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Everything changes, it’s the one constant in life and in business. For some, change brings about feelings of anxiety, others see it as an exciting opportunity for growth; preparedness often decides which side you fall on.
The change management process helps guide companies through necessary transitions, giving everyone across an organisation the skills and support they need to embrace change.
Within this process, different frameworks and strategies can be applied and adjusted to suit unique needs, the aim being to help leaders manage the intricacies involved in making change happen.
This guide offers a step-by-step plan for forming and implementing a change management process through understanding the management types and models used to drive success.
A change management process is the models, tasks, tools and plans used to manage organisational change. The strategies assign resources, teams and actions to manage a necessary change in a business, mitigating risks and reaching desired outcomes.
Many types of change management and popular models help form a strategy to deliver change. Each has its benefits and drawbacks depending on organisational culture and circumstances.
When leaders choose a change management model and type, it forms the plan's basis, defining how the team executes the transition. It prepares and supports employees throughout the change to minimise disruptions and achieve the best possible results.
When models are formed around unique employee needs “change becomes a way of life”, says Cat Brandon, Director of Strategic Transformation at American Express Global Travel in a recent Sideways 6 Idea Exchange webinar, “change is regarded with optimism, with positivity, with excitement, and with an eagerness to get on board and deliver.”
Forming the most effective change management process involves understanding and choosing the types of management and models before creating a strategy. Once the project team has decided on the path forward, they can initiate their transition process.
Leaders will identify the type of change required before planning for change. Organisations can vary in changes needed to achieve desired results for the business.
The level of transformation required can depend on how different areas perform according to the company's overall vision. For example, a new technology could streamline business workflow or a restructured organisational hierarchy could make operations more efficient.
But remember, impactful improvements focus on more than just reducing costs, “Too many organisations view transformation through a narrow lens of cost-cutting, but true resilience comes from business process optimisation . . . It’s about reimagining how work gets done, not just reducing expenses.” - Cat Brandon.
A few common areas of focus in change management help shape the process. Here are the main types:
Many organisations will base their change management process on popular models used in successful businesses worldwide. They include frameworks that guide leaders and change managers through the transition.
Change management models each have benefits and drawbacks, depending on how you want to implement the changes in the business. However, they are foundational concepts that can help develop an effective change management process.
Here are some of the most popular models:
Lewin's change model was developed in the 1940s by Kurt Lewin, breaking down change management into three key phases. The model suggests that successfully implemented changes come from outlining the current state of the organisation and the future, using a change management process to fill the transitional gap in between.
The three phases in the model are:
Kotter's 8-step change model is the brainchild of leadership professor Dr. John Kotter of Harvard Business School. It's a model focused on leading organisational change through urgency, becoming one of the most popular concepts to support the change management process.
Below are the eight steps in Kotter's change model:
The steps above guide the change management plan from start to finish. They use urgency to initiate change and a robust group of change influencers to inspire and sustain the transformation.
ADKAR is an acronym for awareness, desire, knowledge, ability and reinforcement. It's a model that focuses on the people most affected by the change, facilitating the change management process from the bottom up.
The model uses each letter of the acronym to help get individuals on board and implement the change:
Starting the change management process at the bottom of the hierarchy helps with communication throughout the project. Leaders can apply the ADKAR model to ensure employees and stakeholders are all on the same page.
McKinsey's 7-S change model outlines seven different "S" words to address change. Business leaders use the model to analyse the core internal elements of a company and ensure they align with the organisation's goals during a change period.
The seven "S" values fall into hard and soft element categories. An organisation's leaders and managers influence the hard elements. The soft ones are rooted in the company culture and employees.
The three hard elements are:
The four soft elements include:
The concept behind McKinsey's model is that all the above seven elements must align for effective change management. The project team will look at all areas and identify inconsistencies to build an effective change strategy, working to align elements and achieve change goals.
Change is a constant in the business world. Organisations must adapt to gain competitive advantages and achieve organisational goals, meaning processes and procedures may have to change to reach those targets.
However, change projects can be unpredictable and expend vast resources. An effective change management process helps reduce risk and minimise obstacles during a necessary transition period for a company.
Here are the leading reasons an effective change management process for an organisation is essential:
A change management process is a proactive approach to planning, implementing and sustaining organisational change. It's a structured method that supports people through a transition period that can often be unpredictable.
Organisational change management can be a challenging task to accomplish. Around 70% of change initiatives fail due to inadequate planning.
However, planning and actioning proposed changes through an effective change management process can improve success rates. Our step-by-step guide outlines the key phases of a project, from planning a change management strategy to successful implementation.
Here are the 10 key steps in the process of implementing change:
The first phase in change management is to ensure that key stakeholders understand why change is necessary in the organisation. You'll need to define the change to the stakeholders, explaining the "what", "why", "how" and "who" of the project.
Before sharing the change initiative, ask yourself the following questions:
You'll also need to consider more intricate details about the change before engaging with stakeholders. Timelines, plans, logistics and expected outcomes are key considerations.
Be prepared to answer questions regarding the change and reiterate why it's necessary for the company.
The next step is laying the groundwork for the change management project, shifting the organisational focus to the need for change. Raising awareness throughout the organisation can bring attention to the idea.
The initiator should get stakeholders and employees to understand the need for change. Outline how changes can help overcome challenges and create a better working environment in the company.
Share the vision with stakeholders, preparing them to embrace change. Communicating change as a main focus can help create urgency and build momentum, shaping a platform to initiate the transition project.
Once the key stakeholders are ready to embrace change, leaders must decide on the most effective change management models. There are several popular ones to choose from, as mentioned in this guide.
Each model has its advantages and disadvantages. However, you can weigh them to determine which would most effectively implement change in your organisation.
Start creating your change and communication plan once you have your initial employee buy-in and management model. The change management plan will explain the project management strategy, define progress metrics and assign change agents.
“Use the trickle-down effect from the central transformation team to make each employee a change agent, . . . one change person can create another, then you have an entire enterprise that knows how to deal with and deliver change.” - Cat Brandon for The Idea Exchange.
Craft your change plan around your chosen model and management type using the key details listed below:
The plan should also highlight potential challenges the project could face. Include how the structured approach is necessary for success, but keep flexible to overcome prospective obstacles.
Proper planning is critical to managing change. However, communication throughout processes is just as essential to help ensure its success.
Project managers should outline a communication plan, highlighting key events of the change process and how agents will share information with employees.
Communicating effectively and transparently throughout the project helps keep employees on the same page. It can also help build enthusiasm and gain momentum, supporting the change management plan.
Once the change and communication plans are in place, project managers must assemble a team to oversee the process. Team members could include influential figures and skilled leaders from various departments with the necessary skills to serve as "change champions" for the project's duration.
The team should be able to take competent action on tasks throughout the project to drive the change initiative. They should also be able to communicate effectively with employees and build rapport for the ongoing change process.
An initial team can initiate the change plans with opportunities to expand the management team as employee buy-in increases.
Start executing the plan with the assembled team to implement the proposed change in the organisation. Follow all steps from the change management plan and communicate effectively with all employees.
Track all progress through a change log and regularly share updates with the team. Celebrate small wins to keep employees engaged with the change, reminding them why it's necessary to the organisation.
Implementing change can be the most challenging phase of the change management process. The step is where teams face the most roadblocks and obstacles.
Open communication and collaboration can help turn challenges into positives, with leaders working employee ideas into plans to pursue continuous improvement. When employees are encouraged to share their ideas on how a change process could be improved, they’re more likely to feel engaged and motivated in the project and less likely to feel resistant to change.
Use these guidelines to help implement change and mitigate challenges:
Solidifying the changes in company culture is the next step of the change management process. The consolidation phase involves getting team members used to the new business processes and procedures implemented.
The project management should monitor and track changes closely to ensure that employees follow the new processes set out by the change and that they use them correctly. Monitoring the changes and taking corrective action can help prevent team members from reverting to the old status quo.
“Operational excellence is a state of readiness. It’s basically: be prepared” says OPEX consultant Joseph Paris for The Idea Exchange. “We’re not just talking about production or supply chain - this is about alignment across the enterprise to pursue strategy . . . the company needs a state of alignment, that means everybody knows what the objectives are.”
Adapting your organisational structures to changes can embed them into company practices. Create new policies to follow the changes and use reward systems to make the change initiatives routine.
One of the main challenges change managers face throughout the change management process is employee resistance. Any significant change can impact team members, causing discontent at any stage.
Business leaders should carefully listen to employees through every step of the change management process, from early stages to end. All team members can provide valuable insights into the transition, whether improving ways to action tasks or highlighting results that don't deliver desired outcomes.
Employee idea management solutions like Sideways 6 provide an ideal platform for these tasks, giving employees an accessible way to share ideas about projects as they happen. Through existing enterprise social networks, leaders can ask questions and employees can share actionable improvements to help keep everyone engaged and motivated in the project.
Employees who don't feel heard or ignored can hinder the long-term success of the change initiative. Use change influencers to ensure all communication is open throughout the project to gather feedback and address any resistance proactively.
Sharing the progress and results of the change initiative helps understand if there was successful implementation. Employee response to changes and reviewing KPIs can gauge if the transition has improved company culture and delivered desired outcomes.
Change managers can also analyse the project's results at the final stage. Questions to ask include:
All these questions can gather feedback on whether the change was successful. They can also help leaders understand how to improve organisational change management in the future.
Roadblocks and challenges in the change management process can occur at any project phase. They often are the reasons why change management projects are unsuccessful.
However, understanding potential obstacles can help business leaders better plan and deliver a smooth transition. Here are some of the main challenges in change management processes.
Proposed changes will most likely affect stakeholders and employees throughout the business. Anyone affected may resist any significant change they feel could negatively impact them.
Low employee buy-in to the project is one of the most critical conjunctions. Having the stakeholders onboard with the proposed changes is essential because they are the initial drivers of any change management processes.
If employee morale remains low after sharing the change initiative, it will make project management significantly more difficult.
A change management strategy will need to showcase success to maintain momentum for the transition. If your employees have difficulty understanding what defines change management project success, they won't know why it's necessary or how it benefits them.
Lack of performance metrics often confuses the organisation's targets and ambitions, causing teams to disengage. Employees who lose enthusiasm for the project won't find a reason to commit to the change.
Effective communication is essential for managing change. Team members must understand why change is needed, how it can affect them and what business processes will transform.
Failing to communicate with employees about the organisational change can quickly lose project support. Lack of collaboration, vague messages and poor organisational structure often hinder effective communication.
Managing change should prioritise people over the process to get the necessary support for the project. Ignoring the people who will be affected by change will see project engagement levels drop, making change implementation a more difficult task.
Change management processes that don't guide people through the transition will likely see momentum drop. Building and accelerating project momentum is a key component of many change models to achieve targets and goals.
When your change champions don't understand the changes themselves, it can be hard for them to build excitement and acceleration for the change. Many project leaders will fail to regularly train or onboard change agents into the new processes and procedures.
Change management processes have many phases and it can be easy to forget that change influencers will need information on how to support the ongoing project. The lack of knowledge can slow down progress.
Change can be difficult regardless of your chosen change model or how well you implement the change. There are no clear-cut methods or shortcuts to success, as every organisation has a different culture.
However, you can help improve the change management process in some ways. Find a few tips below to help increase success:
Clarity behind goals can be the difference between success and failure in a major change project. Outlining goals early can help get the organisation on the same page, align change efforts and create a target directive.
When setting your goals, outline specific details behind the goals and desired outcomes. Information shared with the team should include the following:
Using the same framework for every change goal can simplify the process and create a clear reference point for stakeholders and team members.
The significance of effective communication is mentioned many times throughout this guide. That's because most change models highlight the importance of getting as many people on board with the change as possible, being an integral part of the transformation.
Keeping communication open during transitions can build trust with your team, also helping to mitigate resistance and spark enthusiasm for change. Maintaining an integrable internal communications platform is key here, with solutions like Interact helping leaders consistently reinforce the purpose, necessity and benefits of a change to sustain momentum for success.
Here are a few methods you can use to keep communication open:
According to Gartner research, chances of change success can increase by 23% with employees participating in a project. The statistics support that change models emphasise the need to onboard the team with the transition.
Engaging employees during transition is a critical part of the process as they are most likely affected by change. Communicating with team members is essential throughout the project, but getting them involved can help create a grassroots movement around the change to inspire project success.
Many models outline the need for "change champions" who can start engaging their peers in the initial change stages. They can be the influencers that encourage more involvement in the project, spreading more enthusiasm towards reaching desired outcomes.
Change agents can use collaboration tools to foster employee ideas and address concerns. Celebrating small successes from employee initiatives can inspire more contributions, whereas consistently addressing concerns can mitigate resistance.
Resistance to change is an expectation in an organisation. Transitioning to new procedures and processes can spark unknown outcomes for employees, leading to fears of job loss or radical change to company culture.
Preparing for resistance is a crucial part of planning for change. It helps mitigate opposition to the project and reduces the likelihood of obstacles during implementation.
The more able employees are to influence change, the less resistant they’ll feel towards the process. Establishing a way for employees to share ideas about improvements, for example through idea management tools, can help people feel a sense of ownership over change.
Tips to prepare for resistance include:
As the step-by-step guide mentioned, keeping a structured approach in a change management strategy helps maintain consistency and a reference point for the team. However, planning for potentially unexpected obstacles and roadblocks during organisational change can be difficult.
Maintaining a degree of flexibility is vital for organisational change management. Situations that need a different approach that doesn't align with the action plan can arise.
Being flexible is an opportunity for employee engagement, encouraging the team to contribute ideas to overcome obstacles. They can take ownership of their initiatives and participate in the project, helping promote change within the company.
It’s wise to also approach decision-making with a somewhat flexible mindset. “Don’t look for perfect when good is good enough”, suggests Joseph Paris. “We can’t keep having meetings that just end in agreement for another meeting . . . people do a lot of thinking in pretty slide decks, but there’s not a lot of doing . . . eventually, we have to put aside our perfect slide decks and start doing it.”
Finally, generating and celebrating short-term wins can have a beneficial impact on a change management strategy. Create small, achievable targets early in the transition period, celebrating when the team hits them.
If an achievable reward system exists, employees will feel more valued and engaged in change. The project can benefit from a team working together towards a goal that can benefit them personally and the organisation.
Planning and executing a change management plan can be complex and demanding for any organisation. However, there are tools you can use to help create, implement and sustain an effective change management strategy.
Sideways6 offers an integrated transformation solution that improves efficiency and increases employee engagement during the transition. Whether a major change or a minor adjustment, the platform can help streamline every step of the change process.
Book your demo today and see how Sideways 6 can help with organisational change.
