Artk Consulting Change Management Program Model
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The document outlines ARTK Consulting's change management program model, which consists of five phases: create urgency, gather support, articulate goals, nominate roles, and reward changes. It then describes key change program roles like the change leader, program sponsor, and project manager. These roles are responsible for driving, implementing, enabling, and receiving organizational changes. The model provides a framework to lead change through establishing a sense of urgency, gaining stakeholder buy-in, setting goals, assigning responsibilities, and celebrating successes.
Artk Consulting Change Management Program Model
- 1. ARTK Consulting Change Management Program Model: Change Management Program Model: The organizational change management model exemplifies a disciplined change management process for leading and managing change. It is a guide that will help lead us from the initial good idea through to eventual institutionalization of the new way of working. Working methodically through the following change management phases ensures that the company completes the essential activities for successful change: Each phase is characterized by a set of key questions. Answering these questions will help you identify which stage you are in and whether you are ready to proceed to the next stage of the change management process. If you cannot answer one or more questions fully, do more work in that phase before moving to the next. Create Sense of Urgency: Is there a clear and compelling reason for adopting this change program? Is it clear how, when and where this change will happen? What is required to keep the initiative moving forward? Is the objective data needed to convince the employee’s available? Do people feel the urgency to change? Gather Support: Who are the stakeholders in this change? What are the motivators for each stakeholder? Does the senior executive team support this change? Has a communication plan been developed? Are all stakeholders engaged in the change process? Articulate Goals: Do stakeholders take ownership of the vision and goals? Are program goals? Are people involved in devolving the goals to lower levels of the organization? Are implementation plans in place supporting attainment of goals? Are performance measurement and reporting systems set up? Nominate Roles: Are change management and new operational accountabilities clear? Are the right people selected for the right goals? Do people with responsibilities have the necessary skills? Are Project Management principles and methods being used? Is the proportion of goal and task assignment appropriate? Confidential and Proprietary 1
- 2. ARTK Consulting Change Management Program Model: Growth: Is the training plan sufficiently scoped and adequately resourced? Are Teams being developed and supported for high performance? Is support in place ensuring transfer of the training to the workplace? Is there a focus on soft skills as well as technical skills? Do information, human resource and other systems support the new operational environment? Reward Changes: Are performance results reported and successes celebrated? Is planning sufficient to ensure some quick wins? Are remuneration, rewards and recruitment systems aligned with the change objectives? Are new meanings provided through creating workplace symbols? Do managers and supervisors lead by example? Change Program Roles Your change program, no matter how meticulous the planning, will not bring itself to life. People are needed to complete the necessary actions and to hurdle all of the barriers put before it. You will need to identify and communicate the various change management responsibilities of all the people required to see your change program through. The roles you will actually need will depend on a number of variables. Change program role may be one of four types: Change Driver the principle cause and motivator of change Change Implementer manages and performs tasks to bring about change Change Enabler sets up environments so that change can happen Change Recipient expected to behave differently in the changed organization Confidential and Proprietary 2
- 3. ARTK Consulting Change Management Program Model: The key driver roles for organizational change are: Change The change leader should be sufficiently senior in the organization to be able Leader to command resources and the attention of the executive team. The change leader has a strong personal commitment to the success of the program and is the principal trouble-shooter. Program The program sponsor is the executive’s representative for ensuring that the Sponsor appropriate resources are committed, problems are solved and the program succeeds. Steering Steering Committee members share overall responsibility for the success of the Committee program with the Program Sponsor. The committee typically represents the key stakeholders and reviews regularly the progress of the project. The key implementer roles include: Project Manager The project manager has overall responsibility for detailed planning and implementation of one or more components of the change program. Project Team Project team members are responsible for completing various project Members activities. The key enabler roles include: Middle Middle managers are responsible for supporting and communicating Managers change initiatives and allocating the resources required within their area of control. Supervisors Frontline supervisors and team leaders are the face of the organization to employees and serve a critical role in supporting, consoling and coaching employees throughout the change process. Tips for Assigning Roles and Responsibilities For the key driver roles, select people that are genuinely supportive of the proposed changes. These roles should always be filled voluntarily. For team membership roles, such as on project teams and working groups, include opinion leaders in the organization and skeptics that you need to win over. Sometimes, giving objectors a say in how things are done can lead to them becoming your greatest allies. For each role, do you have the right mix of task assignment and goal assignment? The distinction here is the difference between delegating a specific task or action and assigning an end goal or objective. Have you also checked off that you have covered adequately the two areas of accountability; change management/project implementation activities and new operational activities? The former activities deal with moving from where you are now to the new way of working. The latter involves activities within the new way of working. Many organizations spend considerable effort getting to where they want to be, but leave employees, customers and suppliers wondering to where it is they have arrived. Confidential and Proprietary 3