What is Change Management and Implementation?

1. Lisa Gabel
Erin Mattos
Bruce Lindeman
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What is Change Management and Implementation?
The goal of change management and implementation is sustainable, positive change.
Change strategy should be designed and implemented with people and teams in mind to
foster collaboration and result in lasting organizational improvements. Successful
implementation of change requires organizations to carefully manage all aspects of the
process, from the conception of the proposed solution to support through training.
Organizational goals, structure, culture, processes, and technologies bind an
organization together, but change must begin with individual behavior
adaptation. Since most individuals are not inherently equipped to react
quickly and flexibly to a shifting environment, leaders must be the catalysts
for change.
An Inherent Challenge
Adaptation from the Ground Up
ICF’s four-phase approach to change management works with leadership to
build awareness, generate stakeholder approval, and support staff
development. The ICF method incorporates a system view of organizational
goals, processes and technology to drive change from the ground up,
focusing on its people.
PHASE 2: PLAN FOR CHANGE
Designing a plan for implementing, evaluating, and sustaining the change
initiative begins with an assessment of the organization’s current state.
With this blueprint, leadership can develop tools to help manage the human
elements of change, including a comprehensive communication plan.
PHASE 3: IMPLEMENT THE CHANGE
Senior leadership and key stakeholders lay the groundwork for the eventual
change with training, tools, and resources being deployed to help members
of the organization adapt to change. Critical steps include workforce
alignment, process and infrastructure management, and strategic
communications.
Conclusion
Successfully navigating a change renders an organization more agile
by honing the ability of its members to adapt together as a unit. The ICF
change management process increases agility and momentum to encourage
continuous quality improvement and ensures the change evolves and
remains relevant and effective.
PHASE 4: EVALUATE AND SUSTAIN THE CHANGE
Evaluation is a critical component of change management, revealing
what is working well and what needs amendment to achieve
organizational goals. Effective change management is exemplified by an
organization that sustainably works, operates, and behaves in alignment
with its new structure.
PHASE 1: ESTABLISH THE CASE FOR CHANGE
Leaders identify the business need and detail how the proposed change
aligns with organizational strategy.
Individuals will want to know:
Why is the organization changing?
How will the change affect me?
What benefits does this change afford me?
What challenges are anticipated and addressed?
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The Challenge
Due to ACA legislation, numerous group
accounts are being transitioned from large
group to small group accounts. Our client, a
large healthcare payor needed to prepare for
this transition and change its current sales
operation strategy to allow its customers to
take advantage of plan renewals before the
migration takes effect.
ICF helps support our clients in managing change through analyzing the opportunity; building a plan that centers
around people, processes, and technology; and then executing the plan. See how we have successfully managed
large IT and operational change in a way that has minimized disruption while providing corporate strategic vision for
our clients.
The ICF Solution
To help our client take advantage of the“transitional window,”the ICF team analyzed the current market and determined
how to best keep the coverage the client had. Working with the client, we developed a plan that focuses on the unique
characteristics of key accounts, provides sales and broker training, develops sales implementation plans, and aligns
compensation plans by adjusting small group rating systems to support the future influx of accounts. Additionally, ICF
analyzed current operations to determine the systems capability to handle increased enrollment—including work volumes,
speed of enrollment, and capacity plans.
The Result (currently being planned):
ICF and the client are developing a multiyear operational sales plan and approach organized around operational and sales
brokers training and internal/external communications. This process involves identifying current operational procedures
and determining readiness for change as well as analyzing and defining existing systems’current state capabilities.
ChangeManagement
CaseStudy:ACA
Transitioning
CASESTUDY
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About ICF International
ICF International (NASDAQ:ICFI) provides professional services and technology solutions that deliver beneficial impact in areas critical to the world’s
future. ICF is fluent in the language of change, whether driven by markets, technology, or policy. Since 1969, we have combined a passion for our
work with deep industry expertise to tackle our clients’most important challenges. We partner with clients around the globe—advising, executing,
innovating—to help them define and achieve success. Our more than 5,000 employees serve government and commercial clients from more than 70
offices worldwide. ICF’s website is www.icfi.com.
Team/Group name to learn more about how ICF can help your organization | email@icfi.com | + 0.000.0000 | icfi.com
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The Challenge
A Fortune 500 healthcare payer set
out to improve the overall health of its
PPO members who had two or more
chronic conditions by providing access to
enhanced care coordination. The strategy
was to develop a new accountable care
organization (ACO) program to facilitate
partnership with well-established medical
groups that had extensive clinical resources
in the California market. However, the
company was challenged by the design,
planning, and execution of a collaborative
care delivery model that accounted for
the clinical, operational, and technical
capabilities of multiple partnership entities.
ICF helps support our clients in managing change through analyzing the opportunity; building a plan that centers
around people, processes, and technology; and then executing the plan. See how we have successfully managed
large IT and operational change in a way that has minimized disruption while providing corporate strategic vision for
our clients.
The ICF Solution
The ICF team worked closely with business change leadership from both client and provider to identify operational and
technical impacts and to develop a joint strategic plan. Additionally, we worked with the client’s clinical operations team to
develop operational and data workflows, care management, and services training documentation including various
tool sets.
ICF designed a series of clinical operations pre- and post-implementation learning collaboratives and developed a
provider-facing program collateral with support from the client team. We then oversaw the joint project schedule and
provider education and readiness activities—including readiness assessment and a go-live decision process.
The Result
Our client implemented the collaborative care management model with seven California ACOs, ensuring better
management of chronic conditions, improved access to care for reduced admissions and emergency room visits, and
value-based decisions by physicians, such as higher rates of generic drug substitutions for lower overall cost of prescription
drugs for more than 200,000 members. Our client has since leveraged the same model with 14 California ACO providers.
ChangeManagement
CaseStudy:ACOfora
Fortune500Payer
CASESTUDY
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icfi.com1 © 2016 ICF International, Inc.
Change Management: Increasing the
Likelihood of Success
By Bruce Lindeman, ICF International
WHITE PAPER
Executive Summary
Change is inevitable for any organization. But the extent to which companies can successfully manage
change can mean the difference between long-term growth and longevity and stunted results. Massive
IT and operational changes are just a few that today’s businesses must manage—and the importance of
effective management lies in the need to minimize disruption to the company’s strategic vision while
improving day-to-day operations and preventing change failure. The cost of not doing so? Lost profits,
lost time, and missed opportunities—to name a few. Businesses looking to make needed leaps
successfully should recognize the top-down/bottom-up nature of change management. That is, making
change successful involves everyone from customers to employees and management as well as external
suppliers. In looking at the organization holistically, successful change management can be
implemented across the organization in an orchestrated and sustainable fashion.
Don’t wait: Timely implementation of change management is critical
Major change in any organization can come about for many reasons: mergers, acquisitions, downsizing,
reorganizing, relocating, and revamping processes. The list goes on. And one thing these changes all
have in common is that they typically involve a launch phase to get the ball rolling. But a change
management plan to make sure the transition is effective and successful needs to be in place long
before launch. The plan should be budgeted for, planned and strategized many months in advance.
Waiting too long to implement a change management plan can have many adverse effects:
Potential financial implications
Waiting too long to implement critical change strategies can result in alienated clients and
customers who acutely feel the hiccups associated with new processes that are less than organized
and streamlined. What’s more, this can lead to inefficiencies and lost revenue and add to the cost of
making changes after the optimal timing for those changes has already passed.
Risks to the current technology infrastructure
When the changes at hand for your organization involve technology (and most changes will involve
technology, at least to some extent) delaying a change management strategy can put current IT
assets in jeopardy. IT costs are continually rising, and they cost organizations even more when
delayed. These costs come in the form of outdated software and security updates, system outages
and failures, lost revenue due to computing errors, and more. Clearly, IT changes need to be initiated
long before the changes will actually be needed in order to keep systems operating at peak,
cost-effective performance.
Loss of time, investments, and efficiencies
Missing the optimal change management window often results in a domino effect of losses for any
organization. In the case of a Fortune 500 Medicare health insurance provider, for example, the
company’s inability to respond to drastic increases in new Medicare applications led to inadequate
project tracking and scheduling—leading to an avalanche of last-minute submissions, no time for
quality review, and associated inefficiencies. Such effects can be seen when change management
timing is missed across myriad industries.
icfi.com1 © 2016 ICF International, Inc.
What Is Change Management And
Implementation?
By Erin Mattos, and Lisa Gabel.
WHITE PAPER
Introduction
As organizations strive for excellence, they refine their operating strategies to align with a shifting
environment. Successfully implementing change requires generating and sustaining organization-wide
commitment and enthusiasm. To do this, organizations must carefully manage all aspects of the change,
from the conception of the proposed solution to supporting implementation with training.
At its simplest, the goal of change management is sustainable, positive change. Successful change
strategy focuses on driving collaboration and buy-in rather than only minimizing resistance and
addressing anxiety. ICF’s approach to change is founded on the principle that changes designed and
implemented with a people-focused process encounter more enthusiasm (and less resistance) across
an organization. This principle is rooted in the reality that organizations are driven by their internal (i.e.,
employees) and external (i.e., regulators) stakeholders. ICF’s approach fosters stakeholder buy-in and
results in lasting organizational improvements.
ICF Change Management Framework
ICF APPROACH
Organizational goals, structure, culture, processes and technologies bind an organization together, but
change in any of these domains must begin with behavioral change on an individual level. However,
behaviorally driven change rarely happens organically. Most people are not well-positioned to quickly
This graphic symbolizes the unity of the four central considerations of the change management framework: goals, processes,
technology, and people. Organizations must consider how changes in goals influence changes in process and technology and
how these changes in tandem affect its people. People are at the center of the graphic as they are at the center of any lasting
change. Only through consideration of how goals, processes, and technology fit together can an organization understand and
motivate the complex human element.
prone to failure if not guided by a well-executed change
management strategy. Missing the optimal change
management window can result in a domino effect of damage
to the organization, including financial, infrastructure, customer
and employee satisfaction losses.
ICF International brings its change management expertise to
projects in which the value of an independent party’s objective
lens is recognized.
Change is inevitable for any organization, but the extent to
which companies successfully manage change can be the
differentiator between long-term growth and stunted results.
Year after year, studies show that most large-scale IT
implementations ultimately fail, with not even one-third of IT
projects completed successfully.1
Proper design and development are not enough. Any change
implementation that has the potential to disrupt productivity is
Is Change Management right for your project?
Consider the following questions:
1
2015 CHAOS Report, Standish Group
(http://www.infoq.com/articles/standish-chaos-2015)
Are you preparing to implement a mid- to large-scale
technology project or a process re-engineering?
Major change can be triggered by mergers, acquisitions,
downsizing, reorganizing, relocating, upgrading…the list
goes on.
Will your project impact people’s jobs?
Considering the organization holistically, stakeholders
may include everyone from customers to employees to
external suppliers.
Do you need to tell people about this project?
Consistent communication helps individuals anticipate
change, understand the purpose for it, and engage as
needed.
Are you likely to encounter resistance?
Buy-in and support are best cultivated by
comprehensive communications that ensure those
Essential to assessing current and future states are pre-
and post-implementation analyses of business
If you answered yes to any of
these questions, your project’s
chances for success will depend
change management that:
• Analyzes the opportunity.
• Builds a plan that centers around
people, processes, and technology.
• Executes according to plan.
ICF helps clients understand, articulate,
and communicate change and its
potential impacts throughout the
organization. Our model helps guide our
clients through a process that is
systematic, yet flexible in its application.
Each change opportunity is unique, and
ICF is nimble enough to know when and
how to adapt our approach accordingly.
For more information, visit icfi.com
CONTACT
| +1.703.934.3000
About ICF International
ICF International (NASDAQ:ICFI) provides professional services and technology solutions that deliver beneficial impact in areas critical to the world's future.
ICF is fluent in the language of change, whether driven by markets, technology, or policy. We partner with clients around the globe—advising, executing,
innovating—to help them define and achieve success.
icfi.com
CONNECTWITH US
COO DG 0316 0092© Copyright 2016 ICF International, Inc.
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CHANGE MANAGEMENT?
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