How to avoid the 12 most common roadblocks to successful change implementations posted to slide share

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How to Avoid the 12 Most Common
Roadblocks to Successful Change
Implementation Page 1
Implementation
Facilitated by
Daniel Feiman, MBA, CMC®

Agenda
• A case study of what can go wrong while implementing
change
• A Change Management Readiness Assessment (activity)
• The Dirty Dozen Roadblocks
• Tools & Techniques to Avoid the Roadblocks

Failing to Plan is
Planning to Fail

A case study of what can go wrong
while implementing change

Contact us for case details

The 8 'oars' of indecision that --------- faced.
1. Deferral: Wait until next time
2. Referral: To another committee
3. Points of order: Procedural objection
4. The wider picture: "We need to understand the context
better"
5. Evasion: "We still need further detail"
6. Ambiguity: Accept in principle, but not in practice
7. Precedent: "Let's not set one"
8. Denial: "Not for us to decide"

A Change Management Readiness
Assessment (activity)

Change Management Readiness Assessment
Score 1 - Strongly Disagree
Score 2 - Disagree
Score 3 - Somewhat Agree
Score 4 - Agree
Score 5 - Strongly Agree
Score Areas of Concern
Decisions are made in a standardized, systematic fashion, with input from key stakeholders
A Project Team has been assembled and formalized
A steering committee has been established to provide governance and make key decisions
A sponsor has been selected to ensure executive buy-in
A Change Management Plan has been created to outline the purpose, plan and scope of change
Budget for the change initiative has been approved
Goals, Targets, Measures and Initiatives have been outlined
Timelines and Milestones have been documented
A Cost/Benefit Analysis has been completed
We have the skill sets required to execute the changes over the next 12 months
The reason for change and the implications of not changing are well understood and documented
Targets that will not change have been identified
Targets of change have been identified
The impact of changes are well understood and documented (organizations culture, customers, etc.)
KSFs for managing the change have been identified
Changes have been prioritized to ensure proper allocation of resources
A stakeholder analysis to analyse influence and buy-in has been completed
Risk Analysis, Risk Assessment, and Risk Mitigation processes are in place to minimize risks
Changes are tested on small test groups before being introduced
A comprehensive dashboard exists to provide visibility into key performance indicators

Change Management Readiness Score (out of 100) 53
Analysis of your Score Score
Your organization is ready for change.
A well documented plan has been created,
Buy-in has been achieved and the business case is well understood.
You could benefit from using the Priority Index tool, the Risk Analysis & Assessment and the KSF Tool.
Your organization could benefit from the change.
Use the KPI worksheet, Project Portfolio, Change Management Strategy Scorecard,
and the Change Management Plan. When these documents are complete, implement change.
Implementing change is not advised at this time. 24-50
Do not implement change at this time. 0-25
51-75
76-100
When these documents are complete, and you have received the green light, re-assess.
Use the Change Management Strategy Scorecard, the Change Management Plan, and build
a Business Case. Schedule meeting with the steering committee to get buy-in and approval.
Use the Change Management Strategy Scorecard, the Change Management Plan, and build
a Business Case. Schedule meeting with the steering committee to get buy-in and approval.
When these documents are complete, and you have received the green light, re-assess.

The Dirty Dozen Roadblocks

• Roadblock #1 – No winning strategy
• Roadblock #2 – Flavor of the week
• Roadblock #3 – Failure to make a compelling and urgent
case for change
• Roadblock #4 – Not dealing proactively with resistance
• Roadblock #5 – Lack of communication
• Roadblock #6 – Not enough leadership

• Roadblock #7 – Ignoring current corporate culture
• Roadblock #8 – Not involving the employees
• Roadblock #9 – Lack of skills and resources
• Roadblock #10 – Focusing only on the long term
• Roadblock #11 – Failing to plan small successive successes
• Roadblock #12– Assuming that change is complete once
initial goals are achieved

Tools & Techniques to Avoid the
Roadblocks

Contact us for the Tools & Techniques
we have successfully implemented
with clients

Action plan
Action plan Name: Date:
Action to be taken Resources needed (people, material,
training, etc.)
Expected outcomes Metric By when Follow up needed

So what now?

Profile - Daniel Feiman, MBA, CMC®
• Mr. Feiman is the Managing Director of Build It Backwards, a consulting & training firm based in
Redondo Beach, CA. Build It Backwards(TM) transforms ordinary firms into extraordinary one
by Turning Roadblocks into Roadmaps℠. The results are more revenue, profits & value. Can we
build your Success Roadmap(SM) today?
• Mr. Feiman is an internationally recognized seminar leader; working with firms such as Apple,
Dell, Hilton Hotels, Mattel, Hughes (HIPD), Credit Suisse, TRW, Small Business Administration,
University of Manchester (U.K.) PEMEX (México), ARAMCO (Saudi Arabia) & Promigas
(Colombia).
• He has taught and facilitated workshops and seminars for the University of California, Los
Angeles (UCLA) Extension [adjunct faculty]; Valley Economic Development Center (VEDC),
The Small Business Development Center (SBDC), California Institute of International Business
and Economics, the Commercial Finance Conference and California Manufacturing Technology
Center (CMTC) among others.
• Mr. Feiman has over 18 years experience in all facets of both the traditional & nontraditional
banking industry, to include lending, marketing, leasing, management and problem loan
workouts. He earned his B.A. from The California University, Northridge & his M.B.A. from
Pepperdine University.
• He has published whitepapers, articles, SlideShare presentations, YouTube videos & books on
these subjects. His 3rd book in the Build It Backwards series (THE Book on Business from A to
Z: The 260 Answers You Need to Know), was nominated for a Thought Leader of the Year
award by the AM&AA & selected as a Finalist for a Global eBook of the Year Award.
• Mr. Feiman is adjunct faculty at UCLA Extension was the Visiting Professor at The University of
Huddersfield (UK).
• CMC® (Certified Management Consultant) is the certification mark awarded by the Institute of Management Consultants USA and represents
meeting the highest global standards and ethical canons of the profession. Fewer than 1% of all consultants have achieved this level of
excellence.

Contacting us:
Daniel Feiman, MBA, CMC®,
Managing Director
Build It Backwards(TM)
Transforming organizations by Turning Roadblocks into Roadmaps℠
Follow us on:
Office: 310.540.6717 Cell: 818.522.2892
Consulting & Training in:
Strategy* Finance * Process
DanielFeiman@BuildItBackwards.com
www.BuildItBackwards.com

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