Behind any successful change implemented in an organisation, there is a strategy. Without strategy the chances of a change initiative succeeding are significantly reduced.

1. Change Management Principles
Change Management
Strategy
Presented By
Alfred Kapeleta

2. Change Management Principles
Planning for Change
 In any change project, the elements of Leadership /
Sponsorship, Project Management and Change
Management are critical to the success of the project. It is
important to ask:
 Is Leadership/Sponsorship positioned to make this
change a success (do they understand and are they ready
to fulfill their role)?
 Is Project Management supporting successful execution
of the 'technical side' of the project?
 Is Change Management supporting successful
management of the 'people side' of the project?
 A successful project has all three elements in place. One
of the first steps you can take to ensure you are well-
positioned for upcoming projects is to evaluate each of
the three elements and then take steps to improve your
scores and positioning.

3. Change Management Principles
Developing Change Strategy
 The success of projects you are supporting will
depend on how well the people side of those
changes is managed.
 The first step in effectively managing the
people side of change is preparing a change
management strategy.
 The change management strategy defines the
approach needed to manage change given the
unique situation of the project or initiative.

4. Change Management Principles
Developing Change Strategy -
Situational Awareness
 Change characteristics - Understanding the
characteristics of the change requires you to answer
questions like: What is the scope of the change? Who
is being impacted? Are people being impacted the
same or are they experiencing the change
differently? What is being changed - processes,
systems, job roles, etc? What is the timeframe for the
change?
 Organizational attributes - What is the perceived
need for this change among employees and
managers?
 Impacted groups - The final step in building the
situational awareness is developing a map of who in
the organization is being impacted by the change and
how they are being impacted.

5. Change Management Principles
Developing Change Strategy –
Supporting Structures
 Team structure - The change management team
structure identifies who will be doing the change
management work. It outlines the relationship between
the project team and the change management team.
 Sponsor coalition - The sponsor coalition describes
the leaders and managers that need to be on-board for
the change to be successful.
 The change characteristics will determine who must be
part of the coalition. Each member of the sponsor
coalition has the responsibility to build support and
communicate the change with their respective
audiences.

6. Change Management Principles
Developing Change Strategy –
Strategy Analysis
 Risk assessment - The risk of not managing the
people side of change on a particular change.
Changes that are more revolutionary and farther
reaching in the organisation have a higher change
management risk.
 Anticipated resistance - In creating the change
management strategy, identify where resistance can
be expected.
 Special tactics - The final step of the change
management strategy is the identification of any
special tactics that will be required for this particular
change initiative.

7. Change Management Principles
Levers of Change Management
 After the strategy has been developed, the
next step is to define change management
plans. These are:
 Communication plan
 Sponsor roadmap
 Training plan
 Coaching plan
 Resistance management plan

8. Change Management Principles
Communication Plan
 Effective communication is targeted for each of the
different audiences impacted by the change - what
they care about and what they need to know.
 A structured communication plan, presents the right
messages, at the right time, in the right format or
channel, and comes from the right sender.

9. Change Management Principles
Sponsorship Roadmap
 Roles of the sponsor - to participate actively and
visibly, to build a coalition of support with other senior
leaders and managers, and to communicate directly
with employees about the business reasons and
nature of the change.
 It is the role of the change management members on a
project team to provide support and structure for the
specific actions needed from senior leaders - to coach
upward.
 A sponsorship roadmap lays out what the sponsor
needs to be doing with 1) the project team, 2) peers
and other senior managers, and 3) front-line
employees.

10. Change Management Principles
Coaching Plan
 Managers and supervisors in an organization
communicate messages about the change and how
it directly impacts employees.
 The coaching plan outlines the steps for involving
managers in change management activities.
 It lays out how the project team and change
management resource will build commitment, train
and skill up managers and supervisors related to their
role in a change. Once onboard, managers and
supervisors then conduct both group and individual
coaching sessions to engage front-line employees.
 Coaching is built upon the relationship that an
employee has with the person they report to.

11. Change Management Principles
Training Plan
 Training is an intervention to build skills and
capabilities. In addition to communication,
training is probably the most common of the
change management plans.
 The change manager's role in training is to
identify the skills and capabilities that are
needed, any gaps that exist and the training
requirements.
 Sponsors and coaches have been identified as
important participants in change management
- these two groups likely need training
themselves about their roles and
responsibilities in change management.

12. Change Management Principles
Resistance Management Plan
 While resistance to any change is a natural reaction,
organizations and managers can prevent and mitigate
the impact of resistance.
 Proactive resistance management and is the focus
of a resistance management plan.
 To prevent or mitigate resistance before it emerges
and impacts the project and the organization, begin
by identifying what resistance might look like and
where it is likely to come from.
 Next, develop a set of steps that you can take to
answer these objections before the manifest
themselves and impact the project. The resistance
management plan also identifies who will be involved
in managing resistance and how you will prepare
them to intervene.

13. Change Management Principles
References
This Change Management Strategy
uses materials developed by Prosci®
www.change-management.com