This video is for managers or professionals that are responsible for cultivating or "driving" change for their organization. Metaspire Cultural Change tools can be customized to support any transformational or change initiative.

1. Consulting, Classes, Team Training Coaching
Nina Segura B.S., M.A., CSSBB, CPCC
“Our mission is to provide groundbreaking, sustainable,
solutions from Strategy to Execution.”
“Top 7 Ways to Cultivate Change”
Mini-Brown Bag Webinar

2. Top 7 Ways to Cultivate Change
1. Scope the Change
2. Identify Organizational Impacts
3. Define Clear Change Management Roles,
Responsibilities & Critical Success Factors
4. Assess your Audience
5. Describe Clear Measures of Success
6. Implement Consistent Consequence & Reward
Measures
7. Communicate, Coach, Train, Communicate
◦ Communicate the Benefits
◦ Expect Resistance & Redirect
◦ Communication a Two Way Street
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3. Why Address People Impacts?
70% of change initiatives fail because organizational leaders either:
• Do not understand the “human” variables (what happens after the
memo, training or project plan is executed) - human ability to adapt to
change
• Do not understand the total, additive impact of change 1
• Higher focus on legitimizing internal costs
• “Actively Disengaged” Worker Costs His Company 41% of His Wages in
Lost 2
• Without Change Management the capability to provide a
behavioral view as to what is expected & what is happening is
lost
• Unless there are cutting edge Learning & Development/HR
departments, cultural change is often left to the transformation
initiative
3
1 Ken Blanchard, Co. Peggy Doe, Creating a
Resilient Organization,
2U. S. Department of Labor Bureau of Labor
Statistics April 16, 2009

4. Scope the Change
 In this stage define the business strategy, scope of the change, and
analyze the strength of the business case. This ensures that the program
or initiative has a solid foundation for sustainable change. It is very
important that you as the change agent can visualize and articulate the
positive changes you see as a result of the work you are doing.
Support Key Influencers within the organization to make better horizontal decisions, and become visibly engaged to communicate mutually agreed upon
goals.
This section captures the Tools, Technology, and Methodologies surrounding the change program or initiative. It assists leaders with addressing how the
aforementioned plays a role within the current and desired state. From a program perspective, the most consistent use of Tools, Technology &
Methodology will assist leaders with setting clear process metrics and maintaining a viable reporting system for strategic decisioning. In this way
variability is lessened and synergy is built.
Enable our area to be driven by common methodology and science where feasible and appropriate.
Strong presence of sponsorship to inculcate both a process and change management mindset within the organization.
Drive the “driver” processes that enable the business by the effective use of Closed Loop Analytics.
Review the process type section in the adjoining tab to assist with definitions of the different types of processes
Launch a Center of Excellence to support and sustain strategic efforts specific to process excellence, key organizational measures and cultural change.
Improve the efficiency ($$) and effectiveness (capability) of the E2E System.
Leverage common and effective systems, methodologies and tools .
Driver, core and supporting processes must be aligned, monitored and enforced by Sponsor(s) and Key Influencers.
Implement a holistic scorecard and dashboard for leaders to review and action key metrics that matter.
Tools
Technology &
Methodology
Critical process measures should be actively addressed by Sponsors and Key Influencers via rewards & consequence measures.
People and
Knowledge
Within this section all the people currently involved in this process should be identified by their roles - both present and future roles needed. This section
may be used simultaneously with the Change Impact Assessment. See visual aid associated with Event 8 for assistance.
This section should also address the knowledge and communication surrounding the impact of this initiative
Identify the Sponsors and the Champions for the change.
Processes
Each process should be defined and aligned with Key Influencers fo change role, responsibilities and Critical Success Factors.
Cultural change plan: training and communications to engage the people behind the process in order to gain complete and accurate metrics.
Enable core ‘basic’ process to be done simply and standardized, such that our organization can shift more toward the business of being creative and
engaging in stronger customer relationships.
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5. Identify Organizational Impacts
• This tool is designed to help you complete an Organizational Change Action
plan specific to your initiative. Typical Organizational Considerations such as
how to address Conflicting Priorities, Politics and how to continue to cultivate
a motivational learning environment are considered.
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6. Clear Change Management
Roles & Responsibilities
 This tool assists in formulating what roles/responsibilities and critical success
factors that are needed for a strong program or initiative infrastructure. It is very
important that the sponsor is visible among the key influencers and
targets and communicates frequently.
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7. Assess Your Audience
 The purpose of these tools is to document the observed behavior of key gate keepers (Vice
Presidents, Directors or Managers) that oversee the change targets and or the change targets
themselves and to outline the behavioral point of arrival. It will also identify the timing of change
management activities over the course of the change journey (work plan).
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8. Describe Clear Program Measures of Success
• In this stage, it is important to identify the program’s measure of success AND consistent
consequence & reward measures for the targets. In this stage the program or initiative
owner works with HR to integrate key performance indicators within alignment meetings and
employee reviews.
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9. Communicate the Benefits
 This tool identifies the motivation factors of the communication target. Tactics are taken from the
Communication Approach graphs and the Key Stakeholders assessment. This should feed into the
communication plan. It is extremely important to Engage Key Influences early.
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10. 10
Disco
ver
Define
Journey
Launch&
Maintain
Governance
Metaspire Change & Integration Roadmap™
Sustain
Momentu
m
Execution
Define the
Business Strategy
Scope the Change
Assess Change Impact
Identify & Launch the Core
Change Support Team
Define & Implement Scorecard/
Measurement System(s)
Identify
Program/Initiative
Sponsor/ Champion
Ongoing Change Team Activities–
Communicate, Involve,
Demonstrate, Monitor, Manage Resistance
Ongoing Change Team Activities–
Communicate, Involve,
Demonstrate, Monitor, Manage Resistance
Measure Progress towards
Change and Communicate
Success
Measure Progress towards
Change and Communicate
Success
Develop the
Communication
Strategy & Plan-
Translate Actions for all
Key Stakeholders
Execute and Evolve Communication and Training PlansExecute and Evolve Communication and Training Plans
Evaluate Communication Effectiveness &
Respond to Target Feedback
Evaluate Communication Effectiveness &
Respond to Target Feedback
Provide Ongoing Support & CoachingProvide Ongoing Support & Coaching
Define Initiative Solution
Deployment Strategy
Adjust Reward &
Consequence Systems to
Reinforce Change
Adjust Reward &
Consequence Systems to
Reinforce Change
Re-assess
Sponsorship/Champion
Relationship
Re-assess
Sponsorship/Champion
Relationship
Quality Solution(s)
Determine changes to people, processes, tools, technology,
and or methodology to support solution.
Responsibility
Changes/Training
Tools/Technology Changes
Work/Mgt. Processes or
Governance Changes
Performance
Management
Adjust the Organizational Action Plan & Change Plan based on feedback, issues, additional impacts
identified
Adjust the Organizational Action Plan & Change Plan based on feedback, issues, additional impacts
identified
Drive
Commitme
nt
Conduct Leadership Training for
Sponsors and Champions
Define the
Change Plan
Execute
Solution
Establish
Governance
Structure
Determine
Readiness for all Key
Stakeholders/Players
Identify and Coordinate Projects -via Overall
Implementation Plan
Identify and Coordinate Projects -via Overall
Implementation Plan
Ensure Sponsor Alignment
on the Strategy & Plan
Ensure Sponsor Alignment
on the Strategy & Plan
Create Training Plan for Target
Audience
Consolidate Overall Implementation Plan