Many executives view change as something that HR "owns." This belief guarantees a failed change approach. HR can certainly support efforts by building a toolkit to supoort change efforts. However, effective organizational change is owned by all employees and driven by the executive sponsor. These two diagrams provide an illustration of how this can work.

1. Change Catalyst Model Specific Activities: milestones with metrics refinements based on end user feedback Change Toolkit: change roadmap communication plan education plan technology & templates End User engagement, input and buy in Leadership engagement, input and buy in Change Enablers: executive sponsor project team subject matter experts technology group Strategic Priorities Defined Change Drives Goal Achievement Executive Sponsorship

2. Strategic Communications Process Continuous, Iterative Process for Communication Stakeholder Analysis Communications Plan Use Communication Toolkit Feedback (Informal & Surveys) Plan Do Check Where am I today? What do I want people to do? What are employees’ needs? 1 2 3 What will I say? What will I do? What are the right channels? 4 5 Deliver the message? Check for understanding 6 7 Measure the results 8 Plan Plan Assess