Change Management

Managing Change for Line Managers


Overview

This seminar provides a comprehensive introduction into the art of managing organisational change and delivering successful outcomes. Organizations often underestimate the impact of change and initiatives stagnate or even fail as a consequence. By attending this seminar, you will provide yourself with a valuable insight and toolset to drive good outcomes.

Top 3 Learning Objectives

  • Gaining an ‘end to end’ view of how to manage change successfully
  • Understanding human reaction to change and responding appropriately
  • Developing a road map for implementing changes

Who Should Attend

Any Executive or senior manager who needs to increase their knowledge of how to deliver successful strategic transformation or operational change will benefit greatly from attending this highly interactive seminar, which features a 70/30 split between practical learning Exercises/theory and a substantial simulation, to enable participants to practice their new skills in a safe environment.

This seminar provides a comprehensive introduction into the art of managing organisational change and delivering successful outcomes. Organizations often underestimate the impact of change and initiatives stagnate or even fail as a consequence.

By attending this seminar, you will provide yourself with a valuable insight and toolset to drive good outcomes.

Outline

Drivers of Change

  • What causes change?
  • Fortune 500 – the changing landscape
  • Five competitive forces/PESTLIED
  • The corporate lifecycle
  • Self assessment to identify drivers of change in your organisation

Orders of Magnitude of Change

  • What degree of change does your organisation require?
  • An integrated model of how to assess the challenges
  • What are the implementation options?
  • The ‘pros’ and ‘cons’ of different approaches
  • How to choose the most appropriate implementation approach for change initiatives 

Joining Up Change Programmes

  • The vital importance of aligning change with corporate missions and strategy
  • Ensuring that the organisational design will support the suggested changes
  • Auditing processes, to ensure that they are ‘fit for purpose’ for the future way of working
  • The crucial nature of communications and the consequences of poor communications
  • Developing an understanding of the impacts of change on the organisation and mitigating these
  • Introducing suitable compensation policies to reward and retain the right people

Planning Change Overview of the Planning Processes

  • Developing the project charter
  • Producing work breakdown structure (WBS)
  • Stakeholder analysis and application
  • Producing an impact analysis, covering both hard and soft factors
  • Communication planning

Project Charter

  • Purpose of the charter
  • Contents, structure and key aspects
  • The core team roles in a change initiative
  • The consequences of having no charter
  • Using the charter to direct the change initiative

Work Breakdown Structure

  • The purpose of the WBS
  • Decomposing the levels of the WBS and achieving an appropriate granularity
  • A practical and pragmatic method to produce the WBS and gain team buy in
  • Using the WBS for impact analysis
  • The WBS as a communication tool

Stakeholder Analysis

  • Using the charter & WBS to identify stakeholders
  • The stakeholder attitude matrix and how to produce it
  • Developing a stakeholder interests grid and using it to understand the change environment
  • Linking stakeholder analysis to impact analysis and communications planning

 Impact Analysis

  • Assessing the effect of the changes on the business
  • Assessing the effect of the changes on the stakeholders
  • Safeguarding the business from the effects of implementing the change
  • Developing a high level budget for change 
  • Mitigation planning for hard and soft factors
  • Contingency planning to reduce risk of exposure

Communication Planning

  • The inputs required for a sound communications plan
  • Shaping the plan and getting the structure and content right
  • Common traps to avoid in communications
  • Good practices to improve the reception of the change messages and promote engagement
  • Keeping communications relevant and refreshing the change message over time