Exploring the Role of the Change Agent a research based approach May 2011
The role is a mixture of these dynamics <ul><li>Help build and then execute overall change plan </li></ul><ul><li>Help to create deployment packages and processes </li></ul><ul><li>Act as change agent for work-streams </li></ul><ul><ul><li>Create any specific work-stream packages e.g. specific training packages </li></ul></ul><ul><ul><li>Co-ordinate work-stream change plans with countries to minimize adverse impact </li></ul></ul><ul><ul><li>Analyze impact on people and assess readiness to change </li></ul></ul><ul><li>Act as change agent for geographies who do not need their own change agent </li></ul><ul><li>Track change management progress and propose remedial action where necessary </li></ul><ul><li>Work with HR to provide support and coaching to executives on key change actions </li></ul><ul><li>Take on the overall pushing, reminding, motivating, unblocking and convincing essential for the project to succeed </li></ul><ul><li>Act as ‘evangelist’ for change management </li></ul>Client role description
We carried out a survey to find out more about what was important and how could we help <ul><li>Key findings </li></ul><ul><li>50% were in business change or project management </li></ul><ul><li>59% were full-time change agents </li></ul><ul><li>84% had been through formal training </li></ul><ul><li>74% used a change methodology more than 50% of the time </li></ul><ul><li>45% had more than 5 years change agent experience </li></ul><ul><li>212 change agents took part in the survey </li></ul>
This group saw themselves as more successful than the norm
And, there were some predictable (and heartening!) correlations More than 75% of projects successful 50% or less of projects successful Full-time change agents 61% 39% Attended formal training 63% 37% Used a change methodology more than 50% of the time 73% 27% More than 5 years change agent experience 70% 30%
As part of the survey we examined the key activities of change agents We asked - What are the top 2 challenges you face – as a change agent – in delivering successful change?
Dimensions examined in our study Dimension Involves Influencing others influencing key people in the organisation to gain their support for the change Facilitating change using facilitation tools and techniques to enable others to plan and execute change Planning for implementation collating and integrating people centered actions into a project plan Building active sponsorship working with and coaching executives and managers to help them role model the change Working strategically demonstrating a clear commitment to the change vision and connecting change plans to business goals Working with the users working with front line staff and their managers to engage them and support them through the change Coaching for the change training others to be effective in change management Managing self managing yourself effectively through periods of uncertainty and ambiguity Walking the talk role modelling the behaviours required by the change
Influencing others and walking the talk were the most important
But the biggest skill needs were in coaching and building active sponsorship
Looking at each of these dimensions in more detail we find on average a 25% gap between importance and skill
These slides are a part of our webinar – Exploring the Role of the Change Agent The webinar was held on 25 May 2011. You can find a recorded version on our website. For more on Changefirst visit our website, www.changefirst.com , follow us on Twitter @Changefirst, or join our Linked In group .