1.
The CAP Model Workshop
Day 1

2.
The CAP Model Workshop
Why Do We Need to Change? Why Do We Need to Manage
Change?
Change is inescapable…
• Business and strategic conditions evolve continuously, so we must be
able to adapt successfully if we want to remain competitive.
• Businesses often fail altogether because they are unable to implement
desperately needed changes in their work processes or organization.
At the same time…
• Change is difficult, unpredictable, uncomfortable, chaotic, risky and
unsettling.
• The capacity for change may be the key to success, but going through a
change can also be disruptive and feel threatening.
• Because both individuals and entire organizational units routinely resist
change, it takes careful planning and specialized knowledge and skill to
lead or implement a change process smoothly and effectively.

3.
The CAP Model Workshop | SARA
Shock
A bsorb
Respond
A ccept

4.
The CAP Model Workshop | What is Change?
What is Change?
Camlin Whiteboard Markers
Advertisement

5.
The CAP Model Workshop | Accelerating Change?
• Have you ever felt like this when dealing
with change?
• Why?
• How did it affect the effective and
successful implementation of the
change?…

6.
The CAP Model Workshop | Information Retention After 1 Month
75% 95% from
from engagement
hearing and
13% discussion
from and
hearing seeing

7.
The CAP Model Workshop | Information Retention After 1 Month
People tend to learn more when they are engaged
Show me so I may Tell me and I will
remember forget
Engage me and I
shall learn

8.
The CAP Model Workshop | Factors for Successful Change Management
The success of any Change Management initiative depends on the organization’s
willingness and ability to assume ownership of the change. There are five key
characteristics of all successful change implementations:
o Proper Planning: develop and document objectives and lay out how it will be
achieved
o Defined Governance: establish appropriate organizational structures, roles
and responsibilities and associated monitoring arrangements.
o Committed Leadership: ensure ongoing commitment at the top and across
the organization
o Engaged Stakeholders: encourage and sustain stakeholder participation and
commitment
o Aligned Workforce: ensure that the workforce understands and is aligned
with, actively supports, and is willing to bear the burden of changing

9.
The CAP Model Workshop | The Impact of Effective Change Management
Ready Willing Able Achievement
Able
Ready Willing of Business
Goals
Aware of goals Fully engaged; Having or Successful Change
and how they wanting to acquiring the and On-Target
are aligned to make needed Business Outcomes
business a success knowledge/
objectives, R&R story skills for new/
, KPIs of the change; changed
& metrics etc trust in processes, syst
leadership ems and
behaviors
Skills
Knowledge

10.
The CAP Model Workshop | Commitment to Change
Change Management activities have embedded ownership
within during the approach to go-lives
Stage 1 Stage 2 Stage 3
Change Management
Activities
Communications
Ownership
Change Advocacy
Organizational
Engagement/ Transformation
Enablement
Learning
Awareness

11.
The CAP Model Workshop | Topics
1. Learning about the critical questions and actions that will steer towards successful change
2. Creating a shared need for change and vision for your project team
3. Understanding and dealing with engagement and resistance from key stakeholders and key
constituents
4. Building an effective and sustainable implementation plan
5. The crucial role of communication and engagement

12.
The CAP Model Workshop | Change Research
• Almost 99% of all changes evaluated as
“Successful” had a good technical solution
or approach
• Over 98% of all changes evaluated as
“Unsuccessful” also had a good technical
solution or approach
What is the differentiating factor between success
and failure?

13.
CAP
The CAP Model Workshop | Summary
QxA=E
„Q‟ is the Qualitative or Technical solution to the change
„A‟ is the cultural Acceptance of the change
„E‟ represents change Effectiveness… your goal!
Change management is the approach to help align a person, team or organization with the
change. It focuses both on steps and milestones, as well as on the people side through
engagement and communication.
It addresses how to create a shared need for the change, understand and deal with
resistance from stakeholders and build an effective influencing strategy and communication
plan for the change.
Some companies like General Electric and SABIC chose CAP as
a methodology to drive change.

14.
The CAP Model Workshop | Summary QxA=E
Charles Darwin may have some insight for us:
It is not the strongest of the species
that survive, nor the most
intelligent, but the one most responsive
to change.

15.
The CAP Model Workshop | Summary QxA=E
All mankind is divided into three classes
Those who are immovable,
Those who are movable,
And those who move
Benjamin Franklin

16.
The Change Acceleration Process Model – Summary
The CAP Model Workshop | Summary QxA=E
Change Acceleration Process (CAP):
Q x A = E
Is:
• A strategy to drive effective change
• A method to engage business teams in a
dialogue to increase the success
• To accelerate the implementation of
organizational change efforts
Addresses how to :
• Create a shared need for the change and a vision
• Understand and deal with resistance from stakeholders
• Build an effective and sustainable influencing strategy
It is NOT:
• A magic formula that resolve conflicts or resistance
• A set of tools that eliminates discussion, consultation or creativity to resolve conflicts

17.
The Change Acceleration Process Model – Summary
The CAP Model Workshop | Introduction QxA=E
The CAP model illustrates the key processes involved in facilitating effective change. It provides a common language for
leading and facilitating change effectiveness.
Uses of the CAP Model
The CAP model can remind you of the important elements that you need to cover.
Although the model is recognized as going one direction, with all arrows moving from current state toward the future state, it DOES NOT
MEAN YOU MUST GO IN ONE ORDER. You can and should revisit tools and processes as necessary to ensure progress toward
effective change. The model supports completion of the conversation around each process, builds synergies within the organization and
ensures your change is still on track. People’s responses, resistances and understanding will change, so it is important to visit and re-visit
each and every arrow.
The model provides a methodical way to overcome resistance by identifying sources of resistance and creating influencing strategies to
overcome the resistance. This is a continuous process throughout the change.
Within each process there is a series of tools to help frame the conversations that change teams need to have around how to create a
shared need, how to shape the vision, how to influence others, etc. but also to understand WHY change is so hard to maintain. If we
cannot help people to change their natural behaviors and habits, they will naturally go to the path of least resistance (that which is easier
and that which is “known”).

18.
The CAP Model Workshop | The CAP Model QxA=E

19.
The CAP Model Workshop | Overview QxA=E
CAP: A Model for Change
Leading Change Having a sponsor/champion and team members who demonstrate
visible, active, public commitment and support of the change.
Creating A The reason to change, whether driven by threat or opportunity, is
Shared Need instilled within the organization and widely shared through data,
demonstration or demand. The need for change must exceed its
resistance.
Shaping A Vision The desired outcome of change is clear, legitimate, widely understood
and shared; the vision is shaped in behavioral terms.
Mobilizing There is a strong commitment from constituents to invest in the
Commitment change, make it work, and demand and receive management attention;
Constituents agree to change their own actions and behaviors to
support the change.
Making Change Once change is started, it endures, and learnings are transferred
Last throughout the organization. Change is integrated with other key
initiatives; early wins are encouraged to build momentum for the
change.
Monitoring Progress is real; benchmarks set and realized; indicators established to
Progress guarantee accountability.
Changing Making sure that the management practices (Staffing, Development,
Systems And Rewards, Measures, Communication, Organizational Design and
Structures Information Technology Systems) are used to complement and
reinforce change

20.
The CAP Model Workshop | Setting Up For Success QxA=E
Setting Up For An overview of tools which can be used at the beginning of a project in
Success building a team that understands their roles and responsibilities
Questions asked - Who do I need to ensure a successful change?
- Do I get leadership support in selecting the right teammembers?
- Are all necessary parties involved (and/or engaged) in the core project
team?
Tools used Team Set Up
ARMI Worksheet
Project Scope Contract
GRPI Checklist
Team Charter Checklist
In/Out of the Frame
15 words Flipchart
Critical Success Factors
Screen Significance
Is/Is not
SIPOC/COPIS Process
RACI worksheet

21.
The CAP Model Workshop | Leading Change QxA=E
Leading Change Having a sponsor/champion and team members who demonstrate visible,
active, public commitment and support of the change.
Questions asked - What actions and messages do we expect in support of this change?
- Are leaders at all levels consistently demonstrating strong commitment
through their words and actions?
- Are leaders at all levels consistently supporting others who are trying to
engage in the change?
Tools used Personal Contract
Calendar Tests
Leadership Self-Assessment
Capogram
Team Set Up

22.
The CAP Model Workshop | Leading Change QxA=E
Leading Change Having a sponsor/champion and team members who demonstrate visible,
active, public commitment and support of the change.
Leading Change
Authentic, committed leadership throughout the duration of the initiative
is essential for success. From a project management perspective, there is
a significant risk of failure if the organization perceives a lack of leadership
commitment to the initiative.
Don‟t talk the talk if you
don‟t walk the walk

23.
The CAP Model Workshop | Leading Change QxA=E
Leading Change Having a sponsor/champion and team members who demonstrate visible,
active, public commitment and support of the change.
Leading Change
– What actions and messages do we expect in
support of this change?
– Are leaders at all levels consistently
demonstrating strong commitment through their
words and actions?
– Are leaders at all levels consistently supporting
others who are trying to engage in the change?

24.
The CAP Model Workshop | Leading Change
Leading Change
Presented by Steve Jobs

25.
The CAP Model Workshop | Leading Change
Inventis’s change program will gradually transition ownership to the strategic
business units
Client Inventis
Driving alone
Gaining ground
Taking over
Gaining speed …
…
Getting started
• Client rides alone, steers
• Client steers and and pedals
• Client steers and pedals
• Inventis steers and • Inventis gets off and
• Inventis steers pedals • Inventis backs off,
pedals supports as required
and pedals • Inventis pedals balances and supports
• Client pedals
• Client accompanies

26.
The CAP Model Workshop | Creating A Shared Need QxA=E
Creating A Shared The reason to change, whether driven by threat or opportunity, is instilled
Need within the organization and widely shared through data, demonstration or
demand. The need for change must exceed its resistance.
Creating A Shared Need
The need for change must outweigh the
resistance – the tendency in the
organization to maintain the status quo.
There must be compelling reasons to
change, that resonate not just for the
leadership team but that will appeal to all
stakeholders and constituents.

27.
The CAP Model Workshop | Creating A Shared Need QxA=E
Creating A Shared The reason to change, whether driven by threat or opportunity, is instilled
Need within the organization and widely shared through data, demonstration or
demand. The need for change must exceed its resistance.
Questions asked - What types of resistance needs to be adressed head on?
- Do people understand why there is a need for change?
- Is the need for change supported with data/evidence?
- Is the need for change widely shared by leadership?
Tools used Threat vs. Opportunity Matrix
Concerns vs. Opportunity Matrix
More of / Less of Chart
3D’s Matrix
Stakeholder Analysis
Change Impact Assessment
Change Impact Heatmap

28.
The CAP Model Workshop | Creating A Shared Need QxA=E
Creating A Shared The reason to change, whether driven by threat or opportunity, is instilled
Need within the organization and widely shared through data, demonstration or
demand. The need for change must exceed its resistance.
Creating A Shared Need
– Why Change??!!
– Who are the key stakeholders and who are key
constituents?
– How do we prove the need for change to
our diverse audience?
– What resistance or apathy should we expect and how might
we address it head-on?
– WIIFM? WIIFU?

29.
The CAP Model Workshop | Creating A Shared Need QxA=E
Creating A Shared The reason to change, whether driven by threat or opportunity, is instilled
Need within the organization and widely shared through data, demonstration or
demand. The need for change must exceed its resistance.
Creating A Shared Need
Key stakeholders versus key constituents:
A key stakeholder is anyone who controls critical resources, who can hinder
(or enable) the change initiative by direct or indirect means, who must approve
certain aspects of the change or who owns a key work process impacted by the
change initiative.
A key constituent is anyone in the organization who will be impacted by the
change. Ask yourself the question “Whose life might/will change after the
project”.
A key stakeholder can be a key constituent as well, but not all key constituents
are automatically key stakeholders. Typically key stakeholders are the decision
makers, key constituents are the ones impacted by the decisions.

30.
The CAP Model Workshop
Day 2

31.
The CAP Model Workshop | Shaping A Vision QxA=E
Shaping A Vision The desired outcome of change is clear, legitimate, widely understood
and shared; the vision is shaped in behavioral terms.
Shaping A Vision
– Where are we heading and why?
– What will the change look like when we get
there? (Mindsets, Measures and Behaviors)
– What will be the milestones to monitor
progress?
– How will we consistently communicate the
new direction and our progress?

32.
The CAP Model Workshop | Shaping A Vision QxA=E
Shaping A Vision The desired outcome of change is clear, legitimate, widely understood
and shared; the vision is shaped in behavioral terms.
Questions asked - Has a vision been clearly communicated for the project?
- Is the vision simple and straight forward?
- Is the vision motivating and energizing?
- Is the vision understood and shared across the business?
- Is the vision actionable and measurable?
Tools used Key Phrases Exercise
Backwards Imaging
Bull’s Eye Chart
More of / Less of Chart
Elevator Speech
Customer Focus Alignment
In/Out of the Frame
15 words Flip Charts

33.
The CAP Model Workshop | Shaping A Vision QxA=E
Shaping A Vision The desired outcome of change is clear, legitimate, widely understood
and shared; the vision is shaped in behavioral terms.
Vision:
1. A clear statement about the outcomes of the
change effort.
2. A view of the future state that is:
-Customer focused – not just a person‟s dream
-Challenging – Evolving, not static
-Easy to understand – behavioral & actionable
A good vision should at least contain the “what”,
the “why”, the “who” and the “when”.
Example Example
JFK SABIC

34.
Example Vision and Mission: J.F. Kennedy QxA=E
Neil Armstrong July 20, 1969
“ I believe this nation should commit itself to
achieving the goal, before this decade is out, of
landing a man on the moon and returning him safely
to Earth”.
J. F. Kennedy May 25, 1961

35.
Example Vision and Mission: SABIC QxA=E
Vision
To be the preferred world leader in
chemicals
Mission
To responsibly provide quality products
and services through innovation,
learning and operational excellence while
sustaining maximum value for our
stakeholders

36.
The CAP Model Workshop | Mobilizing Commitment QxA=E
Mobilizing There is a strong commitment from constituents to invest in the
Commitment change, make it work, and demand and receive management attention;
Constituents agree to change their own actions and behaviors to
support the change.
Mobilizing Commitment
– Who are the key stakeholders and key
constituents?
– What level of support are they currently
demonstrating versus what is needed?
– How will we influence any required changes?

37.
The CAP Model Workshop | Mobilizing Commitment QxA=E
Mobilizing There is a strong commitment from constituents to invest in the
Commitment change, make it work, and demand and receive management attention;
Constituents agree to change their own actions and behaviors to
support the change.
Questions asked - Do we clearly understand who the key constituents are?
- Are the right resources allocated to drive the change?
- Are behaviors that either help or hinder the change been identified and
taken care of?
- Are the key constituents committed to make it happen and showing
behaviors that support the change?
Tools used Key Constituents Map
Attitude Charting
More of / Less of Chart
Responsibility Grid
Stakeholder Analysis
RACI
Resistance Analysis (TPC)
Combined Stakeholder / TPC
Influencing Strategy
Behavior Change Analysis
Change Impact Assessment
Change Impact Heatmap

38.
The CAP Model Workshop | Mobilizing Commitment QxA=E
Mobilizing There is a strong commitment from constituents to invest in the
Commitment change, make it work, and demand and receive management attention;
Constituents agree to change their own actions and behaviors to
support the change.
Our Employees
Compliant Committed
 Meeting standards Going above and beyond for the customer
 Maintaining the status quo Pursuing excellence
 Scratching the surface Taking responsibility, empowered
 No ownership Passionate about roles & business
 Individualists, no team Striving for team victory

39.
The CAP Model Workshop | Mobilizing Commitment QxA=E
Mobilizing There is a strong commitment from constituents to invest in the
Commitment change, make it work, and demand and receive management attention;
Constituents agree to change their own actions and behaviors to
support the change.
Mobilizing Commitment
The level of engagement heavily depends on: the type of change;
the impact of the change; and the required commitment of the
people.
Communication and levels of engagement:
• Inform : To provide balanced and objective information to assist those impacted in
understanding the problems, alternatives and/or solutions
• Consult : To obtain feedback from those impacted on analysis, alternatives and/or decisions
• Involve : To work with those impacted to ensure their concerns are directly reflected in
alternatives and solutions. Perform T&O‟s to capture threats as well as opportunities.
• Collaborate : To partner with the community in each aspect of the decision, including the
development of alternatives and the identification of the preferred solution
• Empower : Final decision making process is put in the hands of the organization

40.
The CAP Model Workshop | Dealing with Change
Dealing With Change
Presented by Garrison Wynn

41.
The CAP Model Workshop | Making Change Last QxA=E
Making Change Once change is started, it endures, and learning is transferred throughout
Last the organization. Change is integrated with other key initiatives; early wins
are encouraged to build momentum for the change.
Making Change Last
– How do we sustain the change and transform
it into the new “norm”?
– What resources need to be adjusted or
sustained?
– How will we sustain support and resources in
competition with other initiatives and
priorities?
– How will we prevent digression of behaviors
back to the old habits?

42.
The CAP Model Workshop | Making Change Last QxA=E
Making Change Once change is started, it endures, and learnings are transferred throughout
Last the organization. Change is integrated with other key initiatives; early wins
are encouraged to build momentum for the change.
Questions asked - Is the change integrated with other initiatives?
- To what extend are needed resources made available?
- What levels of resistance will this change face?
- What is the magnitude of the change and how much time do we need/get?
- To what extend have we altered (or used) existing systems and structures?
Tools used Key Constituents Map
Force Field Analysis
More of / Less of Chart
MCL Assessment
Resistance Analysis (TPC)
Behavior Change Analysis

43.
The CAP Model Workshop | Making Change Last QxA=E
Making Change Once change is started, it endures, and leanings are transferred throughout
Last the organization. Change is integrated with other key initiatives; early wins
are encouraged to build momentum for the change.
• Force Field Analysis + -
Helping Hindering
Used For:
Assessing forces in the internal and
external environment which will either help
to make change last or make it difficult to Change
Initiative
do so.
Remember:
Build an action plan to leverage Helping
and minimize Hindering Forces.
Launching a Change is just the beginning…
…it must become the Way of Life.

44.
The CAP Model Workshop | Monitoring Progress QxA=E
Monitoring Progress is real; benchmarks set and realized; indicators established to
Progress guarantee accountability.
Monitoring Progress
– How will we measure progress of the CAP project
to provide focus, direction & momentum
throughout the change process?
– How will we ensure insight into understanding the
level of acceptance throughout the change
– How will we know when corrective action is
necessary?
– How will we track key events and milestones so
we can reward and encourage progress?

45.
The CAP Model Workshop | Monitoring Progress QxA=E
Monitoring Progress is real; benchmarks set and realized; indicators established to
Progress guarantee accountability.
Questions asked - Have we clearly stated our objectives in measurable terms?
- Have we set milestones that we all understand and agree to?
- Are expected results tied to external and internal goals?
- Do we know which measures will show progress towards the goal?
- Have we established new ways to gather data?
Tools used Behavior Change Analysis
MP Assessment
Pareto/Pie chart
GRPI
Capogram

46.
The CAP Model Workshop | Changing Systems & Structures QxA=E
Changing Making sure that the management practices (Staffing, Development,
Systems & Rewards, Measures, Communication, Organizational Design and
Structures Information Technology Systems) are used to complement and
reinforce change
Changing Systems &
Structures
– How will we realign and leverage the way we
organize, communicate, measure, train,
develop, reward, compensate, and promote
within the organization?
– How can we assure that organizational Systems
& Structures consistently support and promote
desired new behaviors? (More of …Less of …)
What gets measured gets done,
and what gets paid for gets done more…

47.
The CAP Model Workshop | Changing Systems & Structures QxA=E
Changing Making sure that the management practices (Staffing, Development,
Systems & Rewards, Measures, Communication, Organizational Design and
Structures Information Technology Systems) are used to complement and
reinforce change
Questions asked - Are Staffing, R&R, Communication and Measurement Systems being put in place?
- Are trainings and communication methods identified to structurally
support the change?
- Were redundant processes and systems that do not support the change removed?
Tools used Profile Assessment
S&S assessment & Action Planning
Communication Assessment
Communication Matrix
Communication Plan: Tell
Communication Plan: Listen
Staffing & Development Competency
Staffing: Team Assessment
Staffing: Recruiting, Screening
Staffing: Securing, Orienting
Staffing: Development
Measures & Rewards

48.
The CAP Model Workshop | Changing Systems & Structures QxA=E
Maximizing the “A” …
Change deliverables for every project
1. Develop a need for the change and a vision, appealing and
recognizable for those impacted
2. Define and manage the stakeholders/ constituents
perspective on the change through a stakeholders
influencing strategy
3. Ensure the right level of involvement through a supporting
communication plan
4. Build a sustainable implementation plan
5. Manage, resolve, escalate change management issues
6. Measure and ensure change progress - CAP Profiles

49.
The CAP Model Workshop | The Change Acceleration Process Model QxA=E
The Change Acceleration Process Model

50.
The CAP Model Workshop | The Change Acceleration Process Model QxA=E
SESSIONS
(Sustainment)
CAP Elements Addressed:
 Changing Systems and
Structures
 Making Change Last
SESSIONS
(People)
CAP Elements Addressed:
 Leading the Change
 Mobilizing Commitment
 Stakeholder influencing
SESSIONS
(Orientation and Vision)
CAP Elements Addressed:
 Creating a Shared Need
 Shaping a Vision
 More of less of

51.
The CAP Model Workshop | The CAP Tools Kit QxA=E
Introduction Mobilizing Commitment CAP Tools Kit
Team Set Up Key Constituents Map
CAP Profile Attitude Charting
Setting up for success Responsibility Grid
Project Scope Contract RACI
Team Charter Checklist Resistance Analysis (TPC)
In/Out of the Frame Combined Stakeholder / TPC
15 words Flip Chart Influence Strategy
Critical Success Factors Making Change Last
SIPOC / COPIS Process Force Field Analysis
Leading Change MCL Assessment
Personal Contract Monitoring Progress
Stakeholder Analysis Behaviour Change Analysis
Calendar Test MP Assessment
Leadership Self Assessment
Changing Systems & Structures
Creating a shared need Systems & Structures:
Threat vs. Opportunity Matrix Profile Assessment
3 D‟s Matrix Systems & Structures:
Assessment & Action Planning
Shaping a vision Communication plans
Key Phrases Exercise Staffing
Backwards Imaging Measures & Rewards
Bull‟s Eye Chart Integrating Rewards & Measures
More of / Less of Chart Rewards & Measures Assessment
Elevator Speech Rewards Assessment
Customer Focus Alignment Measures Assessment

52.
The CAP Model Workshop | The CAP Tools Directory
CAP Tools facilitate thought process, discussion and decision ..
… and must be followed by actions
Concerns & Opp.
GRPI
CAP profile
10.0
8.0
G
6.0 R
4.0
2.0
P
0.0
I
Stakeholder
RACI Influencing Analysis
Strategy
-- - +/- + ++
Elevator Speech Change Impact Assessment

53.
The CAP Model Workshop | What questions do you and your employees have?
CAP Toolkit facilitates discussion and decision .. QxA=E
… and must be followed by actions
2. Change impact: How
1. Changes: What is large are the changes
different about the for the organization? 3. Team effectiveness:
roles of our team How well are goals,
today vs post-day 1? roles, processes, and
teamwork agreed?
4. Commitment: What
8. Leading the change: resistance do we face
What are the desired, What questions do from stakeholders? What
visible leadership YOU and YOUR actions are defined to
behaviors employees have? reduce resistance
5. Engagement: What
7. Making change last:
can we (leadership) do
What actions need to 6. Progress: How is to inspire individuals
be taken to sustain the progress to max performance
change? measured, communica
ted and celebrated?

54.
The CAP Model Workshop | Step-By-Step Towards Engagement QxA=E
More of Elevator
SHA C&O CIA GRPI RACI
Topics to Consider less of speech
1. Changes: What is different about the roles of our team
today vs. post go-live?
2. Change impact: How large are the changes for the
organization?
3. Team effectiveness: How well are
goals, roles, processes, and teamwork agreed?
4. Commitment: What resistance do we face from
stakeholders? What actions are defined to reduce
resistance
5. Engagement: What can mgrs do to inspire individuals to
max performance
6. Progress: How is progress measured, communicated and
celebrated?
7. Making change last: What actions need to be taken to
sustain the change?
8. Leading the change: What are the desired, visible
leadership behaviors

55.
The CAP Model Workshop | Step-By-Step Towards Engagement (SHA) QxA=E
More of Elevator
SHA C&O CIA GRPI RACI
Topics to Consider less of speech
1. Changes: What is different about the roles of our team
today vs pre-Nov 1st?
2. Change impact: How large are the changes for the
organization?
3. Team effectiveness: How well are
goals, roles, processes, and teamwork agreed?
4. Commitment: What resistance do we face from
stakeholders? What actions are defined to reduce
resistance
5. Engagement: What can mgrs do to inspire individuals to
max performance
6. Progress: How is progress measured, communicated and
celebrated?
7. Making change last: What actions need to be taken to
sustain the change?
8. Leading the change: What are the desired, visible
leadership behaviors

56.
The CAP Model Workshop | Stakeholder Analysis QxA=E
Tool: Stakeholder Analysis for Change - This tool helps the team answer the question, "Who are the
stakeholders?", "Where do they currently stand on the issues associated with this change
initiative?" and, "Where do we need them to be in terms of their level of support?" This tool
assumes that: 1) a "critical mass" is essential for launching and then accelerating the change
effort; 2) some stakeholders can be moved to a higher level of support; and, 3) some may only
need to be "neutral" for the change to have a chance.
Stakeholder Analysis for Change
Step 1: Where do you want/need them to be?
Strongly Moderately Moderately Strongly
Names Against Against Neutral Supportive Supportive

57.
The CAP Model Workshop | Stakeholder Analysis QxA=E
Tool: Stakeholder Analysis for Change - This tool helps the team answer the question, "Who are the
stakeholders?", "Where do they currently stand on the issues associated with this change
initiative?" and, "Where do we need them to be in terms of their level of support?" This tool
assumes that: 1) a "critical mass" is essential for launching and then accelerating the change
effort; 2) some stakeholders can be moved to a higher level of support; and, 3) some may only
need to be "neutral" for the change to have a chance.
Stakeholder Analysis for Change
Step 1: Where do you want/need them to be?
Strongly Moderately Moderately Strongly
Names Against Against Neutral Supportive Supportive

58.
The CAP Model Workshop | Stakeholder Analysis QxA=E
Tool: Stakeholder Analysis for Change - This tool helps the team answer the question, "Who are the
stakeholders?", "Where do they currently stand on the issues associated with this change
initiative?" and, "Where do we need them to be in terms of their level of support?" This tool
assumes that: 1) a "critical mass" is essential for launching and then accelerating the change
effort; 2) some stakeholders can be moved to a higher level of support; and, 3) some may only
need to be "neutral" for the change to have a chance.
Stakeholder Analysis for Change
Step 2: Where do you think they are today?
Strongly Moderately Moderately Strongly
Names Against Against Neutral Supportive Supportive

59.
The CAP Model Workshop | Stakeholder Analysis QxA=E
Stakeholder Analysis
Committed
Workforce!
Stakeholder Analysis for Change
Step 3: What actions will you take?
Strongly Moderately Moderately Strongly
Names Against Against Neutral Supportive Supportive

60.
The CAP Model Workshop | Stakeholder Analysis - Exercise QxA=E
In teams: (appoint lead facilitator per team)
Spend ~30 minutes on:
 Define stakeholders and key constituents
(individuals as well as groups)
 Determine stakeholders potential current
positions
 Determine the Influencing Strategy for top 3

61.
The CAP Model Workshop | Stakeholder Analysis – Exercise Example QxA=E
name SA MA N Ms SS name SA MA N Ms SS
-- - 0 ++ ++ -- - 0 ++ ++
new manager x new manager x
current mgr x current mgr x
HR BOZ x R BOZ x
HR KSA x HR KSA x
site VP KSA x site VP KSA x
site GM BOZ x site GM BOZ x
Spouse x Spouse x
kids x kids x
Government x Government x
xxxx x xxxx x
new team x new team x
new team lead x new team lead x
current team x current team x
family x family x
friends x friends x
works council x works council x
BOZ runner_up (senior) x BOZ runner_up (senior) x
Enough support to obtain Tough .. Strong resistance
Acceptance & support with few real sponsors

62.
The CAP Model Workshop | Stakeholder Analysis - Exercise QxA=E
• Choose one of the following scenario‟s
• James Grubnenark, engineering leader in Mt. Vernon is offered a 2 yr leadership
position in Jubail. Mark is married and has a one yr old son. His wife is professional
translator.
• Karl-Heinz Grosshaus, senior engineer in Gelsenkirchen is offered a job as turn
around leader for the Bergen op Zoom site. Karl-Heinz is not married but recently
got engaged. His fiancée is a English teacher in Cologne, Germany.
• Anne Kowalski, senior engineer in Burkville is offered a site engineering leadership
position in Cartagena, Spain. Anne is married, and has no kids Her husband who is
in military service recently signed a 2 yr contract to serve in Afghanistan.
• Ahmed Al-Madami, engineering manager in Jubail is offered a 2 yr assignment in
Bergen op Zoom, Netherlands. Ahmed is interested but has not discussed this with
his family yet.

63.
The CAP Model Workshop | Stakeholder Analysis - Exercise QxA=E
• James Grubnenark
• Age: 34, born Albany, USA, Married, 1 son age 1 yr.
• Master of Science, University of Boston.
• 9 years work experience, 5 at ACME Plastics (of which 3 in An Other Plastics Sp)
• Current function: Engineering leader, Mt. Vernon. Mark has 6 direct reports.
• His wife is a professional translator. She is originally from Turkey and studied in
Boston. She translates documents and books. Apart from Turkish she has a
degree in Arabic language
• Other: High energy level, very experienced, self starter, is respected by both
peers as well as direct reports, apart from his marriage in Turkey has never
been abroad.
• Part of larger x-bizz global exchange program
Offered a 2 years job as manufacturing excellence
Leader, in Jubail, Kingdom of Saudi-Arabia.

64.
The CAP Model Workshop | Stakeholder Analysis - Exercise QxA=E
• Karl-Heinz Grosshaus
• Age: 32, born in Cologne, Germany. Engaged, no children.
• Studied chemical engineering at the Heinrich Heine university in Dusseldorf.
• 7 years work experience, all in SABIC Europe. Apart from 1 assignment in Geleen
(6 months) based continuously in Gelsenkirchen.
• Current function: Senior engineer Gelsenkirchen. Karl-Heinz has 4 direct
reports.
• Other: Very creative, built expertise in major turn-arounds. Very successful
volleyball player, and coach.
• Part of larger x-bizz global exchange program
• His fiancée recently moved to Cologne where she accepted a job as English teacher
at a high School. They know each other 16 months and still live separately.
Offered a 2 yr assignment as turn around leader
for the site of Bergen op Zoom, the Netherlands.

65.
The CAP Model Workshop | Stakeholder Analysis - Exercise QxA=E
• Anne Kowalski
• Age: 29, born in New York, USA. Married, no children.
• Studied chemical engineering at the New York institute of Technology.
• 5 years work experience in SABIC IP with assignments in Mt. Vernon (technology),
Selkirk (Engineering), Cartagena (Ultem plant design) and Burkville (process
engineering)
• Current function: Senior engineer Burkville. Anne has no direct reports.
• Other: High energy level, entrepreneurial, career builder. Seen as top talent who
needs to work on leadership styles (lacks inclusiveness). Already spent 6 months in
Cartagena for a special assignment
• Part of larger x-bizz global exchange program
• Her husband serves in the US army. He recently signed a 2 yr contract (5 months
abroad-1 month home) to serve in Afghanistan.
Offered a 2 years assignment as site-engineering
leader for Cartagena Spain with a key focus on
start up of Ultem plant

66.
The CAP Model Workshop | Stakeholder Analysis - Exercise QxA=E
• Ahmed Al-Madami
• Age: 34, born KSA, Married, 4 children (2 sons, ages 14, 12 and 2 daughters
ages 9, 5)
• Masters degree, University of Paris, France
• 8 years work experience, 4 at SABIC KSA
• Current function: Engineering manager, KSA
• Other: High energy level, very experienced, self starter, religious, ambitious, fair
in English, good sense of humor, patient, soccer player, visa expired, high
standard of living.
• Part of larger x-bizz global exchange program
• BoZ team is informed, but too early .. no HR sign-off yet
Offered a 2 years job as Chem. Ops. Manager, BOZ
site in SABIC IP Bergen op Zoom, NL

67.
The CAP Model Workshop | Stakeholder Analysis - Exercise QxA=E
Participants session 1: Bergen op Zoom (September 7/8)
Team 1 Team 2
• •
• •
• •
• •
Team 3 Team 4
• •
• •
• •
• •
•

68.
The CAP Model Workshop | Influence Strategy QxA=E
What can I do to positively influence my stakeholders and
influenced groups?
• Share the need for change and the goals – again. Ensure the wording
appeals to their point of view. Also make it very clear this new goal is not
optional .. Use your Elevator speech
• Communicate what is in it for them .. Use your C/O analysis
• Make stakeholders part of the action – involve them in the workshops
• Use sponsors and key influencers to engage the individuals .. Use your
SHA
• Communicate early successes .. Show the change is real and working
• Lead the change yourself .. Be their role model
• Deliver yourself what you promised .. Always be credible
• Try to put yourself in their shoes

69.
The CAP Model Workshop | Step-By-Step Towards Engagement (C&O) QxA=E
STEP-BY-STEP TOWARDS ENGAGEMENT
More of Elevator
SHA C&O CIA GRPI RACI
Topics to Consider less of speech
1. Changes: What is different about the roles of our team
today vs pre-Nov 1st?
2. Change impact: How large are the changes for the
organization?
3. Team effectiveness: How well are
goals, roles, processes, and teamwork agreed?
4. Commitment: What resistance do we face from
stakeholders? What actions are defined to reduce
resistance
5. Engagement: What can mgrs do to inspire individuals to
max performance
6. Progress: How is progress measured, communicated and
celebrated?
7. Making change last: What actions need to be taken to
sustain the change?
8. Leading the change: What are the desired, visible
leadership behaviors

70.
The CAP Model Workshop | Concerns & Opportunity Assessment QxA=E
CONCERNS & OPPORTUNITY ASSESSMENT– ENGAGEMENT TOOL
Concerns Opportunity
If we don’t make this change if we do make this change
Or if we do make this change
Short
Term
Long
Term

71.
The CAP Model Workshop | Concerns & Opportunity Assessment Exercise QxA=E
1. Form 1-3 teams
2. Appoint facilitator
3. C&O Brainstorm session 5 minutes
Think about 3 potential concerns and 3 potential opportunities
how you think this organizational change will impact your
job/performance, your department‟s performance and the
the company‟s performance.
The C&O‟s can be personal or business related.
4. Group all inputs 15 minutes
5. Prioritize top 3 Concerns/Opps 10 minutes
6. Prepare report out 5 minutes
(what do you expect leadership to do more/less to take away concerns)
7. Report out to leadership 3 minutes per team

72.
The CAP Model Workshop | Concerns & Opportunity Assessment Exercise QxA=E
1. Form 1-3 teams
2. Appoint facilitator
3. C&O Brainstorm session
1. Take 6 post-it papers per person
2. - Label 3 with C
- Label 3 with O
3. - Write on each C one single concern
- On each O one single opportunity
4. - Group all concerns
- Group all opportunities
5. Vote for top 3 each
6. Prepare report-out to Leadership

73.
The CAP Model Workshop | Concerns & Opportunity Assessment Exercise QxA=E
1. Form 1-3 teams
2. Appoint facilitator
3. C&O Brainstorm session
1. Take 6 post-it papers per person
2. - Label 3 with C Do this part
- Label 3 with O individually
3. - Write on each C one single concern
- On each O one single opportunity
Do this part individually 4. - Group all concerns
and anonymous - Group all opportunities
5. Vote for top 3 each
6. Prepare report-out to Leadership

74.
The CAP Model Workshop | Concerns & Opportunity Assessment Exercise QxA=E
1. Form 1-3 teams
2. Appoint facilitator
3. C&O Brainstorm session
1. Take 6 post-it papers per person
2. - Label 3 with C
- Label 3 with O
3. - Write on each C one single concern
- On each O one single opportunity
Do this part per team 4. - Group all concerns
- Group all opportunities
Do this as
5. Vote for top 3 each a team
6. Prepare report-out to Leadership

75.
The CAP Model Workshop | Concerns & Opportunity Assessment Exercise QxA=E
1. Form 1-3 teams
2. Appoint facilitator
3. C&O Brainstorm session
1. Take 6 post-it papers per person
2. - Label 3 with C
- Label 3 with O
3. - Write on each C one single concern
- On each O one single opportunity
Do this part
as one team 4. - Group all concerns
- Group all opportunities
Select presenter for Do this as
report out to 5. Vote for top 3 each a team
management
6. Prepare report-out to Leadership

76.
The CAP Model Workshop | Concerns & Opportunity Assessment Exercise QxA=E
1. Form 1-3 teams
2. Appoint facilitator
3. C&O Brainstorm session
1. Take 6 post-it papers per person
2. - Label 3 with C
I think the most frustating part of
change is the fact that I don’t know
where I am going.
And what’s expected from me in the
new environment. I’ve seen changes
+ - Label 3 with O
where it was very clear, but also I Access
3. - Write on each C one single concern
remember a few in the past where I
really did not see what was expected
from me and if I really needed to change to website
- On each O one single opportunity
Myself. And why is it me that needs to
Change?
Why don’t they change themselves first?
4. - Group all concerns
- Group all opportunities
5. Vote for top 3 each
6. Prepare report-out to Leadership

77.
The CAP Model Workshop | Concerns & Opportunity Assessment Exercise QxA=E
Concerns & opportunities exercise
• Choose one of the following scenario‟s
• James Grubnenark, engineering leader in Mt. Vernon is offered a 2 yr leadership
position in Jubail. Mark is married and has a one yr old son. His wife is professional
translator.
• Karl-Heinz Grosshaus, senior engineer in Gelsenkirchen is offered a job as turn
around leader for the Bergen op Zoom site. Karl-Heinz is not married but recently
got engaged. His fiancée is a English teacher in Cologne, Germany.
• Anne Kowalski, senior engineer in Burkville is offered a site engineering leadership
position in Cartagena, Spain. Anne is married, and has no kids Her husband who is
in military service recently signed a 2 yr contract to serve in Afghanistan.
• Ahmed Al-Madami, engineering manager in Jubail is offered a 2 yr assignment in
Bergen op Zoom, Netherlands. Ahmed is interested but has not discussed this with
his family yet.

78.
The CAP Model Workshop | Concerns & Opportunity Assessment Exercise QxA=E
Think about 3 potential concerns and 3 potential opportunities
how you think this job offer will impact his/her life and that of his/her
key stakeholders
1. Take 6 post-it papers per person
2. - Label 3 with C Do this part
- Label 3 with O individually
3. - Write on each C one single concern
- On each O one single opportunity
Do this part individually 4. - Group all concerns
and anonymous - Group all opportunities
5 minutes
5. Vote for top 3 each
6. Prepare report-out to Leadership

79.
The CAP Model Workshop | Concerns & Opportunity Assessment Exercise QxA=E
Think about 3 potential concerns and 3 potential opportunities
how you think this job offer will impact his/her life and that of his/her
key stakeholders
1. Take 6 post-it papers per person
2. - Label 3 with +
- Label 3 with –
15 minutes
3. - Write on each + one opportunity
- On each – one single concern
Do this part per team
4. - Group all +’s in categories
- Group all –’s in categories
5. - Vote for top 3 each
6. Prepare report-out to Leadership

80.
The CAP Model Workshop | Concerns & Opportunity Assessment Exercise QxA=E
Think about 3 potential concerns and 3 potential opportunities
how you think this job offer will impact his/her life and that of his/her
key stakeholders
1. Take 6 post-it papers per person
2. - Label 3 with +
- Label 3 with –
10 minutes
3. - Write on each + one single opportunity
- On each – one single concern
Do this part
as one team 4. - Group all +’s
- Group all –’s
Select presenter for
report out to 5. - Vote for top 3 each
management
6. Prepare report-out to Leadership

81.
The CAP Model Workshop | Concerns & Opportunity Assessment Exercise QxA=E
Report out template
+++ ---

82.
The CAP Model Workshop | Step-By-Step Towards Engagement (Elevator Speech) QxA=E
STEP-BY-STEP TOWARDS ENGAGEMENT
More of Elevator CIA
SHA C&O GRPI RACI
Topics to Consider less of speech
1. Changes: What is different about the roles of our team
today vs pre-Nov 1st?
2. Change impact: How large are the changes for the
organization?
3. Team effectiveness: How well are
goals, roles, processes, and teamwork agreed?
4. Commitment: What resistance do we face from
stakeholders? What actions are defined to reduce
resistance
5. Engagement: What can mgrs do to inspire individuals to
max performance
6. Progress: How is progress measured, communicated and
celebrated?
7. Making change last: What actions need to be taken to
sustain the change?
8. Leading the change: What are the desired, visible
leadership behaviors

83.
The CAP Model Workshop | Elevator Speeches QxA=E
Elevator Speeches –Engagement Tool
1. To grab attention
2. To say a lot in a short time span
3. To ensure that the team members spread
a unified consistent message
4. A key practice to spread excitement, gain
support and engagement and to get
something from someone
Tailor made – you need many and they are
changing over time

84.
The CAP Model Workshop | Elevator Speech Worksheet
"Here's what our project is about…” (Charter, Project definition
tools)
"Here's why it's important to do…” (Shared Need Tools)
"Here's what success will look like …” (Shaping a Vision
+milestones)
"Here's what we need from you…” (Responsibilities,
Commitments)
"Here's what you can count on from me …” (Commitments, Action,
Follow-up)

85.
The CAP Model Workshop | Elevator Speeches Examples QxA=E
"Here's what our project is about…”
As part of the [name of your own project], we are taking important steps to position
Fertilizers for even stronger, profitable growth.
FERTILIZERS Elevator Speech
"Here's why it's important to do…”
We have aggressive growth plans and expect to nearly triple production by [state
time] – so the years ahead of us will be challenging.
"Here's what success will look like …”
With our new structure, we will operate strategically and entrepreneurially with more
decisions made at lower levels of the organization.
"Here's what we need from you…”
To make this change successful, we need every employee to be committed to this new
way of doing business, to be actively involved, and to understand that such a large
change will take time.
"Here's what you can count on from me …”
At the same time, we are dedicated to giving them the opportunity to develop new
skills, to work on new projects, to make decisions – and even to make some mistakes,
which is part of being an entrepreneur. The goal is to grow, together.

86.
The CAP Model Workshop | Step-By-Step Towards Engagement (CIA) QxA=E
STEP-BY-STEP TOWARDS ENGAGEMENT
More of Elevator
SHA C&O CIA GRPI RACI
Topics to Consider less of speech
1. Changes: What is different about the roles of our team
today vs pre-Nov 1st?
2. Change impact: How large are the changes for the
organization?
3. Team effectiveness: How well are
goals, roles, processes, and teamwork agreed?
4. Commitment: What resistance do we face from
stakeholders? What actions are defined to reduce
resistance
5. Engagement: What can mgrs do to inspire individuals to
max performance
6. Progress: How is progress measured, communicated and
celebrated?
7. Making change last: What actions need to be taken to
sustain the change?
8. Leading the change: What are the desired, visible
leadership behaviors

87.
The CAP Model Workshop | Change Impact Analysis QxA=E
Change Impact assessment

88.
The CAP Model Workshop | Change Impact Analysis QxA=E
Example Company CIA
London Edinburgh Rome Frankfurt Paris New York L.A. Tokyo Beijing
Mfg
Mfg COE
HR
IT
Finance
Legal
Procurement
Communications
Commercial
SCM
Technology

89.
The CAP Model Workshop | Change Impact Analysis QxA=E
Example Company CIA
London Edinburgh Rome Frankfurt Paris New York L.A. Tokyo Beijing
Mfg 1 1 1 2 1 1 1 1
Mfg COE 4 4 4 4
HR 2 4 2 2 4 2 2 2 2
IT 2 5 2 2 4 2 2 2 2
Finance 2 3 2 2 3 2 2 2 2
Legal 2 3 2 2 3 2 2 2 2
Procurement 2 3 2 2 3 2 2 2 2
Communications 2 3 3 2 2
Commercial 2 3 2 2 2
SCM 1 1 1 1 2 2 2 2 2
Technology 3 4 3 2 2 2 2

90.
The CAP Model Workshop | Change Impact Analysis Diagram QxA=E
Example Company CIA
London Edinburgh Rome Frankfurt Paris New York L.A. Tokyo Beijing
Mfg 1 1 1 2 1 1 1 1
Mfg COE 4 4 4 4
HR 2 4 2 2 4 2 2 2 2
IT 2 5 2 2 4 2 2 2 2
Finance 2 3 2 2 3 2 2 2 2
Legal 2 3 2 2 3 2 2 2 2
Procurement 2 3 2 2 3 2 2 2 2
Communications 2 3 3 2 2
Commercial 2 3 2 2 2
SCM 1 1 1 1 2 2 2 2 2
Technology 3 4 3 2 2 2 2

91.
The CAP Model Workshop | Step-By-Step Towards Engagement (GRPI) QxA=E
More of Elevator
SHA C&O CIA GRPI RACI
Topics to Consider less of speech
1. Changes: What is different about the roles of our team
today vs pre-Nov 1st?
2. Change impact: How large are the changes for the
organization?
3. Team effectiveness: How well are
goals, roles, processes, and teamwork agreed?
4. Commitment: What resistance do we face from
stakeholders? What actions are defined to reduce
resistance
5. Engagement: What can mgrs do to inspire individuals to
max performance
6. Progress: How is progress measured, communicated and
celebrated?
7. Making change last: What actions need to be taken to
sustain the change?
8. Leading the change: What are the desired, visible
leadership behaviors

92.
The CAP Model Workshop | GRPI Check List QxA=E
GRPI exercise
Objective:
The G.R.P.I. Check List is based on a simple model for team formation. It challenges the team
to consider four critical and interrelated aspects of teamwork: Goals, Roles, Processes and
Interpersonal relationships. It is invaluable in helping a group become a team.
Uses:
An excellent organizing tool for newly-formed teams or for teams that have been underway for a
while, but who have never taken time to look at their teamwork.
Timing:
Ideally, this tool should be used at one of the first team meetings; it can and should be updated
as the project unfolds
GRPI Checklist Low 1 2 3 4 5 High
Goals
How clear and in agreement are we on the mission and goals of our
team/projects?
Roles
How well do we understand, agree on, and fulfill the roles and
responsibilities for our team?
Processes
To what degree do we understand and agree on the way in which
we’ll approach our project AND our team? (Procedures & approaches
for getting our project work done? For running our team?)
Interpersonal
Are the relationships on our team working well so far? How is our
level of openness, trust and acceptance?

93.
The CAP Model Workshop | GRPI Check List QxA=E
GRPI - Assessing team effectiveness
Q: Assess the degree to which your team
presently has CLARITY, AGREEMENT and
EFFECTIVENESS on the GRPI items
Goals, Roles, Processes & Interpersonal relationships - L2 teams
1. Individually, rate the questions on the TEAM:
GRPI sheet • Purpose & Outcomes
0 1 2 3 4 5
We understand and agree on our mission and the desired
outcome xxx
G
2. Plot the individual scores on a flipchart • Goals & Deliverables
We have identified specific, measurable & prioritized goals &
deliverables linked to our business goals.
xxx
• Roles & Responsibilities
We have defined & agreed on our roles, responsibilities,
3. Identify variances & highlight top 3 required skills & resources for the team (level 2). xxx
R • Authority & Autonomy
Our team (level 2) is clear on the degree of authority/
empowerment we have to meet our project mission.
xxx
4. Develop action plan to mitigate the • Plans & Activities
We have an effective action plan to follow that includes the right xxx
highlighted scores P
tasks; clearly defined/assigned.
• Schedule/Milestones
We have defined our implementation schedule and know what
the key phases & milestones are. x xx
• Team “Operating Agreement”
We have shared expectations, agreed & followed guidelines for
how our team works together.
xxx
I • Interpersonal/Team
We have the necessary relationships, trust, openness, values &
behaviors for a productive team. xxx

94.
The CAP Model Workshop | GRPI Check List QxA=E
TEMPLATE TO USE
Goals, Roles, Processes & Interpersonal relationships - L2 teams
TEAM:
0 1 2 3 4 5 6 7 8 9 10
• Purpose & Outcomes
We understand and agree on our mission and the desired outcome
G • Goals & Deliverables
We have identified specific, measurable & prioritized goals & deliverables
linked to our business goals.
• Roles & Responsibilities
We have defined & agreed on our roles, responsibilities, required skills &
resources for the team (level 2).
R • Authority & Autonomy
Our team (level 2) is clear on the degree of authority/ empowerment we have
to meet our project mission.
• Plans & Activities
We have an effective action plan to follow that includes the right tasks;
clearly defined/assigned.
P • Schedule/Milestones
We have defined our implementation schedule and know what the key
phases & milestones are.
• Team “Operating Agreement”
We have shared expectations, agreed & followed guidelines for how our
team works together.
I • Interpersonal/Team
We have the necessary relationships, trust, openness, values & behaviors
for a productive team.
What Who When
Action 1:
Action 2:
Action 3:
Action 4:

95.
The CAP Model Workshop | GRPI Performed Before a Project (Example) QxA=E
5.0
5.0
2.5
5.5
3.5
3.5
5.5
7.8

96.
The CAP Model Workshop | GRPI Performed After a Project (Example) QxA=E
GRPI exercise - After
8.8
8.8
8.0
7.5
8.0
7.3
9.3
9.8

97.
The CAP Model Workshop | Step-By-Step Towards Engagement (RACI) QxA=E
More of Elevator
SHA C&O CIA GRPI RACI
Topics to Consider less of speech
1. Changes: What is different about the roles of our team
today vs pre-Nov 1st?
2. Change impact: How large are the changes for the
organization?
3. Team effectiveness: How well are goals, roles, processes,
and teamwork agreed?
4. Commitment: What resistance do we face from
stakeholders? What actions are defined to reduce
resistance
5. Engagement: What can mgrs do to inspire individuals to
max performance
6. Progress: How is progress measured, communicated and
celebrated?
7. Making change last: What actions need to be taken to
sustain the change?
8. Leading the change: What are the desired, visible
leadership behaviors

98.
The CAP Model Workshop | RACI Chart QxA=E
RACI: Responsible, Accountable, Consulting, Informed Case Study
DECISION RIGHTS
Decision Rights Matrix „RACI‟ Definitions
organizational Units Individual or individuals who execute an
RESPONSIBLE
R activity. “R” activities and decisions may be
(“The Doer”)
shared
The individual who is ultimately accountable
and makes the final decision. “A” defines
degree of responsibility of “R” individuals.
ACCOUNTABLE Ideally only one “A” per activity. Possible
A
Key Decisions/Processes
(“The Authority”) exceptions to this rule include double solid line
reporting, and examples where many units can
do the same thing for their specific unit (e.g.
recruiting)
An individual who needs to be consulted before
CONSULT/ a decision is made. And supports the “A” and
SUPPORT the “R” to achieve their objectives. Has the
C (“To be involved, capability, knowledge or resources to support
in the loop”) the work/decision-making. Participant in two-
way communication
Individuals who need to be informed after a
INFORMED
I (“FYI”)
decision is made or an action is taken. Receiver
of one-way communication

99.
The CAP Model Workshop | RACI Chart Exercise QxA=E
Exercise: Effective Leadership Behaviors (RACI)
Number 1 question: Who is the Change Leader?????
• Plant manager
• Project leader
• Change agent
• Team members
• Employees

100.
The CAP Model Workshop | RACI Chart Exercise QxA=E
RACI exercise
Q x A = E
1. Plantmanager
2. Project leader
3. Change agent
4. Teammembers
5. Employees
R = Responsible
A = Accountable
C = Consulting
I = Informed

101.
The CAP Model Workshop | RACI Chart Exercise QxA=E
Q x A = E
1. Plantmanager A A A
2. Project leader RA R RI
3. Change agent I C I
4. Teammembers CR CR R
5. Employees I I R
R = Responsible
A = Accountable
C = Consulting
I = Informed

102.
The CAP Model Workshop | RACI Chart Exercise QxA=E
HR ORGANIZATION DECISION RIGHTS
Process ownership and decision rights were established for each Level 2
process and organizational role
Decision Rights
Level 2 Functions / Level 2 Processes
Organizational Involvement
HR Business/Customer
Level-2 RACI chart Corporate Core HR Business Partners
HR
Corp & Other
Functions (e.g.,
SBU (Shared) SBUs
Region Manufacturing,
HR Core CoE Business Services
HR R&T, etc.)
Partner
HR8. Manage 8.1 Design Change Management
Change Capability Approach & Process C A, R C C I I I
8.2 Develop Change Management
Tools & Methods C A, R C C I
8.3 Monitor Change Management
Effectiveness C A, R R R R I I
8.4 Deploy Change Management Tools
& Methods I C A, R A, R R R R

103.
The CAP Model Workshop | Step-By-Step Towards Engagement (Complete) QxA=E
More of Elevator
SHA C&O CIA GRPI RACI
Topics to Consider less of speech
1. Changes: What is different about the roles of our team
today vs pre-Nov 1st?
2. Change impact: How large are the changes for the
organization?
3. Team effectiveness: How well are
goals, roles, processes, and teamwork agreed?
4. Commitment: What resistance do we face from
stakeholders? What actions are defined to reduce
resistance
5. Engagement: What can mgrs do to inspire individuals to
max performance
6. Progress: How is progress measured, communicated and
celebrated?
7. Making change last: What actions need to be taken to
sustain the change?
8. Leading the change: What are the desired, visible
leadership behaviors

104.
The CAP Model Workshop | The CAP Strategy – Define Project QxA=E
Introduction to
CAP Define Project
Lead the Define project requirements
Change and boundaries The high level objective of the Define Project Phase is to
get a clear overview of:
Establish High Level
Organization Chart
Create the
Need
Define vision and mission 1. The Change (scope)
2. The Team (project team)
Shape a Identify Stakeholders &
Vision develop engagement plan 3. The Stakeholders
Identify and mobilize project
4. The Deliverables
Mobilize
team 5. The Project Plan
Commitment
Establish governance book
Make Change Define communication
Last strategy and branding plan
Identify detailed project
scope including deliverables
Monitor
Progress
Identify cultural challenges
Changing Define roles & responsibilities
Structures