| PROCESS |
BENEFIT IF USED |
RISK IF IGNORED |
| Target Operating Model |
|
|
- Understand the new processes and capabilities and align with business roles
- Reconfigure the organisation’s operating model and structure in order to enable operational change
|
- Ensures process, people and organisational elements of the change are ‘joined up’
- Ensures the new operating model supports the overall strategic objectives of the change initiative
|
- High risk of organisational disconnects and duplication after go-live
- Negative impact on productivity and/or service levels, benefits of the change not fully realised
|
| Organisation Design |
|
|
- Describe activities required to transition from current to future job, team and organisation structures
|
- Facilitates the smooth transitions of impacted stakeholders into new roles, jobs and teams
|
- Organisation structure not aligned with future state processes
- Major disruption to business as usual, change initiative benefits at risk
- Employee dissatisfaction and discontent
|
| Culture change analysis |
|
|
- Defines core values, cultural characteristics and individual behaviours required to deliver the change strategy
|
- Address critical success factors needed to bring the change to life and deliver business benefits
|
- Existing cultural norms undermine adoption of change,
- Leaves legacy of ‘change doesn’t work here’, reduces change agility
|
| Behaviour change plan |
|
|
- Define specific behavioural changes to support the l business objectives of the change initiative
- Develop behaviour change measures, plan and implement behaviour change interventions
|
- Clarify level of behaviour change required to deliver the business benefits – and how best to use limited resources to achieve this
|
- Change effort does not move from acceptance and commitment to behaviour change
- Change does not ‘stick’
- Overall change initiative success at risk
|
