| Define future state |
- Define a clear and compelling picture of the future organisation – ‘what change looks like’
- Evaluate gap between current state (‘as is’) and the desired future (‘to be’), develop a high-level roadmap for change
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- Identify capability requirements
- Unite around a clear understanding of the drivers for change and the change vision
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- Absence of a shared purpose, no clear target or direction forward
- People and organisational capability lag behind the imperative change
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| Define change governance |
- Specify decision-making and accountability for the change initiative
- Define roles and responsibilities
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- Supports visible and decisive change leadership
- Enables clear accountability for the change initiative
- Provides clarity and an escalation route for those involved in delivering the change
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- Lack of ownership of outcomes and change effort
- Resistance to change builds and progress towards the future state is obstructed
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| Change impact assessment |
- Describe the reasons for changing, what you want to achieve and how you will get there
- The change management strategy underpins all subsequent activity
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- Ranking of the type and magnitude of the change impacts for each stakeholder group allows for tailored and targeted engagement and communication plans
- Supports the change leadership with clear insights into challenges and reduces risk
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- No clear understanding of the people and organisational change impacts, poor communication and expectation management, no basis for change startegy and plan, significantly higher risk of failure
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| Change strategy |
- Capture people and organisational impacts arising from the changes being introduced
- This assessment provides critical input into the change management strategy and plan
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- A clear business case defining the case for change; the options for achieving the desired outcomes; and defined financial and non-financial benefits
- An agreed roadmap for achieving the change outcomes and an approach to managing the people impact of the change
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- Disconnect between the change vision and the best path to building new capabilities
- No agreed benefits expectations, measurement or ownership
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| Change management plan |
- Define the sequence of tasks, activities, deliverables and resources required to execute the change strategy
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- Clear description of how the change strategy will be executed
- Facilitatesthe suxxessful trasnition of people and organisational elements of the change initiative from the current ('as is') to the future ('to be') state
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- Lack of alignment between vision & strategy and solution, stakeholders become disengaged, increased costs and higher risk of failure
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| Lessons learned |
- Document what went well during the initiative & what could be done better
- Determine whether the initiative achieved its goals
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- Ability to learn lessons from each change initiative to grow the change capability and maturity in the University
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