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Starting the Change Process

Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

Starting the Change Process

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Starting the Change Process and all of its contents are fully copyright and protected by Copyscape Online Plagiarism Scanner and fall within the terms and conditions as published on the website: http://www.strategies-for-managing-change.com/disclaimer.html In addition to those terms and conditions: You may not resell, repackage or republish any of this material in any form. You may also copy and distribute this whole document to others as long as you do not alter or amend any of the material and you respect my copyright.

Stephen Warrilow http://www.strategies-for-managing-change.com Lynton Glenthorne Ltd

Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

Starting the Change Process

Contents

Contents.................................................................................................................... 3 Welcome................................................................................................................... 4 Why the astonishingly high 70% failure rate?............................................................ 5 5 Guiding principles to incremental and step change ................................................. 7 Assessing the case for change.................................................................................... 8 The single biggest issue re managing change............................................................. 9 8 key strategies for managing change ...................................................................... 10 4 key steps to incremental change ........................................................................... 12 How to shape your step-change initiative ................................................................ 16 The 3 Keys to realising the benefits of step change.................................................. 17 Recognising the emotional dimension of leadership ................................................ 18 How to reduce the risk of failure of any major business initiative ............................ 19 How to create a programme..................................................................................... 21 Leadership quotes ................................................................................................... 23 Strategic questions .................................................................................................. 27 How I can help you ................................................................................................. 30

Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

Starting the Change Process

Welcome

Firstly, I want to say welcome as a visitor to http://www.strategies-for-managing-change.com and thank you for subscribing to this free report. However, if you havent done so already, may I take this early opportunity to invite you to subscribe to my fortnightly Ezine? Have a quick look here: http://www.strategies-for-managingchange.com/starting-the-change-process.html Let me give you a quick heads up. This site was launched in early 2009. My intention was - and remains - to build a change management themed informational site, specifically for the non-expert director or manager, and to broaden the range and scope of what this site offers so that it becomes a truly valuable resource - ultimately the premier online resource. I do hope you find these materials interesting and of value. Feel free to contact me at any time stephenwarrilow@tiscali.co.uk Best Wishes Stephen Warrilow

PDF Research Tools & Free Third Party Resources


I frequently get emails from people asking for material on very specific aspects of change management, so if you are a student or a researcher or just interested in finding more in depth information then I recommend the PDF research tools that are now available on the site. Unlike a typical google search that will produce a listing of websites deemed relevant to the search words, these tools search on PDF documents located within websites. Given that some of the "best" data on websites is stored within PDFs that are not easily accessed, these search tools will reveal a host of new (and largely free) data in the form of articles, research, interviews and other publications. Why not try it now just enter a search word or phrase and see what it reveals. The tools are here: http://www.strategies-for-managing-change.com/change-managementarticles.html#pdftools-link Also check out the many free (and recently updated) resources at: http://www.strategies-for-managing-change.com/change-managementarticles.html#thirdparty-link

Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

Starting the Change Process

Why the astonishingly high 70% failure rate?

This document is a brief introduction to some of the key themes and key points that you need to consider in starting the change process. So what is change management? The traditional project approach to change management - sees it as a set of tasks that if executed successfully get a result. In other words the typical process led approach which has failed so consistently and so spectacularly over the last 20 years! In my view, at root, change management is about process and people. But even process is just about people doing stuff... so ultimately it's all about people and processes that work for people.

There are 3 main reasons for the astonishingly high 70% failure rate of ALL business change initiatives:
(1) Gap
The gap between the big-picture strategic vision and successful implementation - at the front-line.

(2) Resistance
The "hidden and built in resistance to change" of organisational cultures, and the lack of processes and change management methodologies to address this.

(3) Impact
Failure to take full account of the impact of the changes on those people who are most affected by them.

Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

Starting the Change Process

Research findings

Prosci is the recognized leader in business process design and change management research, and is the world's largest provider of change management and reengineering toolkits and benchmarking information. [This is not a commercial - I'm just establishing their credentials!] They are the publishers of "Prosci's Best Practices in Business Process Re-engineering and Process Design" which is based on research with 327 organisations worldwide. The objective of this study is to provide real-life lessons from the experiences of project teams recently or currently involved in business process re-engineering projects.

4 key lessons learnt

Key findings in the latest report show: (1) "More effective change management" - is the main thing that project teams would do differently on the next project. (2) Top management support of teams and their projects means they were more likely to complete their project at or above expectations. (3) The planning stage was universally regarded as the most important phase in the project - because this was where scope and roles were defined. (4) The primary obstacle to a successful implementation was resistance to change. This was mentioned 6 times more that any other factor. Clearly the single biggest reason for the astonishingly high 70% failure rate has been the over-emphasis on project process rather than the people aspects - the failure to take full account of the impact of change on those people who are most impacted by it. Closely allied to that reason is the lack of process to directly address the human aspects of change. Properly applied, this is exactly what the holistic and wide view perspective of a programme-based approach to change management will deliver.

Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

Starting the Change Process

5 Guiding principles to incremental and step change

Clarity - in all areas - especially of the business need for the change, of the
specifics of the change, the benefits of the change, and most importantly the impacts of the change.

Communication - constant communication - two-way communication that explains clearly what is happening or not happening and why; that listens actively and demonstrates to people that you have thought through the impacts of the change on them; and that you are prepared to work with them to achieve what you want - i.e. their commitment to the change - by addressing what they want and in making it work for them.

Consistency - in all aspects of the way in which you lead the change - manage
the implementation - handle the communication - and ensure the realisation of the benefits of the change.

Commitment to inspiring and leading the workforce ideally with transformational leadership and total ownership of the programme and visibility in that role.

Capability - constant attention to the management of the tasks, activities, projects and initiatives that are delivering the capabilities into your organisation that will deliver the benefits that you are seeking, thus ensuring that your people have the full resources and capabilities they need to support them through the change.

Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

Starting the Change Process

Assessing the case for change

Force field analysis is the creation of the American social psychologist Kurt Lewin, widely regarded one of the early 20th century founders of modern psychology, who developed the change model - known as "Lewin's Freeze Phases" - and which still forms the underlying basis of many change management theories models and strategies for managing change. In Lewins view, organisations can be seen as systems in which the current situation is not a static pattern, but rather an "equilibrium" - or dynamic balance of forces working in opposite directions. Thus, any change that may occur is dependent on a shift in this balance or equilibrium where the driving forces need to exceed the restraining forces. According to Lewin: "An issue is held in balance by the interaction of two opposing sets of forces - those seeking to promote change (driving forces) and those attempting to maintain the status quo (restraining forces)". Force field analysis provides a framework for looking at the factors or forces that influence a potential change situation, and is thus a useful tool for assessing the viability of a change initiative.

Suggested simple steps for making this assessment


1. Where are we now? 2. Where do we want to be? 3. What will happen if we dont get there? 4. What are forces or drivers for this change? 5. What are the forces or drivers against this change? 6. What are the strongest forces for and against change? 7. Is change viable? 8. What will be the impact of changing and not changing?

The output of this analysis will establish the foundations for the business case for change and the input to programme based approach to managing the change.

Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

Starting the Change Process

The single biggest issue re managing change

The Business As Usual test


Incremental change or step change?
It is very important to establish very early on whether or not what you are proposing can be regarded as incremental change and realistically can be accomplished within the constraints of "Business As Usual", or whether it is a step change and needs to be handled as a specific initiative - and with the appropriate level of senior sponsorship and practical support. The key questions are: (1) Is the change you are proposing an incremental change that can and should be introduced as part of "Business As Usual" and that can be absorbed as part of the dayto-day running of your organisation? (2) Or is the size, scope and complexity, priority, timescale, strategic importance of the proposed change such that it is a step change and needs to be regarded and handled as a specific initiative and requires some form of change management process? This is extremely important as you define change management in the context of your organisation. The reason this is so important is because people are stressed, tired and generally fed up with change initiatives. They need careful and detailed explanation of the proposed changes - why the proposed change is necessary, and the direct effects on them and the benefits to them. They need help and practical support. As an illustration of this - I was involved with an NHS Trust recently, and contrary to the board's initial perception of the reason for the apparent resistance and reluctance of senior clinical staff to embrace an initiative, the simple truth was that clinical staff did support the board's intentions - but they didn't have the time or energy to handle it. What was needed was someone to own the initiative full-time and to "formally" recognise that this was a specific step change initiative that needed to be handled outside of hospital "business as usual".

Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

Starting the Change Process

8 key strategies for managing change

In my experience of practical strategies for managing change, and based on my studies and research, I have identified 8 key areas that need to be considered and addressed in order to maximise your chances of success with a change initiative.

(1) Drivers
As already discussed, Lewins force field analysis work provides useful background and a practical tool for assessing the case for change a necessary precursor for the creation and implementation of a programme based approach to managing change, and an integral aspect of strategies for managing change.

(2) Business As Usual


Again, and as already discussed, the single biggest and most important early decision that you will make, is to decide whether the change can be handled within the context of business as usual or not.

(3) Resources and Capabilities


The size of your organisation (number of employees or people directly involved) together with your knowledge base will determine what resources to consider, when implementing your strategies for managing change.

(4) Leadership
Leadership versus management - is change just about the management or, does it involve leadership? If so, what's the difference? How you define and exercise leadership in the present climate will be a significant determinant in your organisation's fortunes and is thus a key aspect of your strategies for managing change. What are the leadership styles that are most effective in leading change and especially in the current environment? How do you inspire your people in tough times? How do you provide inspirational motivation to people living with the constant insecurities engendered by the current economic climate?

(5) Cultural Impacts


What are the effects of your business culture on change management?

Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

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Starting the Change Process

Organisational culture - is more important than you may realise. It determines how your people will respond to a change initiative.

(6) Preparation and Planning


The amount of time allocated to the pre-programme review and planning process is variable - the size of the proposed change and how business critical it is, are useful guidelines. But whatever time is allocated, it is time very well spent as the process is designed to make you: (1) Think deeply about your proposed change (2) Understand as fully as possible the impact it is likely to have (3) Work out clearly exactly how you are going to reap the benefits from the change.

(7) Macro management


Of all change management methodologies, at the macro level, the programme management based approach to change management is the one most likely to ensure that you avoid the 70% failure rate. A programme management based approach has as it goal, the full realisation of the business benefits [that will be derived from the delivery of the new capability]. In my view, this is a very big shift in emphasis from the traditional [and unsuccessful] project based approach to change. It is this holistic approach that links vision to strategy and all the way through to implementation and successful benefit realisation. This is why I have based so much of my whole approach to successful change management on a programme management based approach to leading and managing change.

(8) Micro management


Managing change in the workplace requires hands-on detailed management [micro management on occasions] in the specifics of how to do it, and especially during the early stages. It is up to you to define and communicate those actionable steps, and to manage your people through the process of implementing and integrating those steps as the new modus operandi. At the micro level, day-to-day management level, change is all about translating vision and strategy into actionable steps.

Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

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Starting the Change Process

4 key steps to incremental change

In managing change in the workplace it is extremely important to draw the distinction between incremental change and step change. Whilst the broad principles of leading and managing change in the workplace are universal it is very important to establish very early on whether or not what you are proposing can be regarded as incremental change and realistically can be accomplished within the constraints of business as usual, or not. If it cant be accomplished within business as usual, then it is a step change and needs to be handled as a specific initiative - with the appropriate level of senior sponsorship and practical support of a structured programme management based process. The bulk of the content of this site addresses "step change" - i.e. change which needs to be handled outside of the constraints of business as usual however, in this section, I am going to address managing change in the workplace as incremental change, that is, change within the context of business as usual. Given that the single biggest reason for the astonishingly high 70% failure rate of ALL business change initiatives has been the over-emphasis on process rather than people coupled with the failure to take full account of the impact of change on those people who are most impacted by it. So clearly the approach that I am recommending has to address this with processes that work for people. Here are the 4 key steps to managing incremental change in the workplace:

(1) Clarity in all areas


Before going anywhere with a proposed change you need to have pristine clarity with regard to: The business need for the change The specifics of the change The benefits of the change Most importantly the impacts of the change I recommend that you consider carefully each of the following questions: How's it going to be different when I've made the change? Why am I doing this - how's it going to benefit me? How will I know it's benefited me? Who's it going to affect and how will they react? What can I do to get them "on side"? What risks and issues do I have to face? What steps do I have to take to make the changes and get the benefit? How am I going to manage all this so that it happens and I succeed?
Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

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Starting the Change Process

(2) Consistent leadership


Change management guru John Kotter suggests that in successfully managing change in the workplace, 75% of a company's management needs to "buy into" the change. So convincing people that the change is necessary is extremely important. This will require strong leadership and visible support from key people within your organization. Managing change isn't enough - you have to lead it. So managing change in the workplace also requires leadership that is visible and leadership that is consistent in all aspects of the way in which you lead the change as well as how you manage the situation, handle the communication, and ensure the realisation of the benefits of the change.

Addressing the emotional impacts of your change


The single biggest aspect of your leadership will be how you address the emotional rather than the rational aspects of the change. Many thought leaders in the world of change management and change leadership are now speaking vociferously about the importance of the emotional dimension of leadership and the need to address the human dimension of managing change in the workplace Leadership thought leader and management guru William Bridges [who focuses on the emotional and psychological impact and the transition aspects of change] offers these 3 simple questions:

What is changing?
Put together a short clear statement of under 60 seconds duration that summarises why the change is necessary and your intentions what organisational benefit you hope to realise.

What will actually be different because of the change?


Tell them exactly and precisely where and how things will be different after the change.

Who's going to lose what?


Dont gloss over or attempt to minimise or trivialise what they will lose and have to let go of. Be direct, honest and empathic in your truthful recognition of what the impact of your change will mean for them. You will gain more respect and minimise mistrust by being truthful. This prepares the ground for the practical hands on aspects of managing change in the workplace and
Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

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Starting the Change Process

specifically the support that you will be providing to translate your change concept into a tangible organisational benefit.

(3) Constant communication


You can never over communicate in leading and managing change in the workplace and especially with regard to what is happening or not happening and why. This is also a communication process that listens actively and demonstrates to people that you have thought through the impacts of the change on them, and that you are prepared to work with them through the transition of managing change in the workplace, and that you will help make it work for them.

Emotional resonance
In terms of the emotional resonance aspect of your communications, remember Martin Luther King who did not stand up in front of the Lincoln Memorial and say: "I have a great strategy" and illustrate it with 10 good reasons why it was a good strategy. He said those immortal words: "I have a dream," and then he proceeded to show the people what his dream was - he illustrated his picture of the future and did so in a way that had high emotional impact. 5 guiding principles of a good communication process for managing change in the workplace: Clarity of message - to ensure relevance and recognition Resonance of message - the emotional tone and delivery of the message Accurate targeting - to reach the right people with the right message Timing schedule - to achieve timely targeting of messages Feedback process - to ensure genuine two-way communication

(4) Capability and resources


This is about ensuring that your people have the full resources and capabilities they need to support them thro the change. At the macro level and when dealing with step change this means employing a programme management based approach to change - because: (1) It is holistic and takes a wider perspective. (2) It focuses you on addressing issues and aspects that otherwise get overlooked. (3) It addresses the people impacts and issues arising as a direct and indirect result of your change initiative. At the micro - day to day management level: Incremental change = translating vision and strategy into actionable steps
Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

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Starting the Change Process

As leader of the change, you now face the equally if not more difficult challenge of getting the staff to deliver your new change idea and achieve the organisational benefits that you anticipate. The reality is that people are very different in the ways they process information, interpret life, and in the ways they are motivated. Many (probably most) of them are not able to make the leap from hearing and understanding your vision and strategy to translating that into purposeful productive action. This does not mean that they don't understand it, or agree with it, but it does simply mean that the leap is too great for most people to make - without practical assistance. So this means that managing change in the workplace requires hands-on detailed management [micro management on occasions] in the specifics of how to do it, and especially during the early stages. It is up to you to define and communicate those actionable steps, and to manage your people through the process of implementing and integrating those steps as the new modus operandi. In summary, incremental change is all about: Translating vision and strategy into actionable steps Define Communicate Manage Implement Integrate Adopt

Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

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Starting the Change Process

How to shape your step-change initiative

It may seem obvious but you would be surprised but how many times I have asked the question of directors considering some form of change initiative: "Why are you doing it and how will it benefit you and how will you know it's benefited you?" - and got a vague or general answer along the lines of "we'll be... bigger... better... closer to our customers... reduce our costs... etc"

The 9 key questions


So as you think about and plan your proposed change - these are the 9 questions that will set you on the right course: (1) In broad terms - how do you see it being different and better after the change? Have you told your staff? Did they share your view? (2) What is your company like now, in terms of your culture and core processes - the key issues you face and how you all behave? (3) Specifically how will the business be different after the change and in what ways will that change be noticeable? (4) Do you have a clear definition of what your changed organisation will look like? Have you documented this? (5) Have you defined and documented each of the specific benefits to be achieved though this change? (i.e. what is it - what difference will it make - where in organisation does it arise - how will its achievement be measured?) (6) Have you communicated these benefits to your staff? And have you received and responded to their feedback? (7) Have you documented in a list all those who are involved in the change? And specifically undertaken a brief analysis of how the change will impact them? (8) Have worked out a communication strategy- and that one that will work two-ways and feedback to you? (9) Have you identified what could go wrong and what you might need to do to avoid that happening? These 9 questions are based on the key stages of a programme management based approach to successfully leading and managing change.

Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

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Starting the Change Process

The 3 Keys to realising the benefits of step change

(1) Leadership
The critical importance of the emotional dimension of leadership. We speak of "change management" but in truth change has to be led as well as managed. This is especially true if it is a step-change that needs to be handled as a separate initiative outside of the constraints of business as usual. The style of leadership that is needed is a leadership that connects with people and that directly addresses what is important to them.

(2) Management Process


The necessity for the holistic approach of a programme management based change process. The management aspect of change needs to be much broader based that a typical project led /"task oriented" approach, to address the human factors and deal directly with the commonest causes of failure. This is why we place considerable emphasis on a programme management based approach.

(3) Actionable Steps


Knowing how to translate vision and strategy into actionable steps. At the micro level, in providing hands-on detailed management - especially during the early stages - in the specifics of how to do it: i.e. translating your vision and strategy into actionable steps by identifying exactly what is needed, identifying and resolving issues, monitoring and managing progress to the desired outcome.

Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

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Starting the Change Process

Recognising the emotional dimension of leadership

Many thought leaders in the world of change management and change leadership are now speaking vociferously about the importance of the emotional dimension of leadership and the need to address the human dimension of change. In the current climate of uncertainty people need leadership that offers a measure of re-assurance and certainty of conviction about the direction in which they are being led. This is important because people cannot work effectively if they are experiencing emotional turbulence. Their ability to get work done depends on their emotions being under control. A leader has to address those often unconscious and unexpressed fears along the way in order to help people keep them under control. Elisabeth Kubler-Ross was a Swiss physician/researcher who undertook seminal work on the grief process. The Kbler-Ross model was first introduced in her 1969 book "On Death and Dying" in which she describes five stages of emotional and psychological response to grief, tragedy and catastrophic loss. However the wider business significance of her work has been the realisation that people go through similar responses when faced with lesser but still significant changes in their working and personal lives. The major significance of the Kubler Ross model is that it maps the emotional responses that your staff is likely to experience if or when you announce a major step-change and especially if [as in the current climate] this is likely to contain bad news. This highlights very clearly the emotional terrain that your staff are likely to be experiencing, and the necessity for clear yet compassionate leadership - and especially through the initial phases of the change.

Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

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Starting the Change Process

How to reduce the risk of failure of any major business initiative

The EEMap Process


The discipline of considering impacts before rushing into action

This simple diagnostic process causes you to: Test the impact of any step at any stage in a change initiative Identify the issues that will arise Identify those people most affected by it Understand the impacts and how, where and why failure may occur Establish exactly what has got to be done to make it a success This is the typical approach working out the steps, allocating the tasks and expecting a result but without assessing the impacts and issues!

The typical approach moving from task to task in a straight line

TASK 1

TASK 2

TASK 3

Where we are now

Where we want to be

Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

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The line of progress from A to B [the line of Evolution] from task to task and step to step is not a straight line. There are always dependent issues [or Exposures] that accompany each task and step and that have to be resolved before a successful transition takes place to the next step. Once a task [or set of set of tasks] has been identified, then you need to think carefully about all of the impacts and exposures that will arise and have to be resolved before you can successfully progress to the next task. This process can and should involve as many people [as is possible] who may be affected by your change initiative. The more functional and departmental involvement in this process the better as the analysis will be more comprehensive. You need to analyse, categorise and prioritise [across all functional areas] the issues that are associated with each step. It is important to pay particular attention to the people impacts, and to identify risks and issues for each.

The EEMap approach moving from task to task via recognition and resolution of all dependent issues
Evolution Line Tasks to progress

Where we want to be

A
Where we are now

B TASK 1 TASK 2 TASK 3

ISSUES

ISSUES

ISSUES

Exposures Line Issues to be resolved with each task

Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

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How to create a programme

When you are implementing a step change, of all change management methodologies, the programme management based approach offers you the highest chance of mitigating risk and avoiding the 70% failure rate because: 1. It is holistic and takes a wider perspective 2. It focuses you on addressing issues and aspects that otherwise get overlooked. 3. It addresses the people impacts and issues arising as a direct and indirect result of your change initiative.

Differences between projects and programmes

A Programme is all about delivering the overall business benefits in line with the strategic vision and over a longer period of time than a project. Whereas a Project has a definite start and finish point, with the aim of the delivery of an output that may be a product, service or specific outcome. Programme management focuses on the management of all key stakeholder relationships and the delivery of defined business benefits and in addition to managing the project portfolio will also include the management of any other activities that are necessary to ensure a complete delivery. Whereas Project management has narrower terms of reference with clear, specific and (relative to the overall Programme) limited scope of its deliverables.

Here are the key components of a programme-based approach to leading a step change: (1) "How am I going to manage [or lead] all of this so that it happens and I succeed?" Programme organisation structure (2) "Why am I doing this - how's it going to be different?" Blueprint (3) "How will I know it's benefited me?"
Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

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Benefit profile & management (4) "Who's it going to affect and how will they react?" Stakeholder map (5) "What can I do to get them 'on side'?" Communications strategy (6) "What steps do I have to take to make the changes and get the benefit of this change?" Programme plan & project portfolio (7) "What could go wrong - what are the risks and issues I'll have to face?" Risk log & management

Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

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Leadership quotes

Different perspectives on leadership Leadership quotes can sound trite - but sometimes they can trigger a shift in awareness that leads to a new insight. In that context, here is a selection of leadership quotes that I find interesting. They are all related to the general theme of change, and are not in any order of priority, or significance.

The rate of change is not going to slow down anytime soon. If anything, competition in most industries will probably speed up even more in the next few decades. [John P. Kotter]

Change is hard because people overestimate the value of what they have - and underestimate the value of what they may gain by giving that up. [James Belasco and Ralph Stayer]

Unless you are prepared to give up something valuable you will never be able to truly change at all, because you'll be forever in the control of things you can't give up. [Andy Law]

Only the wisest and stupidest of men never change. [Confucius]

People don't resist change. They resist being changed! [Peter Senge]

It is a bad plan that admits of no modification. [Publilius Syrus]


Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

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Even those who fancy themselves the most progressive will fight against other kinds of progress, for each of us is convinced that our way is the best way. [Louis L'Amour]

All is connected ... no one thing can change by itself. [Paul Hawken]

We would rather be ruined than changed, We would rather die in our dread Than climb the cross of the moment And let our illusions die. [W. H. Auden]

Your success in life isn't based on your ability to simply change. It is based on your ability to change faster than your competition, customers and business. [Mark Sanborn]

Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes - it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm. [Peter Drucker]

Culture does not change because we desire to change it. Culture changes when the organization is transformed; the culture reflects the realities of people working together every day. [Frances Hesselbein]

If you want to make enemies, try to change something. [Woodrow Wilson]


Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

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The most successful businessman is the man who holds onto the old just as long as it is good, and grabs the new just as soon as it is better. [Robert P. Vanderpoel]

I'll go anywhere as long as it's forward. [David Livingstone]

Change is the law of life and those who look only to the past or present are certain to miss the future. [John F. Kennedy]

An important scientific innovation rarely makes its way rapidly winning over and converting its opponents; it rarely happens that Saul becomes Paul. What does happen is that its opponents gradually die out and that the growing generation is familiarized with the idea from the beginning. [Max Planck]

Most of our assumptions have outlived their uselessness. [Marshall McLuhan]

He that will not apply new remedies must expect new evils; for time is the greatest innovator. [Francis Bacon]

Everything is in a process of change, nothing endures; we do not seek permanence. [Masatoshi Naito]

Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

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Faced with the choice between changing one's mind and proving that there is no need to do so, almost everyone gets busy on the proof. [John Kenneth Galbraith]

Whosoever desires constant success must change his conduct with the times. [Niccolo Machiavelli]

The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday's logic. [Peter Drucker]

http://www.strategies-for-managing-change.com/practitioners-masterclass.html

Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

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Strategic questions

Before starting out on your change management initiative - some strategic questions to ask yourself. This list is not exhaustive but is intended as an aide-memoir to kick start your thought processes and to help you avoid the 70% failure rate:

(1) Have you thoroughly addressed the originating strategic review questions?
Where have we come from? Where are we now? Where do we want to be?

(2) What is your vision for the changed company?


How is this communicated to staff? Does your staff share this vision?

(3) How would you describe the company, its culture and core processes now - (key characteristics) - key issues (actions and behaviours) - major focus (areas of impact)?
Have you defined some sort of cultural frameworks of your organisation - to show "this is what we look like"?

Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

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Starting the Change Process

(4) What do you want the business to look like after everyone's changed - how will the specifics of the culture and core processes have changed?
Where are the gaps between now and where you want to be? What steps are needed to close the gaps? What are the implications of this? Do you know the steps to be undertaken to get from: "where are we now" to "where we want to be"? Have you identified for each step, the implications, issues and exposures that have to be addressed to progress to the next step?

(5) How are you going to manage the transition?


How will you know how you're doing? Have you analysed, categorised and prioritised the issues arising across all functional areas impacted by the transition? Are you using a structured methodology? Do you have the skills in-house to do this properly? Who is going to provide overall leadership and ultimate accountability for the initiative? Who is going to fulfil the role of day-to-day management of the initiative, its risks, issues, conflicts, priorities, communications, and ensuring delivery of the new capabilities? Who is going to fulfil the role of realising the benefits delivered by the change initiative?

(6) Do you have a clear blueprint that defines your organisation after the change?
Is this Blueprint fully communicated to all staff? Is it going to be actively used in a structured manner to maintain focus throughout the duration of your change initiative?

Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

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Starting the Change Process

(7) Do you have a clear definition and documentation for each specific benefit to be realised by this change?
What is it and what difference will it make - where in organisation does it arise how will its achievement be measured? Have you documented what differences should be noticeable between now and the close of the change initiative? Do you have planned processes to put in place to ensure that these benefits are achieved? Do you have a mechanism for measuring the improvements arising from the realisation of each benefit? Are these benefits communicated to staff?

(8) Have you documented the "stakeholder map" all those who have an interest in the change? And specifically how the change will impact them?
Have you analysed the impact of the programme on their area of interest and the likely issues that will arise?

(9) Do you have a two-way communication strategy? Does it work?


What are the feedback mechanisms and processes that are actually going to make this a two-way communication process? What are the processes that will ensure that your people are informed about the use of their feedback to influence the change initiative? What are the processes that will raise awareness of the benefits and impacts of the Blueprint?

(10) Do you have an issues and risk management strategy (for the change)? Have you identified what can go wrong and put countermeasures in place?
What are the processes that will ensure that it is enacted effectively? What are the processes that will ensure that it gives you early visibility of issues and risks?

Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

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Starting the Change Process

How I can help you


Free services Website - for information and resources on most aspects of leading and managing change

http://www.strategies-for-managing-change.com

Ezine (includes additional articles and bonus reports)

http://www.strategies-for-managingchange.com/starting-the-change-process.html

8 Free introductory lessons from the Practitioners Masterclass

http://www.strategies-for-managingchange.com/lessons.html

"Ask the expert" - a free email response to a changespecific question

http://www.strategies-for-managing-change.com/ask-the-changemanagement-expert.html
Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

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Starting the Change Process

Paid for services The Practitioners Masterclass - E-Course and E-Books

http://www.strategies-for-managing-change.com/practitionersmasterclass.html

Change Management Templates "Change Processes That Work For People"

http://www.strategies-for-managing-change.com/change-managementtemplates.html

Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

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Phone consultation - by arrangement. Email me first at: stephenwarrilow@tiscali.co.uk Personal on-site consultation, mentoring, interim, contract support Email me first at: stephenwarrilow@tiscali.co.uk - and then we'll arrange an informal exploratory phone call

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Stephen Warrilow Lynton Glenthorne Ltd 2 Beach Mews The Beach Clevedon Bristol BS21 7QU UK +44 1275 349878 +44 7860 215986 Follow Me On Twitter http://www.twitter.com/How2LeadChange Facebook - Strategies for Managing Change http://tinyurl.com/2g42bu8 Website - Strategies for Managing Change http://www.strategies-for-managing-change.com

Stephen Warrilow Lynton Glenthorne Ltd www.strategies-for-managing-change.com

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