Change Management Procedures

I’ve seen too many change initiatives collapse. Not because the budget wasn’t there. Not because the strategy was weak. But because leaders misunderstood what change management really is. Here’s what it often gets reduced to: ❌ Sending a few announcement emails ❌ Building polished slide decks ❌ Hosting a one-time town hall Real change work runs deeper: ✅ Stakeholder analysis and mapping → Knowing whose buy-in makes or breaks momentum ✅ Change impact assessments → Anticipating how roles, workflows, and daily lives will shift ✅ Readiness assessments → Gauging if the organization is equipped to move ✅ Communication planning → Designing messages that connect with people, not just inform them ✅ Sponsor roadmaps and coaching → Guiding leaders to model the change, not just announce it ✅ Resistance management → Addressing fear and friction before they spread ✅ ROI evaluation → Measuring whether the investment actually delivers And beyond these: journey mapping, coalition building, cultural alignment, reinforcement strategies – the real work of sustaining change. Because the truth is: Change isn’t a memo, a project plan or an event. It’s a disciplined process of moving people from “the way things are” to “the way things need to be.” Leaders who get this? They don’t just launch change. They sustain it. PS: What’s the biggest misconception you’ve seen about change management? -- Follow me, Daniel Lock, for practical tips for leading change, consulting & thought leadership.

"Our team is resisting the changes we need to make." I hear this constantly from CEOs navigating market uncertainty. But here's what I've learned building and scaling teams from 0 to 10,000+ people: Resistance isn't about the change itself. It's about how it's managed. Think about it: Most of your strategic planning happens in executive meetings. You develop context and conviction over weeks or months. Then you announce it to the organization... and expect immediate buy-in. That's like jumping into chapter 7 of a book and wondering why readers are confused. After 20+ years helping organizations navigate transitions, here are 5 steps for successful change management: 1. Start earlier than you think Getting buy-in takes time. Begin socializing concepts before decisions are final. 2. Create feedback loops Form cross-functional working groups to pressure test ideas. Let people shape the solution and identify challenges. 3. Overcommunicate context Share the why, not just the what. Help people see the full picture you see. 4. Create working groups beyond the C-suite Form small functional focus groups across levels to pressure test ideas and surface blind spots. Recently, a client's product pivot seemed perfect until a working group flagged major engineering implications that had been missed. 5. Map second and third-order effects That "simple" UI change? It might require new engineering capabilities, additional QA resources, and updated customer support training. Surface and map these downstream impacts before executing. Remember: Your people are your competitive advantage. Bring them along thoughtfully. What change management challenges are you facing? Drop a comment - always happy to help think through solutions.

No need to Fail. No need to Reinvent the Wheel. Do this instead. 70% of Business Change Initiatives Fail. While I cannot find much evidence behind this often shared stat, through experience, I have seen many Change Initiatives Fail. Using a proven Change Management system, you can help set the foundation for success. Below are Two common models and One that I use with high success. 𝗞𝗼𝘁𝘁𝗲𝗿'𝘀 8 𝗦𝘁𝗲𝗽𝘀 𝗳𝗼𝗿 𝗟𝗲𝗮𝗱𝗶𝗻𝗴 𝗖𝗵𝗮𝗻𝗴𝗲 • Best Use: Significant change initiatives such as Cultural • Developed by Harvard professor and change management expert John Kotter 1) Create a Sense of Urgency: Why Change is necessary 2) Build A Guiding Coalition: Build a Team that can drive the change. 3) Form a Strategic Vision: What does Change look like? Inspire. 4) Enlist a Volunteer Army: Communicate to get team members on board and aware of their role. 5) Enable Action by Removing Barriers: Empower others through training, providing resources and removing roadblocks. 6) Generate Short-Term Wins: Break plan into steps and allow team to see progress early. 7) Sustain Acceleration: Drive Continuous Improvement through wins and feedback. 8) Institute Change: Ensure feedback loops. Revisit previous steps if change is not sticking. 𝗔𝗗𝗞𝗔𝗥 𝗺𝗼𝗱𝗲𝗹 • Best Use: Process Changes such as Technology or Manufacturing Floor Changes • Developed by Prosci founder Jeff Hiatt A - Awareness: Of the need for change - Communicate this need. D - Desire: To participate and support the change - Answer "What's in it for me?" for your team K - Knowledge: On how to change - Communicate, train, and address skill gaps. A - Ability: To implement required skills and behaviors - Monitor to provide feedback. Set metrics and reasonable goals. R - Reinforcement: To sustain the change - Continue working with Team Members to institute change 𝗔3 𝗣𝗿𝗼𝗰𝗲𝘀𝘀 • Best Use: Process Change, Solving Problems • Developed by Toyota Motor Corporation Being process-minded myself, this 11-Part Process is a go-to for me in times of change. 1) Identify the Problem - What is our Opportunity for Improvement/Change 2) Identify the Core Team - Who needs to be involved? Approve? 3) Current State - What is current process? Quantify the problem. 4) Root Cause Analysis - Understand the true cause/need for change 5) Countermeasures & Solutions - What changes and ideas will solve the Root Cause 6) Define Future State - What are we trying to be? 7) Implementation Plan - Specific actions with Owners. 8) Follow-Through Plan - How will we hold owners accountable and communicate progress and early wins? 9) Get Everyone Affected on Board - Communicate the 7 Steps above to all Stakeholders. 10) Implement Actions 11) Evaluate Results - Are we progressing towards Future State? Have we checked for effectiveness - have changes been instituted? Do you use a Change Management Model when instituting change? Provide your best tips for seeing successful Change.

Governance and change management / change leadership will make or break your CX efforts. Here's what you need to do now if you don't have these topics locked down: 1. Establish a clear governance framework Ensure there is clarity around who is responsible for decision-making, execution, and oversight of CX initiatives. Develop and enforce policies, standards, and best practices that guide the implementation and maintenance of CX strategies. Form committees that include representatives from key departments to oversee and ensure alignment with organizational goals. Make sure these governance forums ladder up to more senior forums, so you're leveraging and aggregating what's already been done. 2. Foster strong leadership and stakeholder engagement Secure active sponsorship and commitment from senior leadership to drive CX initiatives. Engage stakeholders across different functions to ensure broad support and alignment with CX goals. Maintain open lines of communication to keep stakeholders informed and involved in the change process. 3. Implement robust change management practices Adopt a structured change management framework (e.g., ADKAR, Kotter’s 8-Step Process) to guide transitions. Provide training programs to equip employees with the skills and knowledge needed to embrace and implement changes. Establish metrics and KPIs to monitor the progress of change initiatives and make data-driven adjustments as needed. 4. Develop a comprehensive risk management plan Conduct thorough risk assessments to identify potential challenges and obstacles to CX initiatives. Develop strategies to mitigate the identified risks, including contingency plans for various scenarios. Regularly review and update the risk management plan to address new risks and changing circumstances. 5. Leverage technology and data analytics Implement strong data governance practices to ensure data quality, security, and compliance. Utilize advanced analytics to gain insights into customer behaviors, preferences, and feedback to inform decision-making. Ensure seamless integration of CX technologies with existing systems to streamline processes and enhance efficiency. What are you doing to ensure your governance and change management / change leadership efforts are best-in-class? #customerexperience #changemanagement #changeleadership #business

ERP implementation brings significant changes to your organization and managing this change effectively can make or break your project. Here’s a guide to managing change during ERP implementation: 1. Develop a clear change management plan. Outline the scope, objectives, and timeline of your ERP project. This plan acts as your roadmap for a smooth transition. 2. Engage leadership and stakeholders. Secure commitment from top management and key stakeholders. Their support is essential for driving organizational change. 3. Communicate effectively. Keep all employees informed about the implementation process. Transparent communication builds trust and reduces resistance. 4. Provide adequate training. Offer training programs tailored to different user roles. Well-trained users are more likely to embrace the new system. 5. Monitor progress and gather feedback. Track the implementation process and make adjustments as needed. Collect feedback to identify and address pain points. With these strategies, you can manage change effectively and ensure a successful ERP implementation. Effective change management leads to smoother transitions, higher user adoption, and better business outcomes. 📌 Need expert guidance on managing change during your ERP project? Send me a message.