Purpose

To realise your transformation change and adoption goals, you need a team to do the day-to-day work of enabling the change.  That team is your adoption and change team.

Activities

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Deliverables

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Resources

• Change Planning & Execution (CPE) Master Workbook. Download the workbook.
• Change Team Role Profile Summary. Download the template.

Purpose

Transforming to new ways of working requires buy-in and support from across the business and among important stakeholder groups. And that is no different when planning, managing and reinforcing technology, process or organisational design change.  

To get the buy-in you require to implement the change, there are three key stakeholder groups you should consider building your adoption and change team around. Make sure to engage these stakeholders early on:

• Executive Sponsors 
• Success Owner
• Early Adopters and Change Champions
• Managers, Supervisors, and Team Leads

Activities

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Deliverables

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Resources

• Change Team Role Profile Summary. Download the template.
• Stakeholder Register. Download the template.
• Change Change Planning & Execution (CPE) Master Workbook. Download the workbook.

Purpose

Business objectives underpin why a transformation change is being considered. You must align all identified stakeholders around a clear strategic objective for the change being considered . The strategic objective(s) must also be aligned with the overall organisational vision.

There are many reasons why you should consider defining strategic objectives. Some of these may include:

• to refine the core objectives of the change initiative.
• to identify some of the organisation’s challenges or pain points related to the objectives of the change initiative.
• to identify areas in which your organisation would like to improve.
• to identify the organisation’s strategic initiatives or current transformation projects that the new change initiative can support.

Activities

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Deliverables

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Resources:

• Change Discovery Workshop Prep Sheet. Download the workbook.
• Change Change Planning & Execution (CPE) Master Workbook. Download the workbook.

Purpose

Scenarios cover how your people will use the new system, technology or process to address business challenges and achieve expected organisational and individual outcomes.

• They allow impacted groups/user groups to understand how the change can help them achieve more.
• They act as input and validation of change initiative awareness messaging.
• They support awareness and readiness activities by putting the change outputs in context; people will know when and how to use them.

Activities

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Deliverables

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Resources:

• Scenario Creation and Prioritisation Index Workbook. Download the workbook.
• Change Change Planning & Execution (CPE) Master Workbook. Download the workbook.

Purpose

Impact groups are the people who will engage with the technology. They do not necessarily have to be end users, as you can have impacted people who wouldn't necessarily be users. Knowing who the impact groups are early on is crucial to understanding how you will manage resistance to change.

Activities

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Deliverables

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Resources

Change Planning & Execution (CPE) Master Workbook. Download workbook.

Purpose

Before embarking on any change initiative - including a transformation change - the risk of the change must be understood and quantified. And to understand and quantify the risk of the change to your organisation, you should conduct a change readiness assessment to evaluate your organisation's preparedness for a transformation change. Your organisation's preparedness for a transformation change depends on whether it can initiate the change, execute it, and ensure user adoption and continued usage of the change. 

The lower the readiness for change, the higher the risk of the change to your organisation. Your organisation's preparedness for a transformation change depends on whether it can initiate the change, execute it, and ensure user adoption and continued usage of the change.

So how do you mitigate the risk of the change to your organisation? 

To mitigate the risk of the change, you should use the outputs/results of your change readiness and risk assessment as inputs to your change management strategy and change management plans - such as resistance management, training, and communications plans. So therefore, the change management strategy and plans will be the mitigating tools to manage the changing risk.

Activities

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Deliverables

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Resources 

• Change Readiness &  Risk Assessment workbook. Download the workbook. 
• Change Planning & Execution (CPE) Master Workbook. Download the workbook.

Purpose

A fundamental component of delivering a significant transformation change programme, is to have specific resources assigned to the delivery. These resources may include skilled people, processes, technology, available budget, and time. The critical caveat here is that the focus area here is mainly resources that impact the people side of change.

Key considerations before you begin

To complete this step, always begin by asking the right questions:

People-related resources

• Do you have a skilled Change Team to support the delivery? If yes, are they available throughout the change delivery? If not, who can help identify and onboard them? 

• Do you have the time and dedication of our business sponsors and stakeholders to support the rollout and adoption of the change?

• Do you need other resources to support the Change Team?

Budget and infrastructure-elated resources: 

• Do you require a dedicated budget for the adoption and change delivery workstream? If yes, is the allocated budget sufficient?

• Do we need systems or applications to support the rollout and adoption of the change?

Activities

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Deliverables

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Resources

• Resources Planning Workbook. Download the workbook.
• Change Planning & Execution (CPE) Master Workbook. Download the workbook.

Purpose

For every transformation, success is defined by the value realised from the transformation.  But what is value? Value is defined in this case as the expected business outcomes from the change. So, therefore, if the business outcomes that were the drivers for initiating the change are realised, then the value is realised.

But we know that value is only realised when people adopt the change. So, therefore, success must be defined in two complementary ways:

• Business outcomes
• End-user adoption

A formal set of success criteria is critical for measuring the impact of introducing change into an organisation. While some results will be seen and felt quickly, collecting a comprehensive and accurate representation of the gains from the new technology requires planning. You’ll need to determine what should be measured, create the data collection surveys, and select the data distribution and collection dates. 

Defining Success Criteria is about (1) establishing KPI benchmarks; (2) creating the metrics for each KP  and reporting on those KPIs.

Activities

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Deliverables

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Resources

Change Planning & Execution (CPE) Master Workbook. Download the workbook