 – High complexity - transformational in nature, such as new target operating model, longer term and is normally will be over 1 year, could have multiple phases and there is likely to be resistance as it requires a cultural transformation.
  4. 4. How complex is yourIntroducing Change Management Module 1 – change?
  5. 5. Key Questions 2 consider Psychology of Change Module to – The The questions that follow will help you to conduct an assessment to understand the level of complexity related to each of the areas. It should be used to determine where you project sits on the scale from level 1 to 3 and can then be used to identify any gaps and weaknesses you may face whilst implementing the change. Scope Capacity Capability Stakeholder Resistance Culture
  6. 6. Scope Module 3 – Establish the Change Management Team • How complex is the change vision? • What is the type of change? E.g developmental, transactional, transformational • How much process change is required? • How much will the structure be impacted? • How much technology change is required? • How likely is change saturation? • What is the level of risk associated with the project?
  7. 7. Stakeholder Resistance Module 3 – Establish the Change Management Team • What is the demand for capability development and change, and is it sufficient to overcome challenges and resistance? • What is the vision of change and is it agreed by key stakeholders? • Who holds the power to support or block change in this context? • Who holds visible power? • Where is the invisible/illicit power and how is it used? • What level of motivation to change do the different stakeholders’ have? • How important is the change initiative for them? • What incentives are there for them to engage with change? • What perverse incentives would stop them from engaging? • Have members of the leadership team made a commitment to act as sponsors of the change?
  8. 8. Culture Module 3 – Establish the Change Management Team • Are there likely to be many issues in the existing culture that will be relevant to the change initiative? • Is the vision for change consistent with the current organizational culture? • What level of resistance can be expected? • How much planning has been done to manage resistance to change? • Are you planning to introduce New Ways of Working? How will this be introduced? How much will change?
  9. 9. Change Capability– Establish the Change Management Team Module 3 • How much change is already going on and how well is it being managed? • Is there a history of adequately helping individuals make personal changes? • Is this change seen as a priority for this year? • Will human resource policies, practices and processes (e.g., salary and benefits structure) support or inhibit the change? • Does the infrastructure exist to enable employees by providing them with the appropriate tools and training? • What else is being done to build capability?
  10. 10. Capacity Module 3 – Establish the Change Management Team • What programme and portfolio management tools already exist that would help to plan, execute and monitor the transformation? • Are managers prepared to manage change? • Are there enough staff in the right places? • Are staff appropriately skilled to manage and implement the change? • Do we have the ability to recruit staff in a timely manner with the necessary skills/experience? • Do we have agreement on the required financial resources for salaries, operational costs and CAPEX investment?
  11. 11. Be the CHANGE in your organization and start creating an environment that embraces and thrives during change. ADD PHOTO If you want to learn more about how you we can help with your change please contact: info@thechangesource.com

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