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1. Change
Management
Your Company Name

2. Table Of Content
Table of
Content
Identify The Change
Vision For Change
Change Management Agents
Change Management Framework
Resistance And Risk
Implementation Strategies
Cost Of Change
Feedback And Evaluation
2

3. Identify The Change
Types Of Change Management
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Forces For Change
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Vision For Change
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Gap Analysis
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Organization Change
Readiness
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3

4. Types Of Change Management
Systemic
Management of the systemic
changes associated with IT
applications, architecture or
infrastructure
› System implementations
› Software upgrades
› Other it changes
› IT professionals
Project
Management of score or schedule
change for a specific
› All Projects › Project Core Team
› Extended Team
Organizational
Planning & implementing the tools,
processes, skills & principles for
managing the people side of
change to achieve the required
outcomes of a project or initiative
› All Projects
› Many System Implementations
› Most Software Upgrades
› Many other IT changes
› Company Restructuring
› Mergers & Acquisitions
› Introducing new channels,
brands or business Models
› Targeted employees or
departments
› Ancillary Employees or
Departments
› IT Professionals
› Stakeholders
Description Used For Who Impacted
4

5. Forces For Change
Option 1
Option 2
Mergers & Acquisitions
Political-Legal Reasons
Electronic CommerceSocial-culture Reasons
Privatizations
New Technology
Digital Convergence
Knowledge Economy
5

6. Define Your Vision (Option 1 of 2)
Where you want to be
› Your Text Here
› Your Text Here
› Your Text Here
› Your Text Here
› Your Text Here
› Your Text Here
› Your Text Here
› Your Text Here
› Your Text Here
› Your Text Here
Where you are
6

7. Step 1
Step 2
Step 3
Step 4
Step 5
Define Your Vision (Option 2 Of 2)
› Your Text Here
› Your Text Here
› Your Text Here
› Your Text Here
› Your Text Here
› Your Text Here
› Your Text Here
› Your Text Here
› Your Text Here
› Your Text Here
WhereYou
WantToBe
WhereYouAre
7

8. Gap Analysis
What What happen?
What should it look
like?
What is different?
What will be done to
address the gap?
Where Where is the confusion? Where will it change? Where will it be different?
Where will it be
addressed?
When When is it done? When will it change?
When are the
differences needed?
When will it be
addressed?
Who Who does the work? Who will do this?
Who will identify &
validate the gap?
Who will make the
decision & complete it?
How How is it sequenced?
How will it be timed
& resourced?
How will the gaps be
improved?
How will it be rolled out?
Current State Future State Gap
Actions to
close Gap
8

9. Organization Change Readiness Checklist (1/2)
Business Unit / Product Group Actions
Have the business unit contacts been selected & notified?
Have the business unit contacts been briefed by the project team?
Has the priority for this project been set by the business unit
management team?
Training
Has the target training audience been identified and nominated?
Has a training needs analysis been carried out?
Is the training information sheet available?
has the training provider been established?
Has the training co-ordinator been provided with the training details
and put in place the necessary arrangements?
Will all field readliness criteria have been practically met prior to
training roll-out?
People Readiness Action Required When Completed
Deliverable
› Your Text Here
› Your Text Here
Implementation
Team Leader
› Your Text Here
› Your Text Here
Implementation
Sponsor
› Your Text Here
› Your Text Here
9

10. Organization Change Readiness Checklist (2/2)
Information & Communications Technology (ICT)
Is the auditing & metering tool configured?
Content
Have the approved procedures/policies been published?
Do the proposed users have access to appropriate
documentation?
Business application
Is there a software application relevant to this deliverable?
Is there a support model for this application and are the details
available for distribution?
Has the relevant IT business unit been notified of Installation
and support requirements?
Systems Readiness Action Required When Completed
10

11. Change Management Agents
11
Board Sponsors Leaders Team Members Stakeholders

12. Change Management Board
Change
Manager
(Chair)
Release ManagerBusiness Case
Representative
Problem ManagerApplication Manager
Secretary Finance Manager Service Level Manager
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12

13. 78%22%
LeadershipStakeholder
Leadership 2
Leadership 1
Leadership 3
Leadership 4
Stakeholder 1
Stakeholder 2
Stakeholder 3
Stakeholder 4
Sponsorship
Change Management Sponsors
13

14. Define Role Of Leadership In CM
35%
33%
19%
8%
5%
Vision
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Energizing People
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Communication
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Charisma
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Competence
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14

15. Define Role Of Team Members
› Take Responsibility For Key Initiatives
› Coordinate Project Team
› Report To Business Unit GM And Change Office On Project Progress
Project Leaders
› Develop Leadership Change Management Capability
› Provide Ongoing Change Advice To Leaders
Release Management Role
› Coordinate Project Infrastructure & Integration
› Prioritize And Plan Overall Project Timeframes
Process Co-ordination Role
› Take Responsibility For Key Initiatives
› Coordinate Project Team
› Report To Business Unit GM And Change Office On Project Progress
Performance Management Role
15

16. Role Of Key Stakeholders
16
Driving
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Advocacy
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Active Participation
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your audience's attention.
Willingness
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your audience's attention.
Understanding
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your audience's attention.

17. Change Management Framework
17
Process
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Plan
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Tools
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Models
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18. Change Management Process
› Identify the change
& all the particulars
of the change
Initiate Change
Request
› Evaluate the
effectiveness of the
changes
› Review the areas of
resistance and prepare
strategies to manage it
Review
› Identify the impact
of changes
› Anticipate and
mitigate the risks
› Develop
implementation &
release strategies
Planning
› Change request board reviews
change request
› CRB selects the process map
based on the change request
› CRB routes the plan for
necessary approvals
Review By Change
Request Board
› Rollout changes
› Allocate resources
› Communicate changes
› Align system, structure
& policies
Implementation
› Maintain momentum
› Apply methods for
continuous improvement
Sustain
18

19. Change Management Plan
SR No
Change
Request #
Priority Impacts Effort Hours $ $ Total Approved
1 Change Request # Priority Impacts Requirements 10 $100 $1000
Approved
By
2 Change Request # Priority Impacts Design 20 $200 $4000
Approved
By
3 Change Request # Priority Impacts Test 30 $300 $9000
Approved
By
4 Change Request # Priority Impacts Implementation 40 $400 $16000
Approved
By
5 Change Request # Priority Impacts Requirements 50 $500 $25000
Approved
By
6 Change Request # Priority Impacts Design 60 $600 $36000
Approved
By
7 Change Request # Priority Impacts Test 70 $700 $49000
Approved
By
8 Change Request # Priority Impacts Implementation 80 $800 $64000
Approved
By
9 Change Request # Priority Impacts Requirements 90 $900 $81000
Approved
By
19

20. Change Management Tools
20
Tools
Job Impact Assessment
Ascertain the impact of change on roles & people
Stakeholder Analysis
Identify stakeholder engagement levels for mutual solutions
Change Impact Assessment
Identify potential impact of change on the organization
Change Effectiveness Assessment
Determine the need to re-evaluate the current approaches to ensure sustainability of change
Change Readiness Assessment
Diagnose AS-IS situation & evaluate the employees readiness towards the change

21. Change Management Models
The Johari
Window
Kotter's Eight
Phases of Change
The ADKAR
Change Model
The McKinsey 7S
Framework
The Burke-Litwin
Change Model
Leavitt's
Diamond
Lewin's Three Stage
Change Model
Bridges'
Transition Model
Change
Curve Model
CM Models
21

22. Lewin's Three Stage Change Model
KEY ACTIVITIES
“Making it Stick”
› Set performance indicators
› Monitor & evaluate performances
› Establish systems to make it happen
› Establish controls to check it is
happening
› Rewards for new behaviour
› Sanction (or lack of reward) for old
behaviour
› A period of relative stability
(consolidate)
Refreezing
“Implementation”
› Praise
› Encouragement
› Recognition & empathy
› Coach
› Train
› Lead
› Manage
› Help & guidance
› Regular feedback
› Provide adequate resources
Changing
“Readiness to Change”
› Educate (everyone understands)
› Inform (what, why, when, how)
› Consult (seek views & ideas, allow
thinking time, use others’ ideas )
› Plan (objectives, resources, time-
scales, measures, budgets)
› Organise (work plans)
› Appoint (leaders, managers, teams)
Unfreezing
22

23. ADKAR Model
ADKAR MODEL
PhasesofaChangeProject
Phases of Change for Employees
Awareness Desire Knowledge Ability Reinforcement
Implementation
Post - Implementation
Concept & Design
Business Need
Successful
Change
23

24. Bridge Transition Model
Ending Transitions New Beginning
Uncertainty
ExplorationSkepticism
Commitment
24

25. Szpekman's Communication Framework
Managers
Knowledge / Skill Emphasis
› Competency Models
› Hiring Processes
› Orientation Programs
› Training & Development
› Feedback & Coaching
› Talent Planning
Measures
› Performance Management
› 360 degree Feedback
› Employee Surveys
› Performance Metrics & Benchmarks
Rewards
› Compensation Plans
› Benefits
› Recognition Programs
› Promotions
Structure / Process
› Organization Structure
› Career Paths
› Policies & Procedures
› Roles & Responsibilities
› Tools & Support
Leadership
› Vision & Strategy
› Agenda Items
› Questions
› Praise
› Resources
› Assignments
› Symbolic Behavior
Communication
› Communication Plans
› Print & Electronic Media
› Face-to-Face Communication
25

26. Roger's Technology Adoption Curve
Innovators Early Adopters Early Majority Late Majority Laggards
26

27. Risk & Barriers
27
Risk Assessment
Resistance to Change
Resistance Management Plan

28. Risk Assessment
Identify the risk and assess the significance and
likelihood of it occurring and plan the
contingency.
› What risks may occur upfront?
› Identify the key concepts that may arise along the
way
Identify the risk and assess the significance and
likelihood of it occurring and plan the
contingency.
› What risks may occur upfront?
› Identify the key concepts that may arise along the
way
Identify the risk and assess the significance and
likelihood of it occurring and plan the
contingency.
› What risks may occur upfront?
› Identify the key concepts that may arise along the
way
Identify the risk and assess the significance and
likelihood of it occurring and plan the
contingency.
› What risks may occur upfront?
› Identify the key concepts that may arise along the
way
Date of risk
occurring
Brief Description of Risk Low Medium High Mitigation Action
Approval of
Commencement
Date of
Commencement
Risk No.
28

29. Risk Matrix
A
Medium High High Very High Very High
Almost Certain
B
Medium Medium High High Very High
Likely
C
Low Medium High High High
Possible
D
Low Low Medium Medium High
Unlikely
E
Low Low Medium Medium High
Rare
1
Insignificant
2
Minor
3
Moderate
4
Major
5
CatastrophicLikelihood
Key
Very High Risk Do Something to control the risk
ImmediatelyHigh Risk
Medium Risk Do something about these risks
Low Risk Does not need immediate attention
Consequences
29

30. 1. Lack of understanding of the purpose and drives for the changes
There maybe a lack of understanding of the purpose of the project.
There maybe lack of awareness of the need for the change to occur.
2. Feeling of losing control
People support what they have helped to create. If they feel they have not had sufficient input, resistance usually
increases.
3. Lack of support from various levels in the organization
If people perceive that key individuals or groups in their area are not genuinely supportive of the project, their
acceptance is difficult to secure.
4. Feel there is a real threat to my existing power, job security or
personal and career goals
Resistance is increased if people believe the change will result greater emotional or career costs relative to what they
may gain.
5. Concerns about a lack of skills and knowledge
People may resist change if they do not possess the skills or the ability for optimal performance during and after the
change.
6.High level of impact on daily work patterns
Failure to acknowledge and if possible, minimise the impact of project teams activities and changes on people work
patterns tends to promote distrust and allentation.
7. Lack of time to absorb the changes The ability of staff to assimilate the change and all its consequences must be assessed.
8. High level of uncertainty Sometimes just the uncertainties of the situation can make people react negatively.
9. Adverse changes to key working relationships Adversely affecting the way they relate to others or who they work with or who they report to.
10. High level of past resentments and dislikes
People may distrust or dislike sponsors or change agents or have had negative experience around change a lack of
acceptance and enthusiasm for the change will quickly materialise.
11. Lack of incentives and rewards
Change involves learning and learning usually involves errors. When people are not given the freedom to make
mistakes while learning they become afraid.
People need to be rewarded for accomplishing the change in the form of something they truly value.
Resistance Assessment Survey
Below is a list of potential areas for resistance that you maybe experiencing in the implementation of the SLM project. For each area indicate the degree to which you agree
or disagree by placing your response in the box from the following scale.
1 (Strongly disagree)
Assess the across individually and highlight any scores that are greater than three. This area should then become your primary focus for the greatest resistance to your project.
Area of Resistance Description Rating
2 (Disagree) 3 (Neither agree or disagree) 4 (Agree) 5 (Strongly Agree)
30

31. Resistance To Change (1/2)
10%
20%
30%
40%
50%
60%
70%
80%
90%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Inadequate Team &
Users Skills
Technology users not
Involved
Resistance to
Change
Limitation Of
Existing System
Lack of
Executive Commitment
Lack of
Executive Champion
Unrealistic
Expectation
Lack Of Cross-
Function Team
Project Charter Too
Narrow
31

32. Resistance To Change (2/2)
Low Medium High
10%
20%
30%
40%
50%
60%
70%
80%
90%
Inadequate Team &
Users Skills
Technology users not
Involved
Resistance to
Change
Limitation Of
Existing System
Lack of
Executive Commitment
Lack of
Executive Champion
Unrealistic
Expectation
Lack Of Cross-
Function Team
Project Charter Too
Narrow
32

33. Resistance Management Plan
33
Key Areas of Resistance Actions to address Resistance Responsible Person
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34. Implementation Strategies
Change Transition Plan
Communicating the Change
Change Management Training
Timeline for Implementation
Sustaining the Momentum
34

35. Change Transition Plan
Preparation
Announcement
Grievances
New Positions
Team 1
Telecoms/PC
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Management
Owner
ABC
Communications
Owner
ABC
H.R
Owner
ABC
Staff
Relocation
Owner
ABC
IT
Owner
ABC
Jan 5 - Mar 1
Feb 2 - Mar 14
Mar 14 – May 2
May 25 – Oct 20
Oct 21 – Nov 15
Nov 16 – Dec 20
Jan 10
Milestone 1
Mar 7
Milestone 2
Milestone 3
Mar 14
Jun 29
Milestone 4
Oct 20
Milestone 5 Nov 30
Milestone 6
35

36. Tasks Start
Duration
(Days)
%
Complet
e
02 09 16 23 30 06 13 20 27 05
Task 1 1/2/12 35 26%
Sub Task
1.1
1/2/12 10 40%
Sub Task
1.2
1/12/12 25 20%
Task 2 1/2/12 66 88%
Sub Task
2.1
1/2/12 30 100%
Sub Task
2.2
2/1/12 25 80%
Sub Task
2.3
2/27/12 10 70%
Task 3 1/2/12 10 40%
Sub Task
3.1
1/2/12 10 40%
Change Transition Plan
Jan Feb Mar
2012
40%
40%
70%
80%
100%
88%
20%
40%
26%
36

37. Change Transition Curve
TIME
Performance
Shock
Sudden
Awareness
Numbness
Denial
Blaming Self
Blaming others
Panic
Dread
Depression
Insecurity
Acceptance
Acknowledgement
Testing
Experimentation
Feelings of optimism
Hope
Renewed Energy
Discovery
Learning
Feelings of
satisfaction
Integration &
New meaning
37

38. Example:
Team Leaders
Senior Managers
Sender
Example: Project
Manager
Example:
Staff Users
Sender Example: Supervisor
Communication Plan (Option 1 Of 2)
Audience Key Messages Delivery Methods Date Length of Session
(if applicable)
Location
38

39. Audience Key Messages
Delivery
Methods
Date
Length of Session
(if applicable)
Location
Example:
Team Leaders
Senior Managers
Sender
Example: Project
Manager
Example:
Staff Users
Sender Example: Supervisor
Communication Plan (Option 2 Of 2)
39

40. Change Management Communication (1/2)
Communication Tools Matrix
Soft Skills
Hard Skills
Workgroup Newsletters
Incentives
Groups Individuals
Soft Skills Training
Off the job Training
Industry
Webcasts
Client/Vendors
Workshops
Client/Vendors
Surveys
Corporation
Mission Statement
C-Suite lead by example
Surveys
Corporate Newsletters
Team Development
Kick-off
Team coaching
E-Learning
Technical Workshops
Technical Symposiums
Coaching
Targeting email
Conflict Mediation
On the job Training
PR Team work
CxO video
Job Descriptions &
Goals
Focus Groups
Departmental
Newsletters
Town Hall Meetings
Internal WebcastsPress Releases
Marketing Team
Work
40

41. Change Management Communication (Option 1 Of 2)
Channelsunderdirect
controlofmanagement
› Department Meetings
› One-o-one meetings
› Town Hall Meetings
› Brown Bag Lunches
› Training courses and workshops
› Emails
› Corporate Newsletters
› FAQs
› Internal Memos
› Posters
› Intranet
› Market Place Changes
› Customer Inputs
Face-To Face
Options
Alternate
Under Direct
Control Of
Management
Channels Not Under
Direct Control Of
Management
41

42. Change Management Communication (Option 1 Of 2)
v
Channels Under Direct Control Of Management
› Market Place Changes
› Customer Inputs
Face-to Face Options Alternate under direct
control of management
› Department Meetings
› One-o-one meetings
› Town Hall Meetings
› Brown Bag Lunches
› Training courses and workshops
› Emails
› Corporate Newsletters
› FAQs
› Internal Memos
› Posters
› Intranet
Channels not under direct
control of management
42

43. Change Management Training
Session
Modules
Learning
Outcomes
Objectives
Length of
Training Session
Target
Audience
Delivery
Mode
Facilitator
43

44. Change Management Timelines
April
June
July
September
December
February
Diagnose Design Develop Deliver
Shared
Change Purpose
Visible
Change Leadership
Smart
Engagement &
Communication
Strong
Individual Performance
Supportive
Organization & Culture
Meaningful
Change Measurement
Define Future State
Define Change
Governance
Change Impact
Assessment
Change Management Plan
Develop Change Leaders
Support Change Leaders
Stakeholder Analysis
Build Change
Network
Stakeholder Communication
Knowledge & Skill
Assessment
Effective Performance Management Effective Talent Management
Effective Training & Knowledge
Management
Measure Change Progress
Assess Change Readiness
Culture Change
Analysis
Behaviour Change Plan
Business Process
Alignment Prepare organization Design Implement organization Design
44

45. Sustaining Momentum
45
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Building A Support System
For Change Agents
Staying The Course
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Developing New Competencies
& Skills
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audience's attention
Reinforcing New
Behaviors
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Providing Resource For
Change

46. 46
Cost
of
Change
Management

47. Change Management Cost
Task Name Cost
Jan Feb Mar
1st Quarter
Top Down Plan
Strategy
Change
Readiness
Assessment
Execute
Change
Long Term
Sustainment
$80,000
2nd Quarter 3rd Quarter 4th Quarter
Apr May June July Aug Sep Oct Nov Dec
$15,000
$20,000
$20,000
$20,000
47

48. Feedback & Evaluation
Change Management Feedback
Sustaining The Momentum
Timeline For Implementation
Change Management Experience
Change Management Performance Dashboard
48

49. Change Management Questionnaire / Feedback
What were the key objectives of the change?
What was achieved once the change was implemented?
What has enabled you to sustain the change?
Did you effectively plan the change?
Would you do anything differently next time during the planning
stage?
Did you communicate with the right people at the right time in the
right way?
Would you use different communication strategies in the future?
What worked well with the change process?
What would you do differently next time?
What were the key lessons learned?
Comments/FeedbackDescriptor
49

50. Results
82%
78%
68%
66%
57%
31%
25%
15%
23%
32% 31%
41%
62%
60%
2% 1% 1%
9%
18%
1%
0
10
20
30
40
50
60
70
80
90
Strongly Agree Agree Disagree Strongly Disagree
Effective
Leadership at
all Levels
Strong Sense of
shared purpose one
that is Inspiring and
Engaging
Strong
Customer
Focus
Employee
Involvement and
Support for Change
Commitment to
Learning &
Change
Speed of Delivery
Balanced with
Effective
Governance
Understanding of
the Impact of the
Organization on
Society
50

51. Change Management Experience
Overall Effectiveness of Change Management Program
16%
46%
77%
96%
Poor (n=244)
Fair (n=653)
Good (n=834)
Excellent (n=165)
This graph/chart is linked to excel, and changes automatically based on data. Just left click on it and select “Edit Data”.
51

52. Change Management Performance Dashboard
Changes By Priority
6
24
40
27
6
Critical High Low Medium None
95%
5%
Emergency
abc
0 100
20
10
30
40
80
90
70
60
50
0 100
20
10
30
40
80
90
70
60
50
0 100
20
10
30
40
80
90
70
60
50
0 100
20
10
30
40
80
90
70
60
50
0 100
20
10
30
40
80
90
70
60
50
0 100
20
10
30
40
80
90
70
60
50
0 100
20
10
30
40
80
90
70
60
50
0 100
20
10
30
40
80
90
70
60
50
0 100
20
10
30
40
80
90
70
60
50
%Change Implemented within Target
%Changes Failed
%Emergency Changes
Average Change
Implementation Time
%High Risk Changes
Average Cost
Per Change
%Change Rejected
Change Management
Dashboard for Apr 09
Change Management Score
0 20 40 60 80 100
52

53. Change Management Icon Slide
53

54. Change Management Icon Slide
54

55. 55
Coffee Break

56. Charts & Graphs
56

57. LineChart
0.5 0.8 1
1.6 1.9 2
2.4
2.8
3.4
1
1.5
2
2.5
3
3.5
4
5
6
0
2
4
6
8
10
2009 2010 2011 2012 2013 2014 2015 2016 2017
ExpenditureIn($Billions)
Years
› Product 01 › Product 02
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57

58. › Product 01 › Product 02
0
10
20
30
40
50
60
70
80
90
100
JAN FEB MAR APR MAY JUN JULY AUG SEP OCT NOV DEC
Profit(InThousands)
92%
80%
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Line Chart
58

59. StockChart
0
10
20
30
40
50
60
70
0
20
40
60
80
100
120
140
160
FY '14 FY '15 FY '16 FY '17 FY '18
Volume
Open
Low
High
Close
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› Product 01 › Product 02
59

60. Line Chart
100%
0
10
20
30
40
50
60
70
80
90
100
FY '12 FY '13 FY '14 FY '15 FY '16 FY '17 FY '18
SalesInPercentage(%)
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› Product 01 › Product 02
60

61. Additional Slides
61

62. Our Mission
62
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63. Our Team
63
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Designation
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64. 64
01
02
03
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Customer Care
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Creative Design
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About Our
Company

65. “ The value of an
Idea Lies In the
using of it.”
“ I’m
Conservative, but
I’m not a nut
about it.”
Quotes
65
- Thomas Edison - George .W. Bush
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66. This is a representative image,
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$ 30
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$ 60$ 10
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Financial
66

67. Comparison
12:51 MINUTES/DAY
AVG.TIME SPENT ON TWITTER
1,230,000,000
USERS
18 MINUTES/DAY
AVG.TIME SPENT ON FACEBOOK
645,750,000
USERS
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67

68. Our Goal
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68

69. Puzzle
01 02
0304
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70. 70
01
04 03
02
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Venn

71. Target
Target 01 Target02 Target03
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72. Mind Map
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73. Bulb Or Idea
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73

74. 74
Address
# street number, city, state
Contact Numbers:
0123456789
Email Address:
emailaddress123@gmail.com
Thank
You