Change Management Framework

Select slides that support a dialogue on what change is and why it is critical
Change Management Defined
Change Management is the discipline of preparing people for and supporting them through a business, technical and/or organizational
change. The overarching goal is to achieve the desired level of organizational performance as soon as possible.

Benefits

 Leadership is aligned on strategy,

urgency for change, key actions
required to manage the transition

 Critical risks are identified,

managed and mitigated

 Business as usual remains

uninterrupted by transformation
activities

 Operational readiness is quickly

achieved at all levels of the
organization

 Individual and team performance

dips are minimized
The Transition Curve
An organization’s attitudes and perceptions of change will shift throughout different phases of transformation. Managing the transition
is a foundation for managing organizational change.

Organization
Momentum

“It is the right thing

Early “Change is exciting”
Commitment to do”
euphoria “Our company is taking a bold step”
“We will succeed”

DENIAL COMMITMENT

Denial and “To what extent will it affect me?“ “I think I can figure out
Uncertainty “How can I work in a virtual matrix?” Adaptation how to live with it”

Productivity
Baseline
Fear and “Same job, less money!” “Maybe, I should learn more about their culture”
Testing and
Resistance “I don’t trust those guys!“ Acceptance “The train is leaving, I better get on”
“It’s difficult, but we can do it”

RESISTANCE EXPLORATION

“I’ll do what is
Withdrawal necessary to survive”
Paralysis

“I can’t act any “This is not

more with all this Departure something I want to
uncertainty” be a part of” Time
Employees’ Perceptions and Reactions to Change
In managing the transition it is crucial to address both objective and subjective changes for those impacted.

Rumors and Subjective areas Valuation of objective

Information Expectations
speculation of change & subjective changes

Objective Areas of Change may include:

 Organization
 Systems
 Processes

Subjective Areas of Change will include:

 Personal considerations, e.g.,  New environment, e.g.,

– Job security – Values and rules
– Changes in – Cultures
responsibilities or position – Priorities
– Level of acceptance of – Working styles
own habits – Shared expectations
– Career development – Tacit knowledge
– Compensation – Relationships
– Travel requirements – Types of interaction
Why do projects fail?
Projects tend to fail as a result of people-related issues not technical ones. The data shows applying change management improves
the likelihood of success.

Resistance by Employees 82%

Inadequate Sponsorship 72%

Unrealistic Expectations 65%

Poor Project Management 54%

Business Case not Compelling 46%

Project Team Lacked Skills 44%

People-related issues
Scope Expansion / Uncertainty 44% are noted in red

No Organizational Change Plan 43%

Silos/No Horizontal Process View 41%

IT Perspective not Integrated 36%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

% of Firms

The lessons learned from previous projects as well as industry research highlights that training and
communication activities can address some of the people-related issues, however a broader range of activities
are necessary to drive the adoption of the new technology and processes.
The elusive “big gain”

 Many companies launch big initiatives with the intention of “changing the entire company” but fail to see the returns
they expected

 They start new programs and invest in technology, process, and organizational improvements and see some returns
but not the game changing, step function gains they had hoped for

 The most often neglected ingredient to seeing the big gains is in people’s behaviors. Companies cannot
fundamentally change unless people change how they work

Many initiatives
stall here
Stage 3
Business
Value
Stage 2
Stage 1 Big Gains
Marginal Improvement
Work is done differently.
Implementation Initiative is accepted and People’s behaviors change
creates tactical improvements fundamentally, maximizing
New systems, processes, org (e.g. faster software, specific gains from new capabilities
structures, or priorities processes perform better, etc.), and enabling major
introduced but work is essentially done the improvements
same way as before Time
 Framework Key People Levers

1. People Risk & Impact Management: Understand the people-

related risks of transformation and develop formal plans to help
manage the impact

2. Leadership Alignment & Stakeholder Engagement: Have

people with authority, power and influence visibly lead the change
People Risk and
Impact
Management
3. Communications: Engage employees, managers, leaders and
external stakeholders in the transformation effort through
Leadership
Learning and
Alignment and
compelling communications
Capability
Stakeholder
Transfer 4. Culture: Align individuals’ beliefs with the organization's values
Engagement
and provide supporting procedures and infrastructure to drive the
right behaviors

Workforce 5. Organization Design & Governance: Design the organization to

Transformation Communications
Transition optimize resources and employee effectiveness

6. Talent Requirements & HR Programs: Develop HR strategies,

Talent programs and practices that align with and proactively address the
Requirements and Culture organization's changing talent needs
HR Programs
7. Workforce Transition: Plan and execute a smooth transition that
Organization maximizes benefits without disrupting productivity
Design and
Governance

8. Learning & Capability Transfer: Provide knowledge, tools and

training to help employees operate successfully in the new
environment
Managing Change Early Ensures Value is Captured as Quickly as Possible
Our approach address each of the three major elements of change: Change Leadership, Organization and HR, and Learning.

Change Leadership
 Clear, consistent and targeted communications
 Clarity of expectations
 Communicate compelling value proposition for
People Risk and
Impact transition
Management

Leadership
Learning and
Alignment and
Capability
Stakeholder
Transfer
Engagement
Learning Organization / HR
 Build Vendor Management  Develop a service
Competency Workforce management capability
Transformation Communications
Transition
 Develop specific training  Utilize mixed sourcing model
programs targeting new
 Define the governance
skills
structure, roles &
 Rollout End-User training Talent responsibilities, etc
Requirements and Culture
and documentation
HR Programs  Realign resources
Organization  Develop staffed
Design and redeployment strategy
Governance
 Identify skills gaps & new
Key
support positions required
Change Leadership
 Use transparent and
Organization / HR
consistent employee
Learning movement procedures
Integrated Transformation Approach
Integrated Change, Organization/HR, and Learning services are delivered at the program and project level to drive consistency,
alignment, and effective service delivery across the overall transformation effort.

Analyze Design Build Test Deploy

Change Leadership

People Risk and Impact Management

Leadership Alignment and Stakeholder Engagement

Communication

Culture
Organization /

Organization Design and Governance

HR

Workforce Transition

Talent Requirements and HR Programs

Learning

Learning and Capability Transfer

 Change Management Workstream Timeline and Activities
Analyze Design Build Test Deploy

2018 2019
April May June July Aug Sept Oct Nov Dec Q1 Q2 Q3 Q4
Onboarding Resources Onboarded
Identify resources ILLUSTRATIVE
Develop onboarding Go-Live
plans 12/1

Coordinate onboarding

Develop reward and recognition program

Stakeholder Management & Communications

Validate and update Stakeholder Analysis
Matrix and Management Plan Stakeholder Analysis and
management Plan Communications
Communications Assessment
Communications Strategy and Plan
Strategy and Plan Execute on-going communications

Business Readiness Assessment

#1: Go-Live less 18 months BR #2: Go-Live less 12 months BR #3: Go-Live BR
Identify Report Confirm Report less 6 Report
stakeholders / Interview stakeholders / Interview #2 months #3
#1
end-users stakeholders end-users stakeholders
Same activities
Develop Survey 1 Develop Survey 2 Ongoing as #2
Conduct Analyze Conduct Analyze evaluation
Develop analysis Survey 1 and action Survey 2 and action of Action
tools plan Ongoing evaluation of Action Plans plan Plans

Change Impact Assessment Change Impact Report

and Mitigation Plan
Collect Change Impacts Change
Impact
Validate Change Impacts Report Action Plan

Training
Training Training Plan / Training materials Training
End User Training Needs Training Plan and Curriculum development and delivery
Assessment Training Strategy Strategy development, review and approval Curriculum delivered
to end users
A data-driven, analytical approach to managing change will accelerate value for you

How precision is Analytic – Driven Change will provide specific and actionable data that will be used to develop targeted
achieved interventions for XXXXX X stakeholders / leaders and allow for progress to be tracked
Targeted global and function specific change management and training recommendations will accelerate
How speed is achieved performance by focusing the XXXXX X project’s resources on areas likely to achieve the high-quality
value
Deployment of targeted recommendations are tightly linked to XXXXX X’s project goals and objectives.
How impact is Insights are derived from the analysis of both what XXXXX X stakeholders perceive and what objective
achieved (e.g. financial and operational) data tells us. Additionally, objective data will allow us to quantifiably
demonstrate the impact of the change.
 Execute Change
Conduct Assessment & Analysis Plan & Design Change Solutions
Solutions

The Conduct Assessment and Analysis Phase The Plan and Design Change Solutions phase drives to During the Execute Change Solutions
emphasizes a deep understanding of the XXXXX’s solution development in preparation for execution. It starts Phase, implementation of the planned
Description

business problem and desired outcomes, with leadership and aligning them to a common vision and solutions begins. Managing data and
goal, uses insights from analysis in the first phase to build the
understanding leaders’ commitment and alignment change solutions regularly, appropriate
solution plan, and finally requires designing and developing
to strategic objectives, and collecting and analyzing change solutions, which can be implemented in the final transition activities and measurement will
data in a way that is meaningful to the XXXXX. phase. be critical to the sustainability of the
The insights from analysis will drive the solutions in solutions.
the next phase. Communication Strategy
Leadership Action Plans
As One Analysis
Detailed 22nd Floor Change Management and Communications Plan
Draft by
Phase Category Launch Date Deliverable Name Vehicle/Channel Audience Messages Messenger Approver Author Date Status NOTES Lessons Learned
Engagement Strategic May Initial Meeting Senior Leaders • Program X description and key details Complete
Communication Organizational • Why Program X is being implemented
(Written) Program X
Overviews
Engagement Strategic May Initial Program X In person meeting Impacted Program X overview Complete
Communication Info Share (HR) & teleconference employees
(Meeting)
Engagement Strategic 1-Jun Program X Email All Tower Program X introduction and overview <Client Complete
Communication Advanced Notice employees Personnel>
(Written)
Analysis Stakeholder 30-Jun Change Complete Core Team Detailed stakeholder analysis, following <Client Person> Project Team <Client 30-Jun Complete
Management Management Plan Stakeholder Program X toolkit framework Person>
Analysis / Program
X Toolkit
Analysis Define Change 21-Jul Change Excel document Core Team Detailed information on project analysis, <Client Person> Project Team <Client 21-Jul Complete
and Vision Management Plan change management strategy, and change Person>
map, following Program X toolkit framework
Analysis Influence/ 21-Jul Change Excel document Core Team Detailed leader analysis following Program X <Client Person> Project Team <Client 22-Jul Complete
Sponsorship Management Plan toolkit framework Person>

Analysis Define Change 30-Jul Change Excel document Core Team • Comprehensive communications and <Client Extended <Client 27-Jul Complete
and Vision Management Plan training plan Person>/<Client Change Team Person>/<Cli
• Plan includes draft key messages that Person> ent Person>
address needs uncovered during analysis

Engagement Strategic 26-Jul - 30-Jul Senior Leader Meeting Senior Leaders • Work with impacted senior leaders to Global Real N/A N/A N/A Complete
Communication Role Mapping complete initial role mapping (i.e., determine Estate &
(Meeting) Sessions percentage of employees across the 4 Workplace
workstyles) Transformation
Teams
Engagement Strategic Tentative: Week of Impacted Leader Email <Client • Status since last update TBD <Client <Client Complete
Communication 23 -Aug Update Personnel> • FYI that SVP communications will be Person> Person>
(Meeting) lunching shortly
Sample Outputs

• Includes draft of GPO and WS

Communication

Engagement Strategic Late Aug - Date UPDATE: Real Email & Word Building X SVPs • Background on current space shortage <Client Person> <Client <Client 30-Jul Complete
Communication TBD Estate in the Document and above • Private office situation Person> Person>
(Written) Tower • Existing 5th floor lease
• Long-term solution & Program X facts
• External Benchmarking
• Next steps
• Managing in the interim period
• Thank you for participation and support

Data Visualization Outputs Stakeholder Engagement Strategy

Knowledge Transfer Plan

Conduct Assessment & Analysis
Establish Clarity of
Intended Business
Outcome
• Clearly establish business
outcomes that can be used to
drive planning and decision
making throughout the project
 Establish business outcomes
for planning and decision
making
 Use XXXXX resources to
understand industry trends
Plan & Design Change
Solutions
Assess Leadership
Collect Data
Alignment
Objectives
• Use data to understand the • Collect data to validate the
alignment and commitment of problem is the “right” problem and
leaders most critical to the that the solution will achieve the
success of the project business outcome, manage risks,
realize results and more efficiently
use resources
Activities
 Conduct leadership assessment  Identify data necessary to
to measure leaders’ collect based on business
commitment or resistance to the outcome
change
 Determine ways to maximize
 Document areas of resistance
use of time, cost and effort of
and/or gaps in leadership data collection (e.g., limited
alignment, including (but not number of questions, online
limited to) lack of clear vision, vs. paper)
differences between leadership
vision and strategy, and lack of
consistency and commitment
Execute Change
Solutions
Conduct Data Analysis
and Visualization
• Extract Analytics-Driven insights
to aid decision making, identify
opportunities, and understand
where the greatest impact will
be to effectively prioritize
solutions
 Analyze data using trends,
correlations, etc.
 Extract insights from the
data and identify
opportunities to implement
change solutions to achieve
business outcomes
 Use data visualization to
effectively showcase
insights from data and drive
decision making and action

Conduct Assessment & Analysis
Architect Leadership
Alignment Approach
• Partner with leadership to drive
alignment around the common
vision and goal, a pre-condition
for the success of the project
 Determine what changes will
need to occur within the
organization and what skills
leaders will need to become
aligned
 Engage leaders and develop
a plan to address leadership
alignment
 Modify and track leadership
alignment throughout the
project lifecycle
Plan & Design Change Execute Change
Solutions Solutions
Plan Data-driven Design Data-driven
Strategic Change Strategic Change
Solutions Solutions
Objectives
• Build the strategic change • Design and develop targeted
solution plan, what includes what change solutions based on the
is needed to implement, the needs of individual stakeholder
potential impact to the business if groups from data analysis
implemented and the risks
associated with not implementing
Activities
 Determine which change  Build change solutions (e.g.,
solutions are required to communications, training,
achieve business outcomes change management) and
develop materials
 Identify indicators of success
based on business outcomes
 Identify and prioritize change
solutions based on those that
drive greatest impact
 Develop a high level roadmap
 Determine level of effort to
implement and associated
risks
 Plan & Design Change Execute Change
Conduct Assessment & Analysis
Solutions Solutions

Manage, Monitor, & Sustain

Implement Data-driven
Data and Strategic Change
Strategic Change Solutions
Solutions

Objectives
• Execute the change management • Confirm that business has absorbed
strategy adjusting as necessary and adopted the change and can
based on changing needs of demonstrate a quantifiable
stakeholder groups, outside operational outcome that is
influences and demand sustainable

Activities
 Execute against work plan  Measure progress based on
(including development and indicators of success
implementation of change
solutions).  Continue to manage and monitor
ongoing change management
activities, such as change agent
networks and communications, as
well as leadership action plans

 Conduct knowledge transfer and

capability transfer activities

 Discuss lessons learned

Change Lessons Learned
Lesson
A one-size-fits-all approach frequently yields
poor results
It’s tough to manage what you can’t measure
Without a comprehensive solution, success
won’t be sustainable
Lack of clear direction and business objectives
= failure to achieve results
Decisions based on evidence vs. intuition leads
to more precise solutions
Mitigation strategies
• Use insights from data analysis to create targeted solutions to meet the unique
needs of each stakeholder group
• Create an implementation plan that best utilizes money and resources by only
implementing select solutions as needed
• Hold teams accountable by measuring not just project status, but progress
towards business outcomes
• Clearly define what success looks like and establish indicators of success to
measure
• Identify the related initiatives (talent, process, change or org) required to
supplement the new solutions
• Clearly identify business outcomes and project objectives that are measurable
• Gain leadership alignment around outcomes and check in regularly
• Analyze objective and self-reported data to test assumptions, extract insights
and quantifiably demonstrate the impact of the change
• Use results of data analysis to understand the root cause of the problem and
identify key stakeholder needs
Stakeholder Management and Communications
Stakeholder Management and Communications are key factors to ensuring the success of GIFT. Due to the changes that GIFT will
bring, effective communications will play a critical role in facilitating process, technological and cultural shifts for Chartis employees.

What is a
Communications  Defines the approach for sharing information about GIFT so that stakeholders receive required information in a timely manner to ensure alignment
Strategy?

 Identify objectives and guiding principles for GIFT communications

 Identify stakeholders, audience groups and their specific communications needs
Why develop a  Define the roles, responsibilities, processes and tools for developing, reviewing and executing communications in support of GIFT
Communications  Achieve stakeholder buy-in and promote ownership by specifying their roles in supporting the changes that GIFT will implement and generating enthusiasm and excitement
Strategy? about the changes
 Provide a forum for two-way communication for stakeholder feedback by soliciting valuable feedback for project teams and allowing mid-course adjustments to the
communication process

What is a
Communications  A work plan that details all communication activities throughout the phases of GIFT to ensure the key stakeholders get required information in a timely manner
Plan?

 Ensure appropriate and consistent messages are being communicated to key stakeholders in a timely manner
 Increase understanding of the objectives and expected benefits of GIFT
 Communicate how GIFT will impact Chartis and its employees, including:
Why develop a ­ What will be expected during the GIFT timeline
Communications ­ What will change because of GIFT
Plan? ­ What should and should not be expected when GIFT is implemented
 Report on GIFT project progress through multiple communications methods and vehicles/channels
 Promote two-way communications and feedback from target audience groups
 Acknowledge and celebrate milestones within the GIFT community and the UK and Europe Finance & Accounting and Operations & Systems organizations

 Perform Stakeholder Analysis & Engagement Planning

­ Identify Stakeholders
­ Develop the Stakeholder Analysis Matrix
­ Develop the Stakeholder Engagement Plan Inputs into
 Perform Communications Assessment Communications Strategy
­ Conduct Audience Analysis
Components of the ­ Conduct Media, Vehicle, and Infrastructure Analysis and Plan
Communications ­ Conduct Message Analysis
Process  Develop Communications Strategy
 Develop Communications Plan
 Execute Communications Plan
­ Develop Communications
­ Deliver Communications
 Collect Feedback and Monitor Progress
 Refresh Stakeholder Engagement Plan and Communications Plan as needed
Training - Overview
The primary goal of the end-user training program is to support the GIFT objectives by teaching employees how to apply the new
business processes and use the SAP system to do their jobs.

 Help end users to ensure they understand:

Training  How the new business processes and systems works specific to their roles
Objectives  Changes to their roles and responsibilities as related to GIFT
 The overall objectives and benefits of GIFT
 Use a blended learning approach that incorporates the following principles:
­ Customized, Role-Oriented Training: Training will be categorized by role and the curriculum designed to meet the needs of specific
roles based on Chartism’ processes and system transactions. Training will provide the conceptual framework of Chartism’ business
with function-specific, task-oriented practice
­ Just-in-Time: The right people will be included to receive the right information and training at the right time. The training efforts will
focus on critical and essential programs required to have an immediate impact to the business. Less critical and long-term initiatives
Training
can then follow where needed and where appropriate
Methodology ­ Need-to-Know Approach: Employees expect to immediately apply what they have learned to their specific job responsibilities.
Specific job roles will be mapped to required training. The training will be presented in small, manageable components, and focus the
training on clearly stated goals and objectives. Chartism subject matter experts will review the courseware and help deliver the training
enabling the highest quality and buy-in
­ Incorporation of Adult Learning Principles: Employees generally learn best from actually doing a job, next best from what they see,
then from what they read and hear. These principles will be incorporated to help guide the training design and development efforts
 Training Infrastructure: identifies technical requirements for training environments, training development technologies, training measurement
technologies, classroom logistics, and configurations
Components of a  Training Standards: defines standards for training development including the outlines, courseware, assessments, exercises, quick reference guides, and
data loads
Training Strategy  Training Design: designs training program including the approach, methodology, and training materials
 Training Development: develops training materials including outlines, courseware, assessments, exercises, quick reference guides
 Training Effectiveness: defines the metrics and measurement of the training delivery
 GIFT overview training
 Role Based Training
­ SAP transaction training, with hands-on activities for practice
Training Scope ­ New Finance processes, with hands-on activities for practice
­ New Finance policies
 External communications/education focused on new GIFT processes, procedures, and tools
Change Readiness Assessment
Oftentimes, an organization’s way of resisting or responding to change is not obvious. These organizational “blind spots” can
introduce hidden risks and hinder the goals and objectives of a project.

 Understand how ready the organization is for change

Why conduct a  Develop plans to address changes
Business  A Business Readiness Assessment helps to answer the following questions:
­ Do your people understand the importance of GIFT?
Readiness ­ Are your people committed to using the new systems and processes?
Assessment? ­ Do they understand how to do their jobs using the new systems and processes? Do they have the appropriate skills?
­ Has your organizational structure been appropriately adjusted? Do your people understand the new organization structure?
 Assess Chartis’ capacity for change and to identify potential barriers that would prevent a successful implementation by surveying a sample of end users
at key points in the project
 Key dimensions measured throughout the assessment
­ Business Case: What are the benefits in implementing GIFT?
What is a ­ Vision: Is there a clear understanding of why GIFT is being implemented?
Business ­ Journey: Do employees believe that Chartis has a historical track record of success when dealing with large scale implementations?
Readiness ­ Leadership / Sponsorship: How much support exists?
Assessment? ­ Organization Preparedness: Does Chartis have the required structure and resources to enable the change that GIFT will implement?
­ Culture: How will Chartis’ culture support the GIFT program itself? How will Chartis’ culture support changes that GIFT will implement, for example
future state changes in the organization structure, employee roles, and the way employees conduct business?
­ People Enablement: Do employees feel empowered to affect changes within their scope?
­ Communications: How effective is the messaging and who are communications most effective coming from?
 Create a plan to address what is needed to overcome organizational obstacles and areas of the organization's culture that must change to meet the GIFT
objectives
­ Leadership is able to provide a clear path forward to achieve GIFT objectives
How will results be ­ Sponsorship – GIFT is supported by leadership to champion the vision and ensure GIFT remains an organizational priority
used? ­ Clearly defined governance structure to make design decisions, resolve issues and mitigate risks
­ Targeted training based on end users’ unique needs
­ Communications targeted to specific employee groups based on individual needs
 Assist in influencing the “Go / No-Go” decision closer to implementation
Change Impact Assessment
A Change Impact Assessment identifies and addresses potential impacts that will result from implementing new processes and
technology. Identified change impacts are then used to develop a plan for managing the transition by mitigating risks and
resistance areas.

Why conduct a  Identify the ways in which employees’ jobs will change
Change Impact  Ranks these changes based upon the degree of impact
Assessment?  Develop plans to address changes so that employees can do their jobs

 There are 4 steps included in the assessment:

­ Initial Assessment - Identify areas of Chartis’ business that will be different due to the transition to new processes, technology, or organization,
What is a Change identify specific ways in which employees’ jobs will change
Impact ­ Validation – Validate that all change impacts are identified and correct, rank changes based on how much they will impact employees roles
Assessment? ­ Report Change Impact Findings – Summarize findings from Change Impact Assessment, highlight critical impacts and potential mitigation plans
­ Action Plan – Leverage Change Impact Report to develop and refine mitigation strategies for critical change impacts, use Action Plan as input to future
Communication, Stakeholder Management, Training, Organization Assessment, and HR Preparedness plans
 Determine how employees’ jobs will change
How will results be  Determine to what degree employees’ jobs will change (High, Medium, Low)
used?  Identify training needs by employee population
 Target communications by employee population
A Holistic Approach is Required
We advocate a proactive, deliberate approach using a defined set of tools, activities and measures that integrate Change, HR and
Training.

PHASE I PHASE II PHASE III PHASE IV PHASE V

Plan and Analyze Design Build Deliver Operate

Change Team PMO Develop Change Mgmt

Manage and Deliver Integrated Program and Project Change Management Planning
Plan and Toolkit

Change Management Assess Develop Program Deliver Initial Program Manage and Deliver Integrated
Communications Communication Plan Communications Program and Project Communications
Infrastructure

Identify Stakeholder Align and Prepare Initiate Stakeholder Manage and Support Stakeholders
Groups Stakeholders Action

Develop Change Implement Change Monitor Program Change Readiness

Readiness Approach Readiness Assessment

Organization/HR Assess Organization Design Organization Develop Organization

Implement Organization Transition
Structure Structure Transition Strategy

Assess Workforce Develop Workforce Transition

Implement Workforce Transition Activities
Transition Strategy/Plan Strategy and Plan

Assess Supporting HR
Realign Supporting HR Programs and Processes Implement Realigned HR Programs and Processes
Programs/Processes

Training Assess Program Develop Program Develop Program Manage Integrated Program and Project Training
Training Needs Training Strategy/Plan Training Strategy/Plan Activities

Develop Knowledge
Implement Knowledge Transfer Program Transfer Knowledge
Transfer Process/Plan

Key activities underway or planned for the Financial Accounting Transformation

Risks of Not Managing Change
Without comprehensive Change Management, a number of unwanted and unfavorable outcomes are more likely to occur both
during and after significant transitions.

Low level of Collaboration /

Operational Obstacles and Delays Loss of Leadership Credibility
Difficulties in Meeting Objectives

 Limited buy-in and support
 Lack of employee motivation
 Increasing resistance to
transformation and change
 Lack of alignment across key
stakeholders and business leaders
 Potential conflicts due to lingering
non-addressed issues and
differences
 Lack of alignment of critical HR and  Early results not sustained
organizational aspects  Difficulties on implementing new
 Difficulties and misunderstandings virtual organization
in communication due to varying  Operational disruptions from July 1
expectations, national and
corporate cultures, and language
issues
 Eroding trust and loss of good
people
 Loss of productivity
 Comprehensive Organization Readiness Methodology
Apply Targeted Change Solutions
Phase 1 Phase 2 Phase 3 Phase 4

Go Live

Alignment
Analytics Program Change Risks/ Leadership End User Workforce Go Live Ongoing Change
Checkpoints Learning Strategy
Approach Vision Requirements Action Messaging Transition Change Requirements
Plans Strategy Approach Activities

Develop success Assess risks and outline Spot Risk Spot Risk
metrics & scorecard change requirements Measure post go live usage
Change Assessment Assessment

Analytics Analyze change impacts and stakeholders Continuous Continuous Assess post go live
Refresh Refresh capabilities

Develop/refine Develop program vision Continuous

business case Communicate program vision
Refresh
Develop roadmap & key Continuous
Vision & milestones
Refresh
Leadership Go live
Messaging Engage leaders and assign action plans
actions

Guide program team communications

Establish change agent Engage key stakeholders to foster ownership

network

Stakeholder Define future state competencies Assess current Develop workforce Execute workforce transition
competency gaps transition approach
Expectations
& Define new role
Align performance management processes to new roles
Engagement expectations

Create end user Communicate go live Communicate

messaging strategy Deliver end user messaging expectations post go live

Identify learning Develop learning Develop learning tools/materials Deliver learning

needs strategy
Learning
Communicate learning requirements

Establish project plan Manage PMO activities (project plan, risk and issues, audit requirements)
<PROGRAM>
PMO Executive reporting
Building an OR Roadmap

Inputs Outputs
Activities are required to understand the change The Organization Readiness Plan is made up of a
and inform tthe organizational readiness plan series of plans that align to the OR roadmap

Organizational Readiness Plan

OR Analytics
• Stakeholder & Change • OR Activity Risk Metrics
Impact Assessment • Dashboard Reporting
• Readiness Assessments
Identify Business &
Project Objectives
Vision & Leadership Alignment
• Vision Communication Plan* • Leadership Alignment Plan
Develop • Project Team • Leadership Alignment
Organizational Communications Plan* Communications Plan*
Assess Stakeholders
and Change Impact Readiness
Plan Stakeholder Expectations & Engagement
• Change Agent Network Plan • Stakeholder
• Workforce Transition Plan** Communications Plan*
Baseline OR Activity
Risk Assessment Learning
• Learning Plan**

OR PMO
• Project Plan • DIRT Log
 Baseline Current OR activity: Initial Assessment Complete
An initial assessment of OR activity is complete. Input from Project Stakeholders and Leaders is recommended to finalize the baseline.
Risk Assessment <MM/YY>

<INITIATIVE> Organizational Readiness Dashboard

For Activities <MM/YY – MM/YY>
Readiness Score* Risks
2.3
• Vision and business case is not current, and understand/recall is varied across program stakeholders meaning
that program stakeholders to do understand long term rationale for FSR, and broader understanding is unlikely
Vision 3
2
• Organization wide vision and business case is not current or specific to stakeholders
1 • Only Technology project milestones and roadmap are broadly articulated and understood meaning that next steps
Desired 4.6
4 0 Actual 2.3 and deliverables are unclear.

2.2 • All stakeholders have not been identified/mapped leading to confusion over impacts and scope of OR activity
• Limited change impact assessment completed for <FUNCTION> and parts of <LOB> audiences in <MM/YY>
should be updated and expanded to full scope change
Impacts • Change and stakeholder assessments are not maintained which limits scope and effectiveness of OR activities
2
3 1 • Communications planning only to <MM/YY> limiting opportunity to provide full scope of change
Desired 4
4 0 Actual 1.8
• Leaders are not aware of impacts to team or aligned in rationale for change

1.9 • Some business teams are working independently to understand future state for teams. However broad and
structured work has not yet commenced to define future state operating model and plan transition, therefore
Expectations limiting ability to realize desired Finance end state.
3
2
1
• Individual roles and expectations have not been clarified and there is debate over extent of change to individual
Desired 2.9 roles, meaning that significant individual impacts may not be appropriately addressed.
4 0 Actual 1

0.7
• Initial planning work for building learning plans has commenced, however lack of up to date change impact plan
Capabilities 2 will limit ability to deliver high impact training
3 1
Desired 2.4
4 0 Actual 1.7

2.3
• Commitment risks have not been identified for any stakeholder, therefore limiting opportunity to engage
Commitment stakeholder appropriately and increasing risk that stakeholder are not bought-into change. Risk mitigation is
3
2
1
especially important for early-engagement stakeholders including leaders and change network
Desired 3.7
4 0 Actual 1.4

1.4
• Sustainability planning has not yet commenced. Risk is limited currently given timeline for project however
Sustainability category is trending red unless planning commences shortly
2
3 1
Desired 2.4
4 0 Actual 1

* The Readiness Score is based on the difference in score between the

desired state and the current state of activity, given the project phase.
The <INITIATIVE> Change Analytics Metrics Scorecard

We use a change scorecard with detailed measures supporting each of our metrics.
Metrics Scorecard Measures

Clear and Leaders aligned Socialized Program Employees

Compelling
Vision attractive future around the roadmap and metrics defined understand
business case
state vision vision milestones and monitored the vision

Rigorous Leaders agree

People impacts Workforce Talent-informed Synchronized
approach to with impacts
Impacts captured and transition plan communication transition
defining people and transition
assessed established plan messaging
impacts plan

Performance Org.
Operating Clear career Clear roles and Future Program-related
mgt. adjusted to understands
Expectations model and OD paths in future required competency performance
drive new performance
defined state competencies gaps assessed assessed
Metrics

model expectations

High impact Supporting job

Training needs Targeted Effective New capabilities
Capabilities training aids and tools
identified training strategy training delivery measured
materials distributed

Change agent Clear, relevant, Evidence of Mechanisms in

Commitment Leaders Key program
network actionable employees place for direct
Commitment risks delivering on stakeholders
established and messaging to behaving program
understood action plans engaged
engaged employees differently feedback

Go live metrics Post-go live Post-go live

Sufficient post- Knowledge Disciplined shut Tracking of
and improvement change strategy
Sustainability measurement
go live
approach
transfer down of legacy
for continuous
business case
compliance approach approach benefits
approach established execution
The Readiness Assessment Methodology

The methodology to capture stakeholder perspectives includes the below key considerations.

A random sample of impacted stakeholders selected from across <LINES OF BUSINESS /

WHO
FUNCTONS> – the sample is carefully selected to ensure representation

The questionnaire currently includes <NUMBER> items around the <NUMBER> metrics (a
WHAT
mix of quantitative and qualitative / open-ended questions)

The survey will be administered on a quarterly basis to assess and track stakeholder
WHEN
understanding, commitment and adoption

The survey is hosted via the <SURVEY TOOL>. Selected participants received an email
HOW invitation from the central OR mailbox to complete the survey. We will periodically call upon
leaders for assistance in boosting response.

Provide insight into stakeholder needs, uncover potential risks to successful execution, and
WHY
assist in developing mitigation strategies

One of the key features of the survey is the ability to provide results at granular levels (e.g., by line of business, band level)
which will assist in identifying unique risks and necessary actions
 <FUNCTION / INITIATIVE> Metrics Scorecard – Self-Assessment as of <MM/YY>
Score

Clear and Leaders aligned Socialized Program Employees

Compelling
Vision attractive future around the roadmap and metrics defined understand 3.8
business case
state vision vision milestones and monitored the vision

Rigorous Leaders agree

People impacts Workforce Talent-informed Synchronized
approach to with impacts
Impacts captured and transition plan communication transition 2.8
defining people and transition
assessed established plan messaging
impacts plan

Performance Org.
Operating Clear career Clear roles and Future Program-related
mgt. adjusted to understands
Expectations model and OD paths in future required competency performance 2.7
drive new performance
defined state competencies gaps assessed assessed
Metrics

model expectations

High impact Supporting job

Training needs Targeted Effective New capabilities
Capabilities training aids and tools 2.7
identified training strategy training delivery measured
materials distributed

Change agent Clear, relevant, Mechanisms in

Commitment Leaders Key program Evidence of ees
network actionable place for direct
Commitment risks delivering on stakeholders behaving 3.3
established and messaging to program
understood action plans engaged differently
engaged employees feedback

Go live metrics Post-go live Post-go live

Sufficient post- Knowledge Disciplined shut Tracking of
and improvement change strat for
Sustainability go live transfer down of legacy business case 3.0
measurement approach continuous
compliance approach approach benefits
approach established execution

Overall Self-Assessed Score: 3.1

Scoring [a score of 1 (low) to 5 (high) is assigned to each change metric]
Off Track 1-2 = Intervention required immediately to manage risk(s) to the program
Making Progress 3 = Stakeholders are progressing; readiness activities should be assessed to mitigate risks(s)
On Track 4-5 = Stakeholders demonstrate engagement with the program; continue readiness program as is
N/A for this phase 0 = Not applicable for this phase
Example Questions from the Stakeholder Readiness Assessment

Periodically Test if Change Solutions are Working*

 How well do you understand the vision for this program?

 How well do your colleagues understand the vision?
Vision  How aligned are your leaders around the vision?
 Have you seen the plan and milestones to achieve the vision?

 Do you know which changes you will experience as a result of this program?
Impacts  Do you know how your colleagues are impacted by the changes?
 Do you know how finance information, systems and processes will change?

 Do you understand the activities to complete prior to deployment?

 Do you understand the expectations for your role once the changes are implemented? How well do you
Expectations
understand the expectations?
Metrics

 To what extent do you feel accountable for complying with the new changes?

 Do you understand what skills and tools are required to be successful in your role in the future state?
Capabilities  Do you feel that you have the right skills and tools to be successful?

 How committed are you personally to helping the program succeed? Please explain.
 How committed are your colleagues?
Commitment  Are leaders and stakeholders being engaged effectively to help the program succeed?
 How effective are the communications from <INITIATIVE>?

 Do you understand the metrics used to measure success?

 Are you taking all of the actions required by this program? Why or why not?
Sustainability  Are your colleagues complying with all of the program’s expectations?
 Do you believe the program is taking sufficient action to address gaps in effectiveness?
Engagement Alignment to Organizational Change Types

Organizational change typically falls into one of three categories:

Enhancement Adaption Reinvention

Simple (Developmental)
Medium (Transitional) Complex (Transformational)
Simple and Predictable
Variable Complexity and Complex and Unpredictable
Predictability
Streamlining and small scale or
Planned, holistic organizational
incremental change. Does not
Changes to structure, capabilities change for the enterprise that
change the core business strategy;
and work processes. No changes to redesigns core business model,
transition risks are not significant
underlying business model/strategy. nature of work, and/or cultural
norms.
Impacts: People, Work
Impacts: People, Work
Processes
Processes, Work Environment, Impacts: People, Work
Structure Processes, Work Environment,
Examples:
Structure, Rewards
 Redesigning a team’s work
Examples:
process
 New organizational structure Examples:
 New release of business
 Reductions in staff  Redesigning the procurement
software
 Process re-engineering policy
 Automating a manual report
 Major acquisitions
 Creating a Center of Excellence
Change Management Engagement Model Overview

The process for engaging the Change Management Function begins with a business leader or HRBP contacting the Function lead,
who will assess intake to determine which change management services are needed. Business leaders, HRBPs, and / or the Function
Lead will then develop and implement the change management plan, with responsibilities varying depending on the level of services
required.

Identify &
Scope Analyze & Plan Deliver
Contact

Identify need for

Analyze stakeholder Deliver change
services and contact Conduct change
impacts and develop management
the Change management intake
change management services (implement
Management and determine scope
plan plan)
function

Who is contacting the Who is conducting Who is developing the Who is leading
Change Management the intake and plan? service delivery?
function? determining scope?

 Business Leaders  Change Management  Depends on level of  Depends on level of

 HRBPs Function Lead services required services required
Change Management Function Scope of Services

The diagram below depicts the services a Change Management Center of Excellence (CoE) can provide.

Facilitate workforce
redeployment and Identify stakeholder groups, assess
transition in alignment with their readiness for change, and
the change determine impacts of the change on
each group
Change
Workforce Impact
Transition Assessment

Design rewards, Ensure that stakeholders with

recognition, and Rewards, Leadership authority, power and / or
Recognition, & Change Alignment influence share a common
performance goals to
promote desired behaviors Performance Management vision and visibly support the
change

Learning & Capability Communication

Transfer & Engagement

Provide tools and training to support Develop and distribute communications

change delivery on projects and and conduct activities to inform and
ensure to knowledge / capability involve leaders and employees in the
transfer change
 Change Management Service Delivery Levels
Services are grouped into four levels based on the change management capabilities employees must have to deliver the services and
the required degree of involvement of subject matter experts (SMEs).

Redesign processes, facilitate Involve leaders and

workforce redeployment and transition, Service Delivery Levels
employees in the change
and re-align the organization structure and ensure they both
to optimize resources and employee  Change Readiness & Impact Assessment, Leadership
share a common vision Alignment, and Communications & Engagement
effectiveness
Level 1  Basic change management capabilities required
Change
 Does not require SME involvement
Readiness
Process & Impact
Redesign Assessment
 All services in Level 1 plus Learning
 Proficient change management capabilities required
Level 2  Requires moderate involvement of Director of Learning &
Workforce Leadership Leadership Development or Functional Training
Changes Alignment Organization as SME

Change
Management  All services in Levels 1 and 2 plus Rewards, Recognition, &
Performance
Communication  Proficient change management capabilities required
Organization Level 3
& Engagement  Requires heavy involvement of Performance &
Design
Competency Management Lead as SME

Rewards,
Recognition, Learning &
& Development
 All services in Levels 1, 2, and 3 plus Process Redesign,
Performance Organization Design, and Workforce Changes
Level 4  Advanced change management capabilities required
 May require leveraging SMEs across or outside of the
Design rewards, company depending on project size and scope
Provide tools and training to
recognition, and support change delivery on
performance goals to projects and ensure to
promote desired knowledge / capability transfer
behaviors
Change Management Service Delivery Examples

The table below describes examples of changes that would necessitate each of the change management service delivery levels.
Process Readiness / Impact

Workforce Leadership

Organization Communications

Performance Learning

A policy changes, but there are no Leaders want to promote more An initiative to engage the A new technology system is
Example: impacts on processes stringent adherence to an different generations in the implemented in one or more
existing policy workforce is implemented functions

 Conduct readiness and impact
assessment (no learning needs
identified)
 Align leaders around the new
Level 1 policy
 Communicate the new policy to
leaders and associates
 Conduct readiness and impact
assessment to determine
likelihood of resistance
 Align leaders around the
importance of the cultural shift
 Communicate vision and
reinforce behaviors by engaging
leaders and associates
 Conduct readiness and impact
assessment to identify which
stakeholder groups to focus on
 Align leaders around the goals of
engaging multiple generations
 Communicate about initiative
and engage leaders and
associates
 Conduct readiness and impact
assessment to identify which
functions will interact with the
technology
 Align leaders around the vision
for using the technology
 Communicate changes and
engage leaders and associates

 N/A  Design new training on the policy  Conduct training to teach leaders  Conduct training to teach
 Deliver training to leaders and how to engage associates in associates how to use the new
Level 2 associates different generations technology

 N/A  N/A  Design a “menu” of rewards  Set performance objectives with

leaders can use for associates of associates to use the new
Level 3 different generations technology

 N/A  N/A  N/A  Design new processes around the

new technology
 Automation of some processes
results in organization design and
Level 4 workforce redeployment
Change Management Engagement Model Leading Practices
Leading
Description
Practice

Implement a  Create a common hub and epicenter for change management capabilities and competencies that enforce
collaboration and excellence in delivery of a full suite of services
Center of  Empower center to be optimally engaged and effective by directing all change management related projects
Excellence and stakeholders to leverage available tools and resources within CoE
Create a multi-  Enable change management function to support varying levels of service scope and complexity – from
layered / tiered rudimentary to elaborate
engagement  Clarify role of the CoE, HRBPs, project leaders, and other key stakeholders and respective involvement in
model delivering the suite of change management services

 Empower business leaders to drive and take ownership of change management to enable
Utilize business successful, effectively resourced change management and business initiatives
leaders as
 Work with Talent Management to identify high-potential leaders to serve as change champions
change agents
 Incorporate change management competencies into competency models for business leaders

 Utilize data and analytic tools to enlighten and expose need for change management, adoption
Employ and risks, success factors, focus areas, etc.
embed data &
 Use analytics to emphasize and reinforce accountability and measure success against
analytics
realization of concrete goals / benefits

Clarify global  The global extent of the solution will dictate the activities that can be performed by the global team vs. the
regional team
vs. regional  Empower the change management regional teams so that projects do not feel like US solutions that are
accountabilities driven out to the regions
 Program infrastructure should be put in place to ensure the global team can operate effectively
Establish  Take all stakeholders through the process of determining and agreeing to the guiding principles
function early on (workshops can be helpful to drive adoption)
guiding  Construct guiding principles that are as specific and granular as possible to signal to
principles stakeholders that real decisions are being made
Change Management Capacity and Delivery Options

There is a continuum of change management capacity and delivery options that help determine how change management is provided
for various initiatives; the models below also influence which change management organizational structure are most effective for a
company.

Do It for Me Model Do It with Me Model Do It Yourself Model

 Change Management  Change Management function  Change Management function

function develops strategy works with business to develop provides strategic advice and
and aligns with business strategy guidance; resources from the
objectives business develop strategy
 Change Management function and
 Change Management resources from the business  Resources from the business
executes full scope of partner to execute change execute change management
change management management activities activities
services for the business
 In addition to providing review /  Business leaders drive and are
 Business leaders provide sign-off, business leaders support accountable for change
review and sign-off on and champion change management results / impact
change management management activities
activities

Which model makes sense for the <XXXXX> Change Management team?
Change Management Organizational Structure Options
There are multiple options for structuring a Change Management function. The best option is dependent on <XXXXX’S> needs. Since
the <XXXXX> Change Management team is leaning towards a Centralized (vs. a Decentralized) model, the following slides focus on
the Centralized model, with the Hybrid model as an alternative.

Centralized Hybrid

Deployed from Change Deployed from Change

Management Core Team based Management Core Team based
on skills needed on resource needs

Resources are accountable to

Resources are accountable to Change Management Core
Change Management Core Team
Team

Central Ownership Project Ownership

Option 1: Centralized Structure

Change Management Central Team Characteristics:

• Central pool of resources with specialized
Change Comms Training Org skillsets are assigned to projects as needed
• Resources can be full or part-time
• Deployment based on skills needed
Resources assigned to projects as needed by skill set
Advantages:
Deployed Deployed Deployed Deployed
Change Training Change Training • Helpful when team members are needed in
Resource(s) Resource(s) Resource(s) Resource(s) Function
Function A Transform-
short bursts
ation • Highly standardized set of tools and
Deployed Comm Deployed Org Deployed Comm Deployed Org
Resource(s) Resource(s) Resource(s) Resource(s) templates

Drawbacks:
Deployed
Change
Deployed
Training
Deployed
Change
Deployed
Training
• Additional costs may be required to ensure
Resource(s) Resource(s) Resource(s) Resource(s)
Internal specialized knowledge in each area
Function B
Project 1 • Limited ability for Change Management to
Deployed Comm Deployed Org Deployed Comm Deployed Org
Resource(s) Resource(s) Resource(s) Resource(s) develop project subject matter expertise
• Increased resource coordination
• Projects lose some control of their user
Deployed Deployed Deployed Deployed communities
Change Training Change Training
Resource(s) Resource(s) Resource(s) Resource(s)
Internal
Function C
Project 2
Questions:
Deployed Comm
Resource(s)
Deployed Org
Resource(s)
Deployed Comm
Resource(s)
Deployed Org
Resource(s)
• How are change management resources
implemented within the business with this
model?
Key: • How are change management resources
scaled effectively to meet demand from
Change Functional/
the business?
Resources from
Management Technical Project Team
Central Team
Central Team Resources
Option 2: Hybrid Structure

Characteristics:
Change Management Central Team • Central team supports cross-project activities
• Central pool of resources assigned to projects as
needed
Resources assigned to projects as needed • Resources can be full or part-time
• Direct reporting to Change Management Central
Team and indirect to projects
Deployed Change Deployed Change
Function A Management Management Project 5
Resource(s) Resource(s) Advantages:
• Cross-project alignment and consistent approach to
engaging the business
• High levels of standardization and localization across
projects
Deployed Change Deployed Change
Function B Management Management Internal • Enables scalability
Resource(s) Resource(s) Project 1 • Deep Change Management knowledge
• Coordination and bundling of touch points
• Sharing of learnings across projects
• Development of project knowledge
Deployed Change Deployed Change
• Allows for changing resource needs throughout the
Internal
Function C Management Management
Project 2
lifecycle of the project
Resource(s) Resource(s)

Drawbacks:
• Potential confusion of reporting lines
Key: • Projects may perceive loss of ownership of Change
Management resource
Change Functional/
Resources from
Management Technical Project Team
Central Team
Central Team
Resources Questions:
• Given dual reporting lines, who is accountable for
change management results?
Change Management Organizational Structure Leading Practices

Leading
Description
Practice

Focus on  Align workgroup and individual measures to the workgroup’s / individual’s areas of control or influence
outcomes &  Implement formal and informal structures to support the principle of continuous improvement (e.g., integrate with
measures engagement model)
 Transfer decision making authority and responsibility to those with the power to influence outcomes
Create a cost  Minimize or eliminate duplicate roles except where absolutely necessary
effective  Consolidate and centralize transactional activities
organization  Utilize alternate source delivery (i.e., contracting) options where it makes sense
Design flexible  Design structures to promote responsiveness to changing customer needs
& responsible  Use flexible structures, such as alliances, partnerships, and networks to promote effective relationships with
structures customers and external stakeholders
 Ensure that the structure is feasible to attract / retain the required talent within the desired timeframe
Design a flatter  Limit the layers of management between manager and the front line
structure  Maximize the contribution of individual roles; facilitate a “once and done” by limiting iterations on tasks
 Ensure decision making authority is closest to the source of information and those who have the expertise to
interpret and act upon it
Enable  Ensure that structures enable the dissemination and use of knowledge to share best practices, optimize service
knowledge effectiveness, and serve the customer
sharing  Manage information across end-to-end processes rather than through functional hierarchies
 Push appropriate information, authority, and accountability to individuals to promote “just-in-time” and “just-the-
right” person decision making
 Ensure structures promote career path training
Structure  Construct functions around activities that need to be performed; do not tailor them to the qualifications of
functions individuals
based on role  Develop functions that are incumbent anonymous, and can be easily filled based on requirements
Change Management Function Maturity Model

Culture of Culture of
Incremental Transformation and
Change Awareness Change Leadership

Leading
Change Function Mature
Value Drivers Manages integrated
Basic
change portfolio, sits on
Lagging Delivers change in enterprise steering
Manages change
major projects and delivery and integration committees or reports
Delivers change programs but within across a full portfolio of to the Board level.
services to stand alone individual business programs with broad Accountable for
projects in individual units, with solid cross business unit strategy execution
Scope of Business units; limited strategic alignment engagement and through major
Activity strategic alignment, and increased business strategic alignment. transformations.
business engagement, engagement, but no
or integration across integration outside of Integrated suite of
projects. program scope. change tools,
Standardized set of methodologies and
change tools and approaches universally
Some standardization approaches aligned with
for basic change tools applied and adhered to,
recognized external with embedded industry
Fragmented set of (e.g. Communications standards, and with
Methodology, plans)., but inconsistent best practice, and
change tools across the widespread application
Approach application and thought leadership.
& Tools
organization; limited and adherence.
standards adherence Deep understanding of
Understanding of the business and the
business imperatives, key strategic,
Reasonable, if and strategic enablers. regulatory and market
somewhat superficial, Resources may have drivers. Able to add
Change team members
awareness of the operational or business insight and
have low level of
activities of the business management analysis, along with
business alignment
Business units, their underlying experience and a broad deep change
and poor understanding
Knowledge business, key drivers network within the management expertise.
of the underlying
and strategic enablers. business.
business, key drivers or
strategic enablers.
Sample Tool: Change Management Needs Assessment
Every project presents unique Change Management challenges that need to be effectively managed. Which Change Management
components are most critical for each of the current/future FSS Projects?

Change Management Components

Leadership
Change Customer & Training &
Alignment & Commun- Organization &
Management Employee Knowledge
Stakeholder ications Talent
Planning Readiness Transfer
Engagement

Project 1

Project 2

Project 3

Project 4

Project 5

Project 6

Project 7