1. Change Management
April 20, 2012
Avoot Wannvong
Deputy Secretary-General
The Office of the Public Sector Development Commission

2. In your view,
what is your Change Management?

3. An Overview on Change Management
What is Change Management?
change management:
the process that facilitates and accelerates the rate of change acceptance.
It makes the transition from the current state to the desired state easier
by informing and preparing the impacted individuals and groups.

4. Change Management
The High Cost of Implementation Failure
 Each time an implementation fails
to achieve its stated human and
business objectives on time and Resources
within budget it incurs both short are wasted &
business
and long term costs. objectives
 The most significant cost is in the are not
achieved
lower quadrant.
Morale
 We must manage resistance to Strategies
suffers and
not
achieve aggressive time frames for accomplished
job security is
implementation. threatened
 If we do not manage resistance to Confidence in
leadership
this change, it slows down decreases &
implementation of nest change. next change
is more likely
 Ultimately, resistance from to fail
employees will impact our ability
to meet customer needs.

5. Change Management Commitment Curve
From Awareness to Ownership
Effective change management enables and accelerates stakeholder groups toward commitment
to the organizations vision. Targeted change initiative activities aim to move stakeholders through
the commitment curve
High
(Ownership)
Ownership
Individuals make the change their
own. Changes become the way
DEGREE OF COMMITMENT
work is done now - the new status
quo.
Adoption
Individuals are actively participating
in the Project and are acquiring the
skills necessary for change.
Willingness to Accept
Individuals are willing to work with and
Understanding implement changes and are ready to
Awareness Individual shave a sound acquire the skills to adapt to that change.
Low Individuals are aware understanding of the Project benefits
(Awareness) of basic scope and and the change required of them.
concepts of the Project.
TIME

6. The Importance of Communication in Change Management
Communicate, Communicate, Communicate
Communication is
important, but
how it is received
is even more
critical!
How the customer How the Project How the Analyst How the Programmer
explained it Leader understood it designed it wrote it
How the project was What operations How the customer How it was supports What the customer
documented installed was billed really needed

7. Change Management Framework
Tackling All the Components of Change
Effectively tackling all of the issues associated with an organizational transformation doesn't
happen by accident. It requires a comprehensive, structured approach that addresses every
aspect of the challenge and aligns with the organization's overall business strategy.
Leadership agrees and articulates a
common vision and set of business
objectives for the project. Leadership
Alignment Stakeholders with authority,
power and/or influence lead and
Employees learn to use visibly support the change.
the new system as part
of their jobs. Training &
Stakeholder
Performance
Support Management
Change
Management
Communication Change
Employees are well-informed & Engagement Readiness Assess areas of resistance and
about and involved in the change. determine where leaders and
employees stand in regards to
accepting change.

8. Change Management Approach
The Entire Lifecycle of the Change Agenda
Plan &
Design Build Deliver Operate
Analyze
Leadership Assess Leadership Develop Leader Support Leadership in Delivery of Action Plans
Alignment Specific Action Plans
Stakeholder Identify Key Initiate Stakeholder Reevaluate
Management Stakeholder Groups Action Stakeholder
Enrollment
Develop Stakeholder Update Stakeholder
Management Plan Plan and Implement
Change Assess Readiness Design Change Plans Support Change
Readiness
Communication Assess Existing Develop Deliver Ongoing
& Engagement Communication Communication Communications
Mechanisms Strategy
Deliver Initial Collect Feedback
Communications
Training & Develop End-User Develop Course Develop Instructor & Deliver Training Conduct Refresher
Performance Training Strategy Outlines Student Materials Training As Required
Support

9. Change Management Approach
The Entire Lifecycle of the Change Agenda
Thread Outcomes
 Leaders sponsor and support initiative vision and imperative
Leadership  Desired behaviours and reinforced
Alignment  Approach for aligning HR Levers (job design, performance planning rewards & recognition)
 Appropriate stakeholder groups identified
Stakeholder  Understand influence and impact of each key stakeholder group
Management
 Clear understanding of the organizations readiness for change
Change  Evaluate the risk factors associated with the change imperative
Readiness
 Clear understanding of the who, what, where, when, and how of communications
Communication  Communications aligned to vision and imperative
& Engagement  Plan for smooth and timely communications
Training &  End users have the skills and competencies needed to use the new system when it goes live
Performance
Support

10. Leadership Alignment
The Role of Leadership in the Change Process
Leaders play key roles in facilitating change in each of the different stages of change management. They
help with ensuring staff understand what will change, keeping staff motivated, and preparing staff with
the tools and supports they need to be successful in the new environment.
Active Leadership is Essential in Each of the Different Stages of Change Management
Implement and Sustain
Implement and
Engage and Enable sustain
transformation
Engage and
Initiate enable the
organization
Create climate
for change
1 2 3 4 5 6 7 8
Increase Build Guiding Get the Right Communicate Create Short-
Enable Action Don’t Let Up Make it Stick
Urgency Teams Vision for Buy-In term Wins

11. Stakeholder Management
Understanding Your Stakeholders
A stakeholder is a person or group of people internal or external to the organization that includes
executives through hourly employees identified based on any of the following criteria:
 Owns a piece of the project
 Controls critical resources associated with the project
 Can potentially block the proposed change
 Must approve certain aspects of the proposed change
 Can influence another stakeholder
Understand your Stakeholders – Impact Relationship Matrix
Map was developed to classify stakeholders according to the project impact upon the stakeholder and how critical the stakeholder was
to the success of the project. Stakeholder Influence – Impact Relationship Map
High
S2. Consult and Collaborate S1. Enlist and Engage
Influence the stakeholder has on the
success on the project outcomes
These stakeholder should be consulted and collaborated to rally These stakeholder are leaders in the change process. It is important to
support and gain approval. This group have the authority to make engage these stakeholder to build commitment and ownership. They
decision within the organization but they are not directly affected by are key influencers and have the authority to make decisions and
Influence
the project proactively promote the project within their own business area
S4. Keep Informed S3. Involve and Inform
These stakeholder only need to be kept aware of general project These stakeholders need to understand how they will be affected by
information. This group has no authority to make decisions and are not the project and what is required of them in the change process
significantly impacted by the project
Low
Low Likely impact the project has on the stakeholder High
Impact

12. Change Readiness
Is your Organization Ready for Change?
The purpose of a Change Readiness Assessment (CRA) is to identify areas of resistance and to
determine where leaders and employees stand in regards to accepting change.
 The CRA also identifies opportunities and barriers for project leadership to address
 Helps identify staff alignment issues
 Raises other critical operational elements that may impact large scale transformation objectives.
Change Readiness Dimensions
Readiness Dimensions Definitions
Vision Focus Measures the extent to which stakeholders understand and can articulate what the project is trying
to achieve.
Value Proposition Measures the level of understanding of and the buy-in to the anticipated business benefits of the
project.
Communication Measures the extent to which stakeholders are receiving key project information through
appropriate channels to increase understanding and buy-in to the project.
Leadership/Sponsorship Measures the level of visible and vocal support and quality of information being delivered by
leadership.
Training and Development Measures stakeholder’s commitment in build skill for new environment.
Competing Initiatives Measures the extent to which competing initiatives may impact the project by not giving it the
appropriate attention.
Stakeholder Resistance Measures the level of support for the project and identifies areas where additional change
management efforts are required.
Organizational Alignment Measures the level of understanding of the impacts the project will have on people strategy,
structure and processes.

13. Communication & Engagement
Communicate, Communicate, Communicate
1. Restate vision,  State leadership view and what is expected
business priorities  Convey reasons for difficult message and goals that organization is trying
to achieve
2. Be visible, accessible  Keep an open door but also interact with others outside
 Wander the halls
3. Share information  Inform staff about the timing of message delivery
 Be frank when you have no new information
4. Communicate often,  Commit to clear two-way feedback opportunities
openly, honestly  Feed and/or stop the rumour mill as necessary
5. Plan messages  Strategically plan the communication objective, content, audience
and timing
6. Anticipate inevitable  Prepare answers to the 5 “Ws” as well as “what’s next” and “what is in it
questions for me?”
 Rehearse answering the questions in your head
7. Take the pulse of  Talk regularly with staff at all levels (don’t neglect the middle layers)
the organization  Work with them to manage the “buzz” and analyze indicators of success

14. Communication & Engagement
Communication Channel
1. Think about communication channel in your organization.
2. Advantage and disadvantage of each channel.
3. Share your experience for type of message or occasion when you choose those channels.
Communication Channel Mapping
High
One-to-ones
Meeting
Phone
Interactivity
Print campaign
Intranet
E-mails
Reports Newsletters
Low
High Level of coverage Low

15. Communication & Engagement
Communication Channel
Advantages Disadvantages Examples
One-to-ones  Face-to-face; highest impact;  Time consuming; ad hoc; limited  1-2-1 with leads at start of each
involvement promotion; direct, record phase
immediate feedback  Informal weekly checks
Meetings  Face-to-face; involvement  Time consuming  Steering board meetings
promotion; direct; immediate  Team workshops
feedback; high impact
Phone  Interactive; immediate feedback;  Time consuming; limited record  Interviews with external
potentially more cost effective than of communication stakeholders
meetings  External ‘pulse checking’
Print campaign  Consistent; prepared messages;  Limited interaction  Poster campaign
wide target audience reach;  ‘Touchstone’ events
reinforces verbal communication
Intranet  Consistent; prepared messages;  Dependent upon user interaction  ‘Money Out’ Programme Intranet
wide target audience reach; for efficacy site
reinforces print media  Executive fortnightly blog
Newsletters  Consistent; prepared messages;  No interaction, static  Monthly programme newsletter,
wide target audience reach published to intranet
E-mails  Consistent; prepared messages;  Limited interaction  Programme email address
wide target audience reach  Status report updates
Reports  Consistent; prepared messages;  No interaction  Weekly programme team reports
practical reference source  Quarterly executive summaries

16. Training & Performance Support
Empower your Workforce for Change
With drastic transformation requires changes in skill-sets. Empowering your employers with the
right capabilities will facilitate change and allow employees to be more open to the change
requirements.
Most of the training effort will be devoted to Workforce Transition related changes (e.g. changes
in job profiles, roles and capabilities needs), and thus most of trainings become a responsibility of
Workforce Transition team to handle.
However, there also exist some non-job profile related changes. Numbers of these kind of
changes maybe small, but they are still significant and deserve appropriate trainings (if needed)
as well.

17. Q&A
Site Recommended:
http://www.deloitte.com/