1. Management Series Publication
STRATEGIC "
ORGANIZATIONAL
CHANGE
A SIMPLIFIED APPROACH TO "
ENTERPRISE CHANGE MANAGEMENT

2. strategic organizational change"
enterprise change management
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a simplified approach to "
Contents
Introduction
Page 3
Simplifying Enterprise Change
Phase 1
Page 6
Assess Your Current State
Define Your Vision
Phase 2
Page 9
Design Your Strategy
Phase 3
Page 11
Implement Your Plan
Phase 4
Page 13
Reinforce the Change
Conclusion
Page 15
Summary & Free Resources
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3. Strategic Organizational Change"
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Introduction
Simplifying
Enterprise Change
“
“Change management is an approach
to transitioning individuals, teams and
organizations to a desired future
state.”
– John P. Kotter
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4. Strategic Organizational Change"
Simplifying Enterprise Change
Enterprise
Your organization is changing.
Strategic leaders both anticipate change AND
plan ahead to manage the impact change will have
on their organizations.
Organizational change is necessary to transition an enterprise from its
current state to a desired future state. Managing organizational change
involves planning and implementing strategies to help individuals understand,
accept, and embrace the changes in their business environment while
maximizing the effectiveness of a change initiative.
Enterprise Change Management focuses on building the organization’s
change management competencies by systematically deploying specialized
skills, tools and processes throughout the organization. The primary
objective of Enterprise Change Management is to capitalize on the
benefits of change initiatives while positioning the organization to
reach its strategic goals.
This e-book is designed to provide you with a high-level overview of a path
towards initiating change management within your organization.
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Program/
Project
Individual
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5. Strategic Organizational Change"
Simplifying Enterprise Change
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VISION
• Current State
• Sources of Change
• Future State
STRATEGY
• Leadership
• Processes
• Structure
• Skills
• Projects
IMPLEMENTATION
• ECM Project Plan
• CM Program Plan
REINFORCEMENT
• Shared Resources
• Common Language
• Consistent Application
• Continuous Improvement
Albert Einstein said, “Everything should
be made as simple as possible, but not
simpler.” Line of Sight agrees and our
experience shows that complex problems
often can be solved with simple
solutions. Our change management
process unlocks your solutions and
moves your organization forward.
Our four-phased approach to Enterprise
Change Management needs leadership
commitment and a sustained effort from
a dedicated team to achieve success.
VISION
Assess your organization’s current
state, sources of change and define
your vision for the future
STRATEGY
Design your change strategy for
leadership, processes, structure,
skills and projects
IMPLEMENTATION
Develop and implement your
change management plans
REINFORCEMENT
Support the change by collecting
feedback and implementing
corrective action
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6. Strategic Organizational Change"
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Phase One
Assess Your Current State
& Define Your Vision
“
“Good business leaders create a vision,
articulate the vision, passionately own
the vision, and relentlessly drive it to
completion.”
― Jack Welch
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7. Strategic Organizational Change"
Assess Your Current State
Assess your organization's capacity for change by analyzing the following
information:
• Residual effects of past changes,
• Management experience with change management,
• Change management organizational approaches,
• Learning programs, and
• Support structures and tools.
Review and catalog the various change initiatives underway across the
organization and make note of the nature and scope of change, number of
individuals impacted and the type of change (i.e., process, roles, merger).
This information will help you formulate your change approach.
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Conduct a realistic assessment
of your organization’s change
culture and capacity; identify
the various sources of change
and the residual effects of past
change initiatives.
Do your due diligence to understand your organization’s
culture and value system. Conduct interviews, surveys
and focus groups with a representative group of managers
and employees to discern the organization’s change
capacity and inclination toward resisting change. !
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8. Strategic Organizational Change"
Define Your Vision
Define a shared vision of the
organization’s future state.
Organize a group of key stakeholders
from across the enterprise to define the
desired future state of your
organization’s change culture. Invite
managers and employee
representatives from a cross-section of
the organization who will be impacted
by the change to participate in facilitated
sessions.
The outputs of the sessions should
include the vision statement along with
objectives and goals for the future.
Document any ideas for new or
improved processes and programs.
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Consider using an experienced
facilitator to help you design, deliver, and
document the session. A person focused
on the meeting process and outcomes
will allow your team to focus on achieving
the session objectives.
!
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9. Strategic Organizational Change"
“Change is the law of life and those who
look only to the past or present are certain
to miss the future.”
– John F. Kennedy “
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Phase Two
Design Your Strategy
“
“The world as we have created it is a
process of our thinking. It cannot be
changed without changing our
thinking.”
― Albert Einstein
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10. Strategic Organizational Change"
Design Your Strategy
Tailor your organizational change
management strategy to the unique
characteristics of your organization.
Analyze the outputs from the “visioning”
phase; use the organizational assessment,
vision and catalog of change initiatives to
develop your change management strategy.
Consider the following questions to cultivate
and document your strategy:
• What are some examples of successful
change that we can leverage from your
past or from other organizations?
• How can we support change at the
individual, business unit, and enterprise
levels?
• What do we need from our leaders
and what do they need from us?
• Where can we integrate change
management and project management?
Apply change management best practices to
formulate a strategy that fits the unique needs of your
organization. Plan for risks, resistance, and
minimize competing priorities. Earn the buy-in
from key stakeholders. !
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Phase Three
Implement "
Your Plan
“
“Never doubt that a small group of
thoughtful, committed, citizens can
change the world. Indeed, it is the only
thing that ever has.”
― Margaret Mead
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Implement Your Plan
!
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Form a team to lead your organizational
change management effort.
Your team should include representatives from
across the organization, particularly from the
business areas impacted by the change.
As you select your Change Management Team,
choose people who support the effort. They
should have the influence and credibility within
the organization to be an asset to the change
initiative. Strong communication and training or
mentoring skills are an advantage.
Remember, successfully implementing your plan
requires visible support from your executives,
managers, and supervisors. Employees look to
their managers for guidance navigating through
change initiatives. Take the extra effort to secure
their active and visible support for your initiative
and keep them engaged throughout the process.
Managers and
supervisors are well-positioned
to supply
valuable feedback on
the success of your
plan; engage them
early and often.
Train managers on
change management
principles. Use their
help to distribute
communication
messages and
manage resistance.
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13. Strategic Organizational Change"
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Phase Four
Reinforce "
The Change
“
“We now accept the fact that learning is a
lifelong process of keeping abreast of
change. And the most pressing task is to
teach people how to learn.”
– Peter Drucker
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14. Strategic Organizational Change"
Reinforce the Change
Reinforce changes by regularly
evaluating, diagnosing and
implementing corrective actions.
Anticipate change resistance. Learn to
identify resistance warning signs and
educate your team to look for common
indications and take appropriate actions.
EVALUATE – Use various methods to
collect feedback from your employees –
survey, meetings, web, e-mail, etc.
DIAGNOSE – What is the source of the
resistance? What are the knowledge gaps?
CORRECT – Take action immediately!
Address issues and resistance before they
derail the change initiative.
A comprehensive communication plan
should address the unique needs of each
stakeholder group and strive to provide
accurate and timely information.
Rewards and incentives will reinforce
positive change. Be creative and select
motivators that are relevant and meaningful
to the person(s) impacted by the change. !
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15. Strategic Organizational Change"
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Conclusion
Summary & Resources
“
“To improve is to change;
to be perfect is to change often.”
– Winston Churchill
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16. Strategic Organizational Change"
Successful change at the
organizational level requires
a strategic approach with a
dedicated team to ensure
the benefits are realized and
sustained.
The path forward starts with
identifying a vision of the
future state which is tied to
the organization’s strategic
goals. The plan to achieve
this vision must be tailored
to the organization with
strong sponsorship and buy-in
from key stakeholders.
Your change management
plans must incorporate
regular “check-ins” to
collect feedback and
implement corrective
actions to respond to the
resistance and risk that is
inherent in all change
initiatives.
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Summary
VISION
• Current State
• Sources of Change
• Future State
STRATEGY
• Leadership
• Processes
• Structure
• Skills
• Projects
IMPLEMENTATION
• ECM Project Plan
• CM Program Plan
REINFORCEMENT
• Shared Resources
• Common Language
• Consistent Application
• Continuous Improvement
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17. Strategic Organizational Change"
Free Resources
ORGANIZATIONAL CHANGE INFOGRAPHIC
A graphical overview of an organizational
change management journey. Available at
line-of-sight.com for sharing or click the
graphic to the left to access it online.
“WHO MOVED MY SPREADSHEET?”
CHANGE MANAGEMENT PRESENTATION
A brief presentation to introduce your team
to the concept of change management by
answering the following questions:
• What is Change Management?
• What does Change Resistance look like?
• What is your role in managing change?
Free Download:
www.slideshare.net/line-of-sight
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18. Line of Sight Can Help Get Your
Change Management Effort on Target
Our approach to change management leverages years of professional
experience managing change for diverse organizations along with well-established
best practices from global professional organizations.
Line of Sight delivers management consulting services to government and
industry. We consult with organizations that are serious about undergoing
change. We bring discipline to projects, re-engineer business processes
and help clients transform the management of their businesses.
Sign-up for our blog at www.Line-of-Sight.com
6310 Stevens Forest Road
Suite 110
Columbia, MD 21046
Web: www.Line-of-Sight.com
E-mail: info@Line-of-Sight.com
Phone: 410.696.2610
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