- Identify and segment change sponsors, advocates, sceptics, agents and targets of change
- Understand stakeholders’ wants and needs as well as where they are on the change commitment curve and where they need to be for change to happen
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- Map varying levels of stakeholder commitment and willingness to change
- Focus effort and energy on ‘mission critical’ stakeholders
- Guide stakeholder groups and individuals towards the desired commitment for change necessary for the success of the initiative
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- No basis upon which to develop change strategy
- No basis for understanding where and how to target change management interventions
- Resistance to change goes unchecked, costs increase, change initiative shut down
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| Build change network |
- Establish a network of motivated and competent change agents
- Support, evaluate and fine-tune the activities and efforts of the network throughout the initiative
- Provides linkage between change leadership and impacted stakeholders
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- Increased stakeholder engagement and effectiveness of communication
- Smarter, better and faster implementation of change through closer relationship between senior leadership, change team and impacted stakeholders
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- Loss of key communication and control mechanism
- Reduces effectiveness of change leadership investment and activity
- Increased risk of failure of the initiative
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| Stakeholder communication |
- Develop and implement a change-specific communication strategy and plan
- Create engaging communication and dialogue to move stakeholders along the change commitment curve
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- Fosters understanding, acceptance and ownership of the change
- Increases accuracy of transmitted information, reinforces the change vision and actively sustains morale
- Enables people to understand what they need to do differently
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- Need for change is never fully recognised or embraced
- Little or no behaviour change, business readiness activities frustrated, delayed go-live or change initiative shut down
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