2. Change Management
Change management is the process of taking a planned and structured approach
to help align an organization with the change.
Change management involves working with an organization’s stakeholder groups
to help them understand what the change means for them, helping them make
and sustain the transition and working to overcome any challenges involved.
Strategic Change Management
Why Managing Change is Important ?
1. Managing the change process with a more strategic perspective.
2. Helping in performing a cultural change that sustains in the long-term.
3. Helping in putting all steps, strategies & tactics into clear action plan for
execution.
4. Providing organizations with a model; encompassing several strategic
management sciences.
1. Managing change puts you in a position of being ready for change.
2. Developing an understanding of the kind of change required understanding that
different characteristics of change need different approaches.
3. Implementing a process to navigate the change required.
4. Gaining clarity about what is being achieved – why we are changing.
5. Building commitment to work together, to bring people with you.
6. Appreciating the best of the way things are done now, so that the future is built on
current strengths within the organization.
7. Shaping change through principles which establish how you manage change – the
principles upon which change is shaped.
8. Delivering change that makes improvements
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Strategic Change Leadership
3. IF change is EFFECTIVELY
managed
1. Employees have a solid understanding
of why change is happening.
2. Employees engage in both the
solution and the change.
3. Training is used to build knowledge
and skills after employees have made
the personal decision to support the
change.
4. Resistance is identified and dealt with
early in the process.
5. Senior leaders demonstrate their own
commitment and the organization’s
commitment to the change.
6. Change is supported.
7. A coalition of support among senior
leaders and managers creates
momentum throughout the organization.
8. Probability of meeting project
objectives is increased
If change is NOT Managed
1. Productivity declines as people
become more consumed with the
change being introduced.
2. Passive resistance grows.
3. Active resistance emerges and
sabotages the change.
4. Employees become disinterested in
the current state and the future state.
5. People are left to wonder why the
change is happening.
6. Employees revert back to the ‘old
ways’ to avoid implementing the
‘new ways’.
7. Changes are not fully implemented.
8. Changes are cancelled due to lack of
support.
9. Many types of risk are created – risk
to the project, to the organization, to
the employees involved and to the
individuals supporting the change.
3
-
-
Goal of Change Management
Ensuring that standardized methods and procedures are used for efficient
and prompt handling of Changes, in order to minimize the impact of
change-related incidents upon service quality and, consequently, improve
the day-to-day operations of the organization”
Strategic Change Leadership
4. Diagnose
What
leadership
do we have?
What
leadership
do we need?
Plan
DevelopSustain
What tailored
program is most
appropriate ?
How
to keep
the pace ?
LandMark
Methodology
Source: LandMark & Company
Our customized consultations enable your organization to:
1. Engage in a dynamic process of building and extending leadership capacity.
2. Tailor a solution specific to your unique strategies, people and business
challenges.
3. Address individual and organizational leadership development needs
simultaneously.
4. Establishing systematic and integrated leadership development practices
within the organization.
LandMark & Company Methodology:
4
Strategic Change Leadership
5. Change leadership
The Science of Change Leadership is considered one of the most crucial manage-
ment sciences in the 21th century .Most Change experts and gurus had admitted
that it is the science of the future, and considered is as a main challenge in the next
era. John Kotter; as one of the top Change gurus; stated that Change leadership is
going to be the big challenge in the future, and the fact that almost nobody is very
good at it is well, its obviously a big deal .
A limited researches and studies had been concerned of Change Leadership, and
almost few models had been proposed for it from new perspectives or novel point
of views. TRANSFORM Model ; is considered one of the novel Change Leadership
models that encompasses most of the Change management aspects and manifest-
ed a new dimensions for the Change Leadership that is crucial for Change leaders
in this challenging century .
TRANSFORM Model deals with both the "Change Management" & the "Change
Leadership" aspects .It had bridged the gap between the two concepts; that was a
crucial area of research for many Change gurus in the last decade.
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Strategic Change Leadership
6. TRANSFORM Overview
TRANSFORM MODEL is a Strategic Change Leadership model ;dealing with different
types of change in any organizational type or structure; giving them the strategic
insight and tools for performing transformational change that sustains.
TRANSFORM MODEL helps the organization in performing deep cultural change
that will be reflected on members’ behavior and consequently on establishing the
change required with high degree of success and performance.
Business sciences in
TRANSFORM Model
TRANSFORM Model
distinctiveness
1 . The most updated Change
leadership workshop.
2 . Comprehensive workshop
integrating several
management sciences.
3. More professional & practical
with defined and planned steps.
4. Hands-on practice Model .
5. Easily applicable in any
organization or community.
6. Internationally certified.
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Strategic Change Leadership
1. Change management
2. Integrated Marketing
communication
3. Performance management
4. Competency management
5. Organizational behavior
6. Strategic Leadership
7. Strategic management
8. Negotiation techniques
7. 7
Strategic Change Leadership
TRANSFORM Model Applications :
1. Hands-on practical Model.
2. Applicable for any organizational type or structure.
3. Integrating several management sciences.
4. Personal and organizational aspects of Change.
5. Professional with defined and planned steps.
6. Electronically and manually applied.
7. Internationally certified.
Trigger Alertness
Research The Context
ActivateLeadership
NegotiateForAlignment
Strategize
The
Vision
Force Communication
O
ptim
ize
Em
pow
erm
ent
RealizeInnovation
MaintainMomentum
T
R
A
N
S
F
O
R
M
TRANSFORM Steps
8. Trigger Alertness1
This phase lies between the "Pre-requisite" step and "Research the context" step .
It is considered an alarming signal for the audience, to start a psychological
preparation for them; and to gain more time to complete the research; while
preparing people for readiness.
Alerthness must be in a form of warning that needs immediate action .It must
be in one or more pillars of human affecting factors. It had to be broad and
smartly transparent to prepare people’s mind to think about the problem, and
be more ready to accept change.
This step is considered a continuous process along the change management
plan .Triggering messages may be changed or modulated according to the
phase and advancement in the change implementation.It aims to keep the
audience always alert and triggered.
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Strategic Change Leadership
9. 9
Strategic Change Leadership
Research The Context2
This phase compliments the pre-requisite
diagnostics; it deals with a more deep research about the environment affecting
the organization, the needs of change, and the causes of the problems. This
gives the change team an opportunity to discuss what they see as issues, con-
cerns, challenges and opportunities facing the organization.
It helps the change team to explore the different aspects that need change;
whether it is cultural, structural, process, technical, managerial or technological.
The research phase is concerned more with the behavioral part of change.
It helps to dissect the culture of the organizational members and explore what
behavioral areas are the organizational members have and what behavioral
aspects need to be changed.
10. Strategic Change Management
Activate Leadership3
This step deals with three aspects:
Leadership committee formation:
Leadership committee must be decided upon competency fulfillment, personal traits and
motivation towards the change concept. The leadership committee must be a diversified
constellation who will steer the change efforts; each in his area of specialization.
Leadership committee preparation:
"Change Leaders" must be acquainted with transformational capabilities and visionary
insight.They must be equipped with all tools and skills needed for the transformation required.
Leadership committee must be trained and well oriented with the concept of "Change Leader-
ship" and its transformational manifestations ,and must be trained on all new dimensions of
"Change Management". And finally, they must be well equipped with the TRANSFORM Model
tools and concepts.
Leadership committee activation:
After the committee preparation step; each "Change Leader" must be activated and placed in
his area of influence.The "Change Leader" must start to form his own team of "change agents";
that will help him in planning, implementations and follow-up for his functional role.
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Strategic Change Leadership
11. 11
Strategic Change Leadership
Negotiate For Alignment4
Dealing with resistance is considered a core part of any change management
effort, thus winning this battle through alignment is a major success in the
change management process.
This phase help in analyzing and categorizing the "Resistance", whether it was
current or expected, then plan how to deal with each wall of resistance through
strategies and tactics; to reach alignment and perform the "Change" required
smoothly.
This phase deals with:
• Analyzing and categorizing the "Resistance".
• How to deal with the walls of resistance.
• Strategies and tactics to reach alignment.
• Networking to reach alignment.
12. Strategize The Vision5
Planning a strategic change needs a clear “Vision of Tomorrow” that is approved
by all the change team and fulfills a major need for the organizational
members.
"Strategize The Vision" step deals with the very essence of any change plan;
which draw the strategic direction for that change. It is considered the central
and crucial step in the TRANSFORM Model; which emphasize the core strategic
plan for the needed "Change"; after which steps of implementation start.
This step helps the change team to illustrate:
• The "Vision Of Tomorrow"
• The long-term and short-term objectives
• The grand strategy
• Functional strategies and tactics
• Transformational versus transactional actions
• The priority matrix
• The action plan
• The budget segmentation
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Strategic Change Leadership
13. 13
Strategic Change Leadership
Force Communication6
The main goal of any "Change "communication campaign is to move people
from indifference, to interest, to knowledge, to dedication, and finally to action
for your change plan and your "Vision of Tomorrow".
The change team must use the suitable integrating marketing communication
mix that will cause the highest impact on people to endorse the change.
The Force Communication sector Illustrates:
• The Site Matrix and the categories of the message delivered.
• The Integrated marketing communications
• The Target audience and its customized messages
• The components of effective communication and its monitoring
14. Optimize Empowerment7
Motivation is a crucial step in any organizational development effort; especially in
change management and transformation.
Motivation has to be balanced carefully between the moral, the spiritual and the
materialistic aspects; according to the change cause. This balance keeps the
belief of change and gains a catalystic fuel for the rest of the change road.
The Optimize empowerment section deals with:
• Internal & external motivational strategies
• The Customization for each target sector
• Training & development and their motivational impact
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Strategic Change Leadership
15. 15
Strategic Change Leadership
Realize Innovation8
There is no successful transformation can be exerted on people without novel &
innovative ideas.
Change team must stress upon innovation projects to vitalize the spirit of transfor-
mation within people, and to leverage their sense of differentiation between the
past state and the present transformed one.
Change team must accomplish several successes along the change execution
period .They need both the short-term and the long-term success as well.
"Success realization" emphasizes two integrating meanings:
1. The ability to continuously make innovation successes real and life.
2. The ability to realize and acknowledge innovation successes to keep
the spirit of achievement.
16. Maintain Momentum9
Success is a road, reaching the ends needs much persistence, solidarity and
devotion to the change cause.
Accomplishing "Transformation" needs high effort in keeping the momentum of
change steps, and continuously measuring this momentum with a performance
management tool; that preserve the change effort from any deviation or loss.
Clear KPIs have to be gauged for all types of "Change" involved ;whether it was
culture or non-culture change.
This align all the "Change Efforts" in one direction ,and gives the ability to have a
holistic look for the comprehensive "Change Initiatives" in a more simple view.
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Strategic Change Leadership
