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Leading through Organisational
Change
Gunnar Jaschik

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Introduction
Gunnar Jaschik
People & Change Expert, KPMG Singapore

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SECTION 1 Setting the Stage

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Warm-Up: Group Exercise
Please discuss the following questions at your table:
• What are some of the most challenging changes your
organization is facing today?
• What does good change management look like for you?
• What are some of the key obstacles to successfully
implementing change in your organization? Why does
change initiatives fail?

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Regulatory/Risk change
Change is Situational
Different types of changes require different approaches.
There is no one-size-fits-all approach!
8 Most common change triggers:
Technology Enabled
Change
M&A
Industry or Market Shift
Shared Services /
Outsourcing
Digital
Revolution/Marketing
Organisation Re-Design
Lean

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Risk of Poor Change Management
1. Desired change results are not
met
2. Waste of time, money and
resources
3. Diminishing morale and
engagement
4. Change fatigue

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Key Ingredients for Successful Change
We can increase the chances for successfully
managing change if we …
1. … get clarity on strategic objectives and
priorities
2. … choose change battles purposefully &
carefully
3. … aim to implement the best solution and be
able to explain why
4. … pick a change approach which reflects our
situation and change context

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SECTION 2 Get Clarity on Strategic
Objectives and Priorities

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Examples of Strategic Change Objectives
Financial Strategic Objectives
Financial Growth: Increase revenue by 10% annually.
Financial Efficiency: Decrease expenses by 5%.
Customer/Constituent Strategic Objectives
Current Customer: Achieve and maintain outstanding customer service.
New Customer: Introduce existing products into a new market.
Customer Service: Improve our service approach for all customers.
Internal/Operational Strategic Objectives
Operations Mngt: Increase community outreach.
Technology Mngt: Increase efficiencies through use of wireless or virtual
technology.
Communication Mngt: Improve internal communications.
Customer Mngt: To execute and maintain a CRM process that is
producing results.
People/Learning Strategic Objectives
Training: To develop the leadership abilities and potential of our team.
Culture: To align incentives and staff rewards with performance.
Knowledge: To continually learn and adopt current best practices.

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SECTION 3 Choose Change Battles
Purposefully & Carefully

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People Resist Change – Don’t They?
What is often perceived as resistance to
change is often a case of:
• lack of clarity – what’s expected and why?
• too many choices – decision paralysis
• “Change Fatigue” – too many changes in
too little time

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The DICE Assessment*
Score each of those elements on a scale from one to
four and combine the weighted scores:
Duration. The overall project time of the change
initiative, or the time between learning milestones. The
shorter, the better.
Integrity of team performance (Score x2). The team’s
ability to complete the initiative on time.
Commitment (Score x2). The support for, and belief in,
the initiative at the senior management level, and
among the directly affected employees.
Effort. The additional workload that affected employees
must bear because of the change initiative.
Every project will fall in one of three zones, indicating its likely outcome.
1. Score < 14: High likelihood of success; welcome to the Win Zone.
2. Score > 14: Concern over outcome’s likelihood; the initiative is in the Worry Zone.
3. Score > 17: Initiative unlikely to be successful; that’s the Woe Zone.
4. Score > 21: Companies must accept that the change project will most likely fail.
* Developed by Boston Consulting Group

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SECTION 4 Aim To Design The Best Solution
and be Able to Explain Why!

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Identify Bright Spots And Clone Them
1. Gather data on the issue.
2. Study the data to find the bright spots (the unusually positive
performers).
3. Understand the “normal way” things are done.
4. Study the bright spots to see what they’re doing differently.
5. Make sure none of those practices are “exceptional” in some way.
6. Find a way to reproduce the practices of the bright spots among
other people or parts of the organisation.
Gather data on branch performance, staff etc.
Which branches are performing well?
What’s the “normal” setup of a branch? Layout, staff, customers etc.
The most successful branches had a significantly higher percentage of
part-timers who turned out to be mostly more senior.
For instance, if one of the branches is located in an exceptionally
wealthy area or has some other “unfair” advantage.
Review recruitment, staffing and training for lower-performing
branches.
Based on: Switch (Heath Brothers)

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The Lean Change Management Cycle
Insights: Understand the current state of the
organization.
Options: Options have a cost, value and impact.
Options usually include one or more hypotheses and
expected benefits.
Experiments: Now it’s time to introduce a change
and see if it works out the way you thought it would.
Prepare: This is the planning stage of your
Experiment.
Introduce: This is the step where you start working
with the people affected by the change.
Review: Here you review the outcomes of the
Experiment. Typically you do this after the amount of
time you thought would be needed for the change to
stick.
From: Lean Change Management (Jason Little)

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SECTION 5
Pick a Change Approach which
Reflects Our Situation and
Change Context

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The Stacey Model*
*Based on: Stacey Ralph D. Strategic management and organisational dynamics: the challenge of complexity.
Change strategies should be driven by what the organisation is trying to achieve
Z
‘Co-creating’:
methods and approaches that
maximize the management of knowledge, resources, and
the utilisation of passion and responsibility,
‘Selling’:
buy-in strategies, change
agents, persuasion
negotiation, Real Time
Strategic Change
‘Driving benefits realisation’:
Rational decision making,
classical project management,
organisational development
‘Consulting’:
Scenarios, leadership, intuition,
learning organisations, systems
thinking
Close to certainty High uncertainty
ClosetoagreementDisagreement
1
2
3
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What is the level of
alignment on the end
state and commitment
towards that end state?
Stakeholder Analysis
Vision for Change
Change Risk Assessment
Fit for purpose
Change Approach
& Plan
Is the end state clear and road
to achieve that end state predictable?

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1. Driving benefits realisation
For example: Workday or ERP
implementation
Change Approach and Plan
The focus is normally on driving benefits
realisation and full adoption by:
• Articulating a very clear case for change
• Being specific on what the different
stakeholders in the organisation need to do
differently
• Providing the necessary training to ensure
people are able to operate in the new world
• Define the key measures of success and
ensure that the changes are implemented
in a sustainable way
Close to certainty High uncertainty
ClosetoagreementDisagreement
‘Driving benefits realisation’:
Rational decision making,
classical project management,
organisational development
1
are the
stakeholders
aligned?

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Z
2. Selling
For example: the Board have decided
they will create Global Business Services
Change Approach and Plan
The key to this situation is to engage with
stakeholders as early as possible to ensure that
their concerns are listened to and addressed.
The focus is normally on:
• Creating a change agents network
• Stakeholder engagement
• Running scenarios through the new solutions
to demonstrate how it will work and test it
against reality
• Having clear and visible direction from the top.
Show that ‘’We are behind this.’’
Close to certainty High uncertainty
ClosetoagreementDisagreement
are the
stakeholders
aligned?
is the end-state
solution clear?
‘Selling’:
buy-in strategies, change
agents, persuasion
negotiation, Real Time
Strategic Change
2

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3. Consulting
For example: ‘We need to innovate our
products’
Change Approach and Plan
The focus here is to facilitate an outside-in
approach so that all angles are considered
before a final solution is defined.
Evidence-based approaches to articulate the
vision are critical in these scenarios.
The change management approach in these
Situations is normally focussed on:
• Building the right capabilities in the
organisation
• To define the future end-state
• Bringing in external perspectives
Close to certainty High uncertainty
ClosetoagreementDisagreement
are the
stakeholders
aligned?
is the end-state
solution clear?
‘Consulting’:
Scenarios, leadership, intuition,
learning organisations, systems
thinking
3

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4. Co-creating
For example: a new strategic direction
Change Approach and Plan
The focus of change interventions in these
situations is on engaging critical stakeholders
early on, to achieve true co-creation of the
end-
state and alignment of intent. Bigger change
collaboration events could be critical enablers
for this.
What normally doesn’t work in these scenarios
is when a small taskforce develops the
‘perfect’
solution in a project room and expects it to be
accepted by the organisation.
The approach should be based on the
principle of early engagement and agility.
Close to certainty High uncertainty
ClosetoagreementDisagreement
are the
stakeholders
aligned?
‘Co-creating’:
methods and approaches that
maximize the management of knowledge, resources, and
the utilisation of passion and responsibility,
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is the end-state
solution clear?

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Some Key Principles of Most Change Strategies
We have to…
• … Communicate the threat of not changing.
• … Involve people in decision making or solution design.
• … Minimise uncertainty.
• … Measure impact and celebrate successes while moving towards the goals.
• … Keep communicating the reasons.
• … Be as transparent as possible to avoid people assuming.

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About Lee Hecht Harrison
Lee Hecht Harrison helps companies simplify the complexity associated
with transforming their leadership and workforce so they can accelerate
results, with less risk. We do this by helping their employees navigate
change, become better leaders, develop better careers, and transition into
new jobs.
As the world’s leading integrated Talent Development and Transition
company, we have the local expertise, global infrastructure, and industry
leading technology required to simplify the complexity associated with
executing critical talent and workforce initiatives, reducing brand and
operational risk. Teams in more than 60 countries around the world
leverage our proven programs and global experience to deliver tailored
solutions to clients that align talent with the needs of their business.