BSBLDR601 LEAD AND

MANAGE ORGANISATIONAL
CHANGE
ASSESSMENT TASK 1 – PROJECT AND ROLE PLAY
Contents
PART – A RESEARCH AND ANALYSIS......................................................................................................2
PART – B DEVELOP A CHANGE MANAGEMENT PROJECT PLAN.............................................................5
PLAN C SUBMIT PLAN FOR REVIEW.....................................................................................................10
PART D Role Play – Participate in change management meeting.........................................................15
PART – A
RESEARCH AND ANALYSIS

1.
a) Company’s strategic objectives
This year's strategic objectives include:
- Monthly acquisition of five new clients
- We aim to maintain a 90 percent customer retention rate
- 25% financial growth for our company
- Provide our clients with three new services
- To increase the number of employees and implement work efficiencies in line with
new services and growth
Organisational objective of the company is to continually pursue the new knowledge and
share this openly with other people in the society. Also, to provide ways to help customer
businesses grow so they are successful.
Operational Change needs: Major operational changes for the company include the relocation
to lower cost premises that will save $30000 per year and the hiring of additional staff to
handle expected business growth.

b) ASA's policies and practices in relation to its strategic objectives

ASA's board has the following objectives:
Helping the organization meet its strategic direction as opposed to its operational activities
by:
- Strategically direct the organization
- Ensure that the organization's values are upheld
- Achieve the business objectives of the organization
- Ensure that the organization is financially stable and viable
- Make sure that all legal and ethical obligations are met
The project governance process plays a crucial role in preventing potential conflicts by
defining clearly the roles and responsibilities, levels of authority, and issue escalation and
resolution processes for all projects. A clear plan should minimize conflict between the needs
of functional managers and project managers.

c) Change Management
The process:
Operational change isn't something that happens by accident. We will carefully plan and
execute a plan that is well managed and clear in order to deliver the desired results. It will be
necessary to know when the right time is for change, which is determined by the problem or
issue at hand, as well as the reason for changing.
It is always important to keep everyone informed about our plans and goals. As well as
ensuring the transition goes smoothly, we need to ensure there are sufficient resources, time,
and support available.
Monitoring the process carefully and ensuring that it leads to a successful conclusion, i.e.,
ensuring it is appropriate for the situation at hand. When it becomes apparent that this will
not be the case, we must determine what corrective action needs to be taken to resolve the
issue and ensure that the plan for change remains on track.
Issues and Barriers to Change:
Any company will encounter a lot of barriers in the course of operational change, and we will
need to develop strategies to handle them. We will also need to understand the factors that
cause these barriers. You will be focused on increasing revenue, reducing costs, and keeping
the business efficient. Making changes is not easy, and there will be barriers to moving ahead
with every change. It is essential to understand that making changes is not an easy task, and
there will be barriers in the path to progress.
The following are examples of change barriers:
- Employee reluctance
- Breakdown of communication
- Training is not given sufficient time
- Changes in staff
- The project's cost exceeds the budget
- Insufficient resources
- Lack of commitment to the team
- The management of change was poor
Impact of ASA’s organisational objectives:
Staff members are grouped and arranged around functional operational activities at ASA, but
they are frequently assigned to project teams for specific purposes to meet the needs of ASA
clients. This can lead to situations where lines of authority and responsibility of staff
members can become blurred.
The project governance process plays a crucial role in preventing potential conflicts by
defining clearly the roles and responsibilities, levels of authority, and issue escalation and
resolution processes for all projects. A clear plan should minimize conflict between the needs
of functional managers and project managers.

d) Operational change requirements

No matter how big or small a company is, it will face operational change at some point. An
organization's management structure can undergo major changes from small changes within a
single department to major changes across global operations.
List of major operational change requirements:
- Modifications to the current system
- Changes in organizational structure
- Innovations in technology
- Process improvements and new procedures
- Changes resulting from transformation
- Changes in personnel
- Changes that weren't planned
- Changing things for the better
Recommended order or priority:
- Changing things for the better
- Innovations in technology
- Modifications to the current system
- Changes in organisational structure
- Changes in personnel
- Changes that were not planned
- Process improvements and new procedures

e) Sources of information
I have used varied sources for collecting the above information such as general surveys,
references, books, data, articles and internal records.

f) Relevant stakeholders
- Suppliers
- Vendors
- Local communities
- Manager
- Customers
- Employees
- Investors
- Shareholders
PART – B
DEVELOP A CHANGE MANAGEMENT PROJECT PLAN

Overview
Change management
The plan below lays out a strategy to increase profitability for the organization by
implementing new strategies. Making the change will save the company money, but it will
also cost the company in other aspects of the business.
Current Situation
Over the last few years, profits have remained stable.
Analysis
Policy Review
Rather than handling day-to-day operational issues, which should be dealt with by the
functional managers, the board's objectives and responsibilities are primarily to manage the
strategic direction and policies for the organization.
Internal Environment
SWOT Analysis
Strength
The company's executives are well aware of the importance of its reputation. It attracts better
people with its strong reputation. The perception is that they provide more value, so they can
charge more. Customers of this organization are more loyal and use a wider range of services.
Important stakeholders are kept informed thanks to their communication system. Being able
to communicate effectively with each other can play a crucial role in keeping them "on
board".
Weaknesses
Poor stakeholder management can lead to mundane issues, including rework delays and
project cancellations key stakeholder being unhappy with the project. They can also make an
unsatisfied stakeholder ask for the project manager's replacement.
Opportunities
Certification: A certification gives the organization an advantage over other
candidates. Employers appreciate it because it shows they can trust you to grow with your
profession and you're committed to it.
New Technology: An organization's ability to communicate with its customers changes with
new technology. Businesses benefit from a strong public image when customers interact with
them using technology.
Threats
A potential threat to ASA can come in the form competitors of B2B consultancy firms.
Competitors in any field usually acts as a threat to the organisation or an individual, and these
are mostly addressed as potential threats and not actual threats.
Potential barriers to change
Through the process of operational change, there will be a range of potential barriers that one
will need to overcome, and we will also need to understand what causes them in the first
place. We will always prioritize reducing costs, increasing revenue, and keeping the company
efficient. Although, it is essential to recognize that making changes is never easy, and we will
find that through each and every change, there will be barriers that prevent our organization
from progressing.
The following are examples of change barriers:
- Employee reluctance
- Breakdown of communication
- Training is not given sufficient time
- Changes in staff
- The project's cost exceeds the budget
- Insufficient resources
- Lack of commitment to the team
- The management of change was poor

Readiness for the change

This term describes the process of ensuring management and employees can successfully
transition from one mindset or environment to another, by ensuring that transitions are made
efficiently and safely.
A business or organization's readiness is a function of its mindset, leadership strategies, and
working environment. These factors all play an important role in making or breaking the
chance of success when making a change. The change must be brought about by people, and
they must work in an environment that fosters growth. Whenever people dedicate themselves
to projects they desire and believe in, they give their best, but they also require resources and
support to accomplish that work.
Among the components of readiness are:
 The collective desire of the employees for change
 Employees' perception of the possibility of change/the risk of changing
 The adaptability of existing systems within a business
 Inspiring change through effective communication
  Implementing and maintaining change requires effective communication
 Goals for the short term
 Objectives that are planned for the future
 Adaptive training to accommodate the change
 Leadership restructured to bring about change
An organization has all these components at all times; if they are nurtured and encouraged,
they will be more successful at changing. A leader can make sure organizational readiness is
working toward a successful change rather than letting underdeveloped potential and
unanticipated problems work against it.
Cost-benefit analysis of the change
Cost-benefit analysis for change management is not unlike that which organizations perform
regularly. By applying a structured approach to enabling impacted employees to engage,
adopt, and use the change, you will be able to demonstrate the relationship between the costs
of managing the people side of change and the benefits realized. If you can demonstrate that
the real and tangible benefits of change management outweigh the costs, you can gain the
buy-in and investment necessary to implement it.
The cost of change management is presented in the following section and is fairly
straightforward. Discussions about benefits can be tricky. The following five perspectives can
be used to support your case for change management and strengthen the cost-benefit analysis:
- Three people side ROI factors: higher utilisation, higher proficiency, and faster
adoption speeds; change management drives project ROI.
- Cost avoidance: Badly managing change can be costly both to the project and to the
organization. Managing change is a cost avoidance tactic.
- Risk mitigation: Poorly managed change puts individuals, projects, and organizations
at risk. Change management is a tool that helps mitigate risks.
- Benefit realization insurance: People have to change their behaviour for the project to
be successful. Change management provides value realisation insurance.
- Probability of meeting objectives: Research shows that projects with effective change
management are more likely to meet objectives, stay on schedule, and stay within
budget; change management increases the probability of meeting objectives.

Change Implementation
Strategies for embedding change
- Create Momentum
In order for change to occur effectively, you need the company's support. However, people
can't support something they don't understand, which is why open communication is crucial
to building momentum. Explain what will be changed. Outline its advantages and
disadvantages, and what would happen if it weren't implemented.
 - Form a powerful Coalition
It can often be challenging to convince colleagues that change is necessary. Leading your
organization with the support of key individuals will be important for success. Your company
needs to identify and bring together effective change leaders. It's not necessary that they be
senior business leaders; they could come from any department.
As a way to increase success chances:
 Ensure your coalition of change is committed.
 Build your coalition's team.
 Make sure you communicate regularly by holding daily stand-ups.
 Identify the strengths, weaknesses, opportunities, and threats of your team.
 Within your firm, make sure that divisions at different levels are well-balanced.

- Create a vision for change

It's easier for everyone to understand why you're asking them to do something when you have
a clear vision. You can explain your goals to people in a manner that makes them understand.
The following steps are necessary to create a clear vision:
 Identify the values that are central to the change.
 Create a summary (one or two sentences) that summarizes what the future holds for
your organization.
 Plan the execution of your vision.
 Be sure the team leading the change is on the same page.

- Built on the change

Changing one aspect of your company's processes, systems, or vision is a fantastic thing to
do. Each time a change is made, lessons are learned, and these lessons can be applied to the
next change. Constant growth and improvement are essential-there is always something to
improve. With each success, you can focus on what went well, and identify what needs to be
improved.
- Prioritisation of the recommended changes
For organizations to continue growing, prospering and meeting consumer demands, change
must be consistent. Many organizations would like to implement many changes. Putting
emphasis on which changes to implement at what time will result in the most positive impact
on the organization and its employees.
Change is the status quo. The world's companies realize that they must respond to new
opportunities and threats as they arise, and find new ways to regain competitive advantage
that are temporary and ephemeral.
Because of this, change initiatives now cross divisions and functions rather than remaining
within silos. Additionally, they are often global, extending across borders to many different
countries with different cultures.
If companies want to succeed, they must set up and oversee change initiatives more
systematically than they used to. Each project must be evaluated periodically to ensure that
the right amount of resources, people, and attention has been allocated across competing
efforts. In addition to reprioritizing, rescoping, or retiring change efforts that no longer serve
the organization's objectives, executives must find ways to catalyze discussions about
reprioritizing, rescoping, or retiring change efforts.
- Implementation strategies
Many people are uncomfortable with change, or even fear it. Even though change can often
be beneficial, it can also be frightening. When hearing that changes are coming, many
employees assume negative outcomes: they assume that they will lose their jobs, get a new
manager, have a restructured team, lose their benefits, or lose their pay. It's your duty as a
leader to set the tone for your team and prepare yourself to manage organizational change as
effectively as possible, helping your reports get through the transition as smoothly as
possible.
Managing change in organisations
- Plan carefully
Prepare a clear outline of when, how, and why the change will be implemented before
bringing it to your team. It would be ideal for you to have outlined the steps necessary to get
you to where you want to be, outlined new or changing responsibilities for anyone affected,
designed a full timeline, and identified responses to potential concerns.
- Transparency
Changes within an organization can be challenging because there's a tendency for them to
come in phases or to involve a level of confidentiality on the part of management. The
important thing is to be as transparent as possible with your employees, especially when the
change will be big-even if you can't share all of the details, letting them know the parts that
you can share (and explaining their impact) will help make the transition more seamless.
- Communicate
Maintain open lines of communication with your employees. It is important to explain the
reasons for the changes and how they will be implemented. Your reports can come see you to
voice their concerns and thoughts in a neutral setting. Hold team meetings and be open to
questions.
- Training
Whenever there is a change in technology or process, ensure your employees receive
adequate training so they can master the new procedures. Be sure that your employees are
informed that this training will be available when the change is announced, so that they will
not feel left behind due to a lack of skills or experience.
- Training
You should ensure that your employees receive adequate training whenever there is a change
in technology or process. When you announce the change, make sure your employees are
informed that training will be available to them, so that they do not feel left behind because
they lack skills and experience.
- Monitor and measure
In order to ensure that things go smoothly and that you're ultimately successful, it's important
to maintain consistent oversight over implementation and rollout once the change process has
been started. Maintain a close eye on potential problems, and address them in a timely
manner. Establish metrics to measure your success, and monitor them constantly to make sure
you remain on track. Keep in touch with key stakeholders to gauge their perceptions and get
any feedback they may have.

PLAN – C
SUBMIT PLAN FOR REVIEW

To: Martha Steward (martha.steward@asa.com.au)

From: Adrian Russo (Adrian.russo@asa.com.au)
Date/Time: Friday 11:45 a.m.
Subject: Change management plan review
Attachment: Change Management Plan.docx
Good Morning Martha,

I have created a change management plan for the organization after considering all the factors,
and now I would like you to review it. Please provide me with feedback as soon as possible.
The plan is attached below

Kind Regards,
Adrian Russo
Director
Change Management Plan.docx
Change Management Plan
Overview
Change management
The plan below lays out a strategy to increase profitability for the organization by
implementing new strategies. Making the change will save the company money, but it will
also cost the company in other aspects of the business.
Current Situation
Over the last few years, profits have remained stable.
Analysis
Policy Review
Rather than handling day-to-day operational issues, which should be dealt with by the
functional managers, the board's objectives and responsibilities are primarily to manage the
strategic direction and policies for the organization.
Internal Environment
SWOT Analysis
Strength
The company's executives are well aware of the importance of its reputation. It attracts
better people with its strong reputation. The perception is that they provide more value, so
they can charge more. Customers of this organization are more loyal and use a wider range
of services.
Important stakeholders are kept informed thanks to their communication system. Being
able to communicate effectively with each other can play a crucial role in keeping them
"on board".
Weaknesses
Poor stakeholder management can lead to mundane issues, including rework delays and
project cancellations key stakeholder being unhappy with the project. They can also make
an unsatisfied stakeholder ask for the project manager's replacement.
Opportunities
Certification: A certification gives the organization an advantage over other
candidates. Employers appreciate it because it shows they can trust you to grow with your
profession and you're committed to it.
New Technology: An organization's ability to communicate with its customers changes
with new technology. Businesses benefit from a strong public image when customers
interact with them using technology.
Threats
A potential threat to ASA can come in the form competitors of B2B consultancy firms.
Competitors in any field usually acts as a threat to the organisation or an individual, and
these are mostly addressed as potential threats and not actual threats.
Potential barriers to change
Through the process of operational change, there will be a range of potential barriers that
one will need to overcome, and we will also need to understand what causes them in the
first place. We will always prioritize reducing costs, increasing revenue, and keeping the
company efficient. Although, it is essential to recognize that making changes is never easy,
and we will find that through each and every change, there will be barriers that prevent our
organization from progressing.
The following are examples of change barriers:
- Employee reluctance
- Breakdown of communication
 - Training is not given sufficient time
- Changes in staff
- The project's cost exceeds the budget
- Insufficient resources
- Lack of commitment to the team
- The management of change was poor

Readiness for the change

This term describes the process of ensuring management and employees can successfully
transition from one mindset or environment to another, by ensuring that transitions are
made efficiently and safely.
A business or organization's readiness is a function of its mindset, leadership strategies, and
working environment. These factors all play an important role in making or breaking the
chance of success when making a change. The change must be brought about by people,
and they must work in an environment that fosters growth. Whenever people dedicate
themselves to projects they desire and believe in, they give their best, but they also require
resources and support to accomplish that work.
Among the components of readiness are:
 The collective desire of the employees for change
 Employees' perception of the possibility of change/the risk of changing
 The adaptability of existing systems within a business
 Inspiring change through effective communication
 Implementing and maintaining change requires effective communication
 Goals for the short term
 Objectives that are planned for the future
 Adaptive training to accommodate the change
 Leadership restructured to bring about change
An organization has all these components at all times; if they are nurtured and encouraged,
they will be more successful at changing. A leader can make sure organizational readiness
is working toward a successful change rather than letting underdeveloped potential and
unanticipated problems work against it.
Cost-benefit analysis of the change
Cost-benefit analysis for change management is not unlike that which organizations
perform regularly. By applying a structured approach to enabling impacted employees to
engage, adopt, and use the change, you will be able to demonstrate the relationship
between the costs of managing the people side of change and the benefits realized. If you
can demonstrate that the real and tangible benefits of change management outweigh the
costs, you can gain the buy-in and investment necessary to implement it.
The cost of change management is presented in the following section and is fairly
straightforward. Discussions about benefits can be tricky. The following five perspectives
can be used to support your case for change management and strengthen the cost-benefit
analysis:
- Three people side ROI factors: higher utilisation, higher proficiency, and faster
adoption speeds; change management drives project ROI.
- Cost avoidance: Badly managing change can be costly both to the project and to the
organization. Managing change is a cost avoidance tactic.
- Risk mitigation: Poorly managed change puts individuals, projects, and
organizations at risk. Change management is a tool that helps mitigate risks.
- Benefit realization insurance: People have to change their behaviour for the project
to be successful. Change management provides value realisation insurance.
 - Probability of meeting objectives: Research shows that projects with effective
change management are more likely to meet objectives, stay on schedule, and stay
within budget; change management increases the probability of meeting objectives.

Change Implementation
Strategies for embedding change
- Create Momentum
In order for change to occur effectively, you need the company's support. However, people
can't support something they don't understand, which is why open communication is
crucial to building momentum. Explain what will be changed. Outline its advantages and
disadvantages, and what would happen if it weren't implemented.
- Form a powerful Coalition
It can often be challenging to convince colleagues that change is necessary. Leading your
organization with the support of key individuals will be important for success. Your
company needs to identify and bring together effective change leaders. It's not necessary
that they be senior business leaders; they could come from any department.
As a way to increase success chances:
 Ensure your coalition of change is committed.
 Build your coalition's team.
 Make sure you communicate regularly by holding daily stand-ups.
 Identify the strengths, weaknesses, opportunities, and threats of your team.
 Within your firm, make sure that divisions at different levels are well-balanced.

- Create a vision for change

It's easier for everyone to understand why you're asking them to do something when you
have a clear vision. You can explain your goals to people in a manner that makes them
understand.
The following steps are necessary to create a clear vision:
 Identify the values that are central to the change.
 Create a summary (one or two sentences) that summarizes what the future holds for
your organization.
 Plan the execution of your vision.
 Be sure the team leading the change is on the same page.

- Built on the change

Changing one aspect of your company's processes, systems, or vision is a fantastic thing to
do. Each time a change is made, lessons are learned, and these lessons can be applied to the
next change. Constant growth and improvement are essential-there is always something to
improve. With each success, you can focus on what went well, and identify what needs to
be improved.
- Prioritisation of the recommended changes
For organizations to continue growing, prospering and meeting consumer demands, change
must be consistent. Many organizations would like to implement many changes. Putting
emphasis on which changes to implement at what time will result in the most positive
impact on the organization and its employees.
Change is the status quo. The world's companies realize that they must respond to new
opportunities and threats as they arise, and find new ways to regain competitive advantage
that are temporary and ephemeral.
Because of this, change initiatives now cross divisions and functions rather than remaining
within silos. Additionally, they are often global, extending across borders to many different
countries with different cultures.
If companies want to succeed, they must set up and oversee change initiatives more
systematically than they used to. Each project must be evaluated periodically to ensure that
the right amount of resources, people, and attention has been allocated across competing
efforts. In addition to reprioritizing, rescoping, or retiring change efforts that no longer
serve the organization's objectives, executives must find ways to catalyze discussions about
reprioritizing, rescoping, or retiring change efforts.
- Implementation strategies
Many people are uncomfortable with change, or even fear it. Even though change can often
be beneficial, it can also be frightening. When hearing that changes are coming, many
employees assume negative outcomes: they assume that they will lose their jobs, get a new
manager, have a restructured team, lose their benefits, or lose their pay. It's your duty as a
leader to set the tone for your team and prepare yourself to manage organizational change
as effectively as possible, helping your reports get through the transition as smoothly as
possible.
Managing change in organisations
- Plan carefully
Prepare a clear outline of when, how, and why the change will be implemented before
bringing it to your team. It would be ideal for you to have outlined the steps necessary to
get you to where you want to be, outlined new or changing responsibilities for anyone
affected, designed a full timeline, and identified responses to potential concerns.
- Transparency
Changes within an organization can be challenging because there's a tendency for them to
come in phases or to involve a level of confidentiality on the part of management. The
important thing is to be as transparent as possible with your employees, especially when
the change will be big-even if you can't share all of the details, letting them know the parts
that you can share (and explaining their impact) will help make the transition more
seamless.
- Communicate
Maintain open lines of communication with your employees. It is important to explain the
reasons for the changes and how they will be implemented. Your reports can come see you
to voice their concerns and thoughts in a neutral setting. Hold team meetings and be open
to questions.
- Training
Whenever there is a change in technology or process, ensure your employees receive
adequate training so they can master the new procedures. Be sure that your employees are
informed that this training will be available when the change is announced, so that they
will not feel left behind due to a lack of skills or experience.
- Training
You should ensure that your employees receive adequate training whenever there is a
change in technology or process. When you announce the change, make sure your
employees are informed that training will be available to them, so that they do not feel left
behind because they lack skills and experience.
- Monitor and measure
In order to ensure that things go smoothly and that you're ultimately successful, it's
important to maintain consistent oversight over implementation and rollout once the
change process has been started. Maintain a close eye on potential problems, and address
them in a timely manner. Establish metrics to measure your success, and monitor them
constantly to make sure you remain on track. Keep in touch with key stakeholders to gauge
their perceptions and get any feedback they may have.
PART – D
Role Play – Participate in change management meeting

I have attended the meeting with Martha Steward, the Managing Director. My purpose was to
seek feedback and update the plan accordingly. Below is the final version of the Change
Management Plan.
Final Version of Change Management Plan
Overview
Change management
The plan below lays out a strategy to increase profitability for the organization by
implementing new strategies. Making the change will save the company money, but it will
also cost the company in other aspects of the business.
Current Situation
Over the last few years, profits have remained stable.
Analysis
Policy Review
Rather than handling day-to-day operational issues, which should be dealt with by the
functional managers, the board's objectives and responsibilities are primarily to manage the
strategic direction and policies for the organization.
Internal Environment
SWOT Analysis
Strength
The company's executives are well aware of the importance of its reputation. It attracts better
people with its strong reputation. The perception is that they provide more value, so they can
charge more. Customers of this organization are more loyal and use a wider range of services.
Important stakeholders are kept informed thanks to their communication system. Being able
to communicate effectively with each other can play a crucial role in keeping them "on
board".
Weaknesses
Poor stakeholder management can lead to mundane issues, including rework delays and
project cancellations key stakeholder being unhappy with the project. They can also make an
unsatisfied stakeholder ask for the project manager's replacement.
Opportunities
Certification: A certification gives the organization an advantage over other
candidates. Employers appreciate it because it shows they can trust you to grow with your
profession and you're committed to it.
New Technology: An organization's ability to communicate with its customers changes with
new technology. Businesses benefit from a strong public image when customers interact with
them using technology.
Threats
A potential threat to ASA can come in the form competitors of B2B consultancy firms.
Competitors in any field usually acts as a threat to the organisation or an individual, and these
are mostly addressed as potential threats and not actual threats.
Potential barriers to change
Through the process of operational change, there will be a range of potential barriers that one
will need to overcome, and we will also need to understand what causes them in the first
place. We will always prioritize reducing costs, increasing revenue, and keeping the company
efficient. Although, it is essential to recognize that making changes is never easy, and we will
find that through each and every change, there will be barriers that prevent our organization
from progressing.
The following are examples of change barriers:
- Employee reluctance
- Insufficient resources
- Lack of commitment to the team
- The management of change was poor

Readiness for the change

This term describes the process of ensuring management and employees can successfully
transition from one mindset or environment to another, by ensuring that transitions are made
efficiently and safely.
A business or organization's readiness is a function of its mindset, leadership strategies, and
working environment. These factors all play an important role in making or breaking the
chance of success when making a change. The change must be brought about by people, and
they must work in an environment that fosters growth. Whenever people dedicate themselves
to projects they desire and believe in, they give their best, but they also require resources and
support to accomplish that work.
Among the components of readiness are:
 The collective desire of the employees for change
 Employees' perception of the possibility of change/the risk of changing
 The adaptability of existing systems within a business
  Inspiring change through effective communication
 Implementing and maintaining change requires effective communication
 Leadership restructured to bring about change
An organization has all these components at all times; if they are nurtured and encouraged,
they will be more successful at changing. A leader can make sure organizational readiness is
working toward a successful change rather than letting underdeveloped potential and
unanticipated problems work against it.
Cost-benefit analysis of the change
Cost-benefit analysis for change management is not unlike that which organizations perform
regularly. By applying a structured approach to enabling impacted employees to engage,
adopt, and use the change, you will be able to demonstrate the relationship between the costs
of managing the people side of change and the benefits realized. If you can demonstrate that
the real and tangible benefits of change management outweigh the costs, you can gain the
buy-in and investment necessary to implement it.
The cost of change management is presented in the following section and is fairly
straightforward. Discussions about benefits can be tricky. The following five perspectives can
be used to support your case for change management and strengthen the cost-benefit analysis:
- Three people side ROI factors: higher utilisation, higher proficiency, and faster
adoption speeds; change management drives project ROI.
- Cost avoidance: Badly managing change can be costly both to the project and to the
organization. Managing change is a cost avoidance tactic.
- Risk mitigation: Poorly managed change puts individuals, projects, and organizations
at risk. Change management is a tool that helps mitigate risks.
- Benefit realization insurance: People have to change their behaviour for the project to
be successful. Change management provides value realisation insurance.
- Probability of meeting objectives: Research shows that projects with effective change
management are more likely to meet objectives, stay on schedule, and stay within
budget; change management increases the probability of meeting objectives.

Change Implementation
Strategies for embedding change
- Create Momentum
In order for change to occur effectively, you need the company's support. However, people
can't support something they don't understand, which is why open communication is crucial
to building momentum. Explain what will be changed. Outline its advantages and
disadvantages, and what would happen if it weren't implemented.
- Form a powerful Coalition
It can often be challenging to convince colleagues that change is necessary. Leading your
organization with the support of key individuals will be important for success. Your company
needs to identify and bring together effective change leaders. It's not necessary that they be
senior business leaders; they could come from any department.
As a way to increase success chances:
 Ensure your coalition of change is committed.
 Build your coalition's team.
 Make sure you communicate regularly by holding daily stand-ups.
 Identify the strengths, weaknesses, opportunities, and threats of your team.
 Within your firm, make sure that divisions at different levels are well-balanced.

- Create a vision for change

It's easier for everyone to understand why you're asking them to do something when you have
a clear vision. You can explain your goals to people in a manner that makes them understand.
The following steps are necessary to create a clear vision:
 Identify the values that are central to the change.
 Create a summary (one or two sentences) that summarizes what the future holds for
your organization.
 Plan the execution of your vision.
 Be sure the team leading the change is on the same page.

- Prioritisation of the recommended changes

For organizations to continue growing, prospering and meeting consumer demands, change
must be consistent. Many organizations would like to implement many changes. Putting
emphasis on which changes to implement at what time will result in the most positive impact
on the organization and its employees.
Change is the status quo. The world's companies realize that they must respond to new
opportunities and threats as they arise, and find new ways to regain competitive advantage
that are temporary and ephemeral.
Because of this, change initiatives now cross divisions and functions rather than remaining
within silos. Additionally, they are often global, extending across borders to many different
countries with different cultures.
If companies want to succeed, they must set up and oversee change initiatives more
systematically than they used to. Each project must be evaluated periodically to ensure that
the right amount of resources, people, and attention has been allocated across competing
efforts. In addition to reprioritizing, rescoping, or retiring change efforts that no longer serve
the organization's objectives, executives must find ways to catalyze discussions about
reprioritizing, rescoping, or retiring change efforts.
- Implementation strategies
Many people are uncomfortable with change, or even fear it. Even though change can often
be beneficial, it can also be frightening. When hearing that changes are coming, many
employees assume negative outcomes: they assume that they will lose their jobs, get a new
manager, have a restructured team, lose their benefits, or lose their pay. It's your duty as a
leader to set the tone for your team and prepare yourself to manage organizational change as
effectively as possible, helping your reports get through the transition as smoothly as
possible.
Managing change in organisations
- Plan carefully
Prepare a clear outline of when, how, and why the change will be implemented before
bringing it to your team. It would be ideal for you to have outlined the steps necessary to get
you to where you want to be, outlined new or changing responsibilities for anyone affected,
designed a full timeline, and identified responses to potential concerns.
- Transparency
Changes within an organization can be challenging because there's a tendency for them to
come in phases or to involve a level of confidentiality on the part of management. The
important thing is to be as transparent as possible with your employees, especially when the
change will be big-even if you can't share all of the details, letting them know the parts that
you can share (and explaining their impact) will help make the transition more seamless.
- Communicate
Maintain open lines of communication with your employees. It is important to explain the
reasons for the changes and how they will be implemented. Your reports can come see you to
voice their concerns and thoughts in a neutral setting. Hold team meetings and be open to
questions.
- Training
Whenever there is a change in technology or process, ensure your employees receive
adequate training so they can master the new procedures. Be sure that your employees are
informed that this training will be available when the change is announced, so that they will
not feel left behind due to a lack of skills or experience.
- Monitor and measure
In order to ensure that things go smoothly and that you're ultimately successful, it's important
to maintain consistent oversight over implementation and rollout once the change process has
been started. Maintain a close eye on potential problems, and address them in a timely
manner. Establish metrics to measure your success, and monitor them constantly to make sure
you remain on track. Keep in touch with key stakeholders to gauge their perceptions and get
any feedback they may have.