CMToolkitv5

Change
Management for
Business
Transformation:
Applying the
Success Factors

A Toolkit for Assessing and
Managing Organization
Change

Change Management Toolkit Introduction

Introduction

The tools and techniques contained in this toolkit provide a starting
point when developing an approach to generating support and
commitment as your organization implements new ways of doing
business.
Change Management should be executed at two levels, to
support strategic and tactical Business Transformation. At the
strategic level, the change management challenge impacts the
larger organization on a broader scale and intends to build
support and commitment to creating a culture that embraces the
methods, tools and techniques of Business Transformation. At the
tactical level, Change Management activity focuses on the
workforce specifically impacted by Business Transformation. An
example of this could be a continuous improvement project.
Change Management is a method that should be considered at
the onset of any effort, either strategic or tactical and needs to be
continuously monitored throughout any effort from multiple
perspectives. Change Management models and tools presented
herein apply on both levels, but will require customization
depending on the complexity of the change and the level of the
audience you are addressing. For example, senior leadership
alignment is more crucial at a strategic level. As stakeholders,
senior leaders are much less impacted by a tactical project, than
are frontline leaders who are held accountable to manage the
implementation of solutions resulting from the project.
Recognizing that Change Management is more art than science,
the optimal solution is attained by collaborating with your project
team leadership to:
1. Understand how the work will change.
2. Identify who will be impacted, and how.
3. Understand the organizational challenges to gaining
necessary stakeholder commitment and develop an
approach to meet these needs, according to the eight
success factors. (To be discussed later in this toolkit)
4. Execute your change management plan.
Gaining this type of common understanding across the project
team is important in order to develop Change Ambassadors as
well as to determine early communication messages and ensure
consistency in the communications as a whole – “One Voice”.

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Most of the tools described herein
are assessment focused, intended Start with the Change
to direct your change Management Roadmap. Change
management thinking and data Management activity has an appropriate
gathering. However, also starting point in the DMAIC methodology of
included are several activitytools Continuous Process Improvement. To
to guide your efforts in taking understand how change management
action as a result of your activities fit together over the span of a
assessment. project, go directly to page 7 of this toolkit,
for a “swim lane chart” of how your plan
Keep in mind that no tool
should come together. Maintain this chart
perfectly fits your project situation.
for reference as you review each of the
These are intended to be
tools in this kit.
customized and streamlined as
needed to fit your organization .

Change Management actions can be organized around 8 Success
Factors. The eight (Figure 1 Eight Change Management Success
Factors) are explained in detail in the Change Management
Overview page of the Business Transformation Knowledge Center.
This toolkit organizes around these success factors, summarized
below, by providing
tools to prepare the
organization to:
Enhance Establish a
Performance Sense Establish a Sense of Urgency
and of Urgency
Organization · Identify the forces driving the need for change.
Alignment · Link them to customers and broader business challenges.
· Highlight that the price of staying the same is higher than the
Implement Clarify and price of change.
Project Share the · Compel action.
Integration Transformation
Vision
Clarify/Share the Transformation
Vision
Engage Leadership
Enhance Change At all levels · Translate the sense of urgency, or business case into a
Capability compelling picture that draws people toward the future state.
· Define new people, process, and technology requirements
aligned with the strategy.
Involve Establish · Specify new behaviors for the future state.
Stakeholders Change
Communications Engage Leadership at All Levels

· Identify leadership roles and behaviors required for success.
· Establish clear accountability for fulfilling responsibilities.
· Set strategies for existing support and leadership of key people
and initiatives.
· Cascade responsibility for leading change down to frontline
Figure 1 Eight Change Management Success Factors leadership.

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Establish Change Communication

· Use varied means to communicate throughout the entire organization.
· Hold leaders accountable for communication.
· Encourage twoway communication. Establish
Change
Communications

Involve Stakeholders

· Involve stakeholders in problem solving.
Involve · Keep stakeholders informed of status toward organizational objectives.
Stakeholders · Act on feedback from stakeholders.
· Mobilize the right resources at the right time to adopt the implementation initiative.
· Create a critical mass of effort by impacted groups to propel the change.

Enhance Change Capability
Enhance Change
· Provide a framework to manage change and create selfsufficiency within the Capability
business for leading continuous change.
· Capture and transfer learning from past experience.
· Create increased ability to adapt and thrive on change via learning and
professional development.

Implement Project Integration

Implement · Fully integrate technology, process, and people components
Project · Anticipate external and internal events that may impact the project
Integration · Ensure sufficient flexibility is present in implementation plans

Enhance Performance and Organization Alignment
Enhance
· Drive the behaviors needed for new process, technology, and people Performance
performance and
· Create an environment where desired behaviors are modeled, developed, Organization
measured, and rewarded Alignment
· Reinforce, sustain, and reshape desired performance over time

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Change Management Toolkit Table of Contents

Program/Project Integration
§ Competing Initiatives Assessment TK5
§ Project Integration Effectiveness Assessment TK6
§ Tactical Change Management Road Map TK7
§ Change Management Dashboard TK 9

Sense of Urgency
§ Sense of Urgency/Business Case Assessment TK 12

Transformation Vision
§ Shared Vision Assessment TK 14

Leadership Accountability at all levels
§ Leadership Alignment/Role Clarity TK16
§ Senior Leadership Interview Guide TK18

Stakeholder Involvement
§ Stakeholder Analysis Template TK20
§ Stakeholder Strategy Planning TK28

Change Communication
§ Communication Plan Template TK31
§ Example Comm Effectiveness Survey TK33

Change Capability
§ Change Capability Assessment TK36

Performance and Organization Alignment
§ Organization Performance Levers Assessment TK39

November 2006 TK 4

Change Management Toolkit Implement Project Integration

Implement Project Integration
Purpose
Change Management Project Integration normally begins early
in a project in order to first assess risks due to multiple priorities
Implement with conflicting resource requirements, and to design CM work
Project plans. Tools that can support this effort are described below.
Integration

When to Use
These tools are ideally used during startup but can also be
used throughout the change effort as needed. It is similar to
the stakeholder analysis process, but rather than considering
key players impacted by the change, one tool considers key
initiatives impacted by the change. The other tool measures
the effectiveness of integrated teams.

Guidelines Competing Initiatives Assessment
The Competing Initiatives Assessment provides a tool for project
managers to work through the issues associated with resources
that are committed to multiple initiatives. It is also a useful tool
for considering overlapping initiatives. The Project Integration
Effectiveness assessment goes to a deeper level of analysis of
issues.
1. Consider all of the current work underway in the
organization related to your initiative.
2. Assess how this work impacts or integrates with your initiative.
3. Consider the impact these initiatives have on your
resources. Provide particular consideration and attention to
resources deployed on multiple and competing initiatives.
Table 1 Competing Initiatives Assessment

Summary of Priority Owner Group(s) Possible Key Recommende Who
Competing H/M/L Impacted Impacts Dates d Actions Respon
Initiative sible

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Guidelines – Project Integration Effectiveness Assessment
Use iteratively throughout the life cycle of an initiative. Use the
framework below to engage teams in a discussion about their
integration effectiveness.
Table 2 Project Integration Effectiveness Assessment

Role Clarity Area Possible Questions to Explore
Purpose · Do the teams have a shared sense of purpose and goals?
· How do we ensure that teams understand the overarching goals of the
project and how they contribute to its success?
Expectations · Do the teams understand the importance of intraproject communication?
· Are there the key players on each team clear on their roles and
responsibilities?
· How do we ensure that individual team members understand their areas of
authority and accountability?
Project · How do we ensure that teams are not encountering significant overlap in
Management work effort?
· Is there a solid master plan in place to manage the different ongoing
projects?
· How are we identifying and planning to mitigate risk?
· Is there an established procedure for documenting and resolving issues in
timely manner?
· Are decisions frequently revisited due to not having the right people involved
initially?
· How are we ensuring that teams are receiving the support, information and
cooperation they need from other project teams?
Measurement · How do we ensure that teams consistently meet milestones on time or in an
accelerated timeframe?
· What mechanisms have/can we put in place to ensure that the teams are
getting the feedback they need to continually improve?
· How can we ensure that delays do not occur due to the unavailability of
resources?

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Guidelines – Tactical Change Management Road Map
The Tactical Change Management Roadmap depicts CM
activities that would typically support a complex project. These
activities in turn would form the shell for a project work plan.
Implement
Project The example road map supports a tactical , but complex project,
Integration in which every likely Change Management activity is executed.
Your project may be simpler, and many steps depicted here may
be omitted if you deem them irrelevant or of no value. Create this
roadmap at beginning of the project and refine it into a more
detailed Change Management project work plan which defines
tasks and resources. Use this roadmap to brief senior leadership on
the highlevel activities by which Change Management will
support the project. Refer to this roadmap throughout the life
cycle of an initiative to demonstrate the various change
management activities aligned to project milestones.

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Change Management Toolkit Dashboard

Table 3 Tactical Change Management Road Map

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Change Management Dashboard
Purpose
The Change Management Dashboard is a useful tool for
visually displaying status and monitoring Change Management
progress by the 8 Change Management Success Factors.
Implement
Project
Integration

When To Use
The dashboard should ideally be considered at the outset of an
initiative and then used as a tool throughout the initiative to
monitor the 8 Success Factors.

Guidelines
During project kickoff, introduce the 8 Success Factors and the
Dashboard to the project sponsor and the project team.
Build consensus with the team on the importance of these
Fundamentals and establish a plan for using this tool as a
gauge for measuring progress in enabling change. Refer to the
Change Management overview on the Business Transformation
Knowledge Center Website, for a better understanding of each
of these factors.

Change Management Dashboard
See Figure 4 next page

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Figure 4 Change Management Dashboard

Shared Vision Sense of Urge ncy Leadership Stakeholder
A ccountability Involvement
q A clear vision h as been q S ense of Urgen cy for q Do lead ers at all levels q Have stakehold ers been
articulated? ch ange h as b een und erstand th eir role in identified and their
q Ch ang e p rocess is articu lated ? enabling ch ange? com m itm en t to ch ang e
alig ned to strategic and q B en efits of ch ang e q Do lead ers ap p reciate the assessed?
busin ess ob jectives? ou tweigh b en efits of the “h um an side” of ch ang e q Have strategies b een
q V ision und erstood and status quo? and transition? d eveloped to engage
shared by all q Im p act on efficien cy, q A re lead ers engag ing stakeh old ers?
stakeh old ers? ben efits to cu stom er h ave stakeh olders?
been assessed?

ChangeS pecific Increased Perform ance and Program /Pr oject
C om m unication Change Capa bility Organization Alignm ent Integration
q Has a com mun ication q A re we lever ag ing q Have th e b eh aviors q Has the ch ang e p lann ing
strateg y b een lesson s learn ed? req u ired for th e futu re arch itectu re req u ired to
establish ed ? q Has a learning p lan b een state b een id en tified? enab le ch ange been
q Has a feed b ack develop ed to add ress q Has the im pact of current establish ed ?
m echanism s b een project team and desired p erform an ce and cu ltu ral q Have su ccess m easu res
establish ed ? state comp etencies? factors b een assessed for th e chang e effort been
q A re key m essag es q Is leadersh ip estab lish ing against th e d esired state establish ed ?
imp acting ind ividu als clear priorities? req u irem en ts? q A re th e chang e p lanning
rein forced through one q A re shortterm successes elem ents in corporated in
onon e comm un ication? recogn ized and th e overall work p lan?
celeb rated?

November 2006 TK 10

Change Management Toolkit Sense of Urgancy/Powerful Business Case

Sense of Urgency/Powerful Business Case
Purpose
The Sense of Urgency/Business Case for Change Success Factor
articulates the need for and economic impact of change, and
Establish a acts as the theme for most initial communication. This
Sense
of Urgency assessment measures stakeholder understanding of, and
appreciation for it. If the cost of maintaining the status quo is
significantly higher than the cost of implementing something
new, then a “burning platform” has been formed. From our
Army perspective, the burning platform is not only a costin
dollars issue. It may impact soldier lives, or mission success or
failure. Identifying those costs to the Army gives you the basis
for answering the focal stakeholder questions: “Why are we
doing this?” and “Why now?” Using this information will
contribute to building the resolve and commitment necessary
among the sponsor team to maintain momentum until change
objectives are met.

When to Use
The Business Case for Change Assessment can be used when
invited to assist in the development of the business case, or
once the initiative is underway, to ensure that a burning
platform has been established. Data can be gathered via
interviews with a range of stakeholders, or by survey.
Sponsors/senior leaders should be able to articulate the sense
of urgency at the level appropriate to the stakeholders they
want to influence. Senior leadership can appreciate the
strategic impacts (dollars saved, budgets met). Midlevel
management, front line leadership, and the front line workforce
need to understand the impact from a tactical perspective
(less about dollars saved, and more about workplace
improvement, and soldier benefits and mission
accomplishment). The assessment will gauge the rest of the
organization’s understanding and buyin.

Guidelines
Configure the following topics/questions into a survey, or an
interview. Insure they address the appropriate strategic or
tactical perspectives according to the stakeholder groups
you’re assessing. Assessment results will drive your
communication strategy as well as how leaders engage and
influence stakeholders.

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Change Management Toolkit Sense of Urgancy/Powerful Business Case

Table 5 Assess Sense of Urgency/Business Case

Topic Implications
Efficiency and Effectiveness Will this change initiative result in increased efficiency,
improved quality, some sort of benefits, cost avoidance or
reductions?

Urgency /Cost of Maintaining How compelling is the cost of doing nothing?
the Status Quo
How well is it understood by stakeholders and shareholders?
Taken together do the factors above outweigh the
benefits of maintaining the status quo?

People Impact How will people be impacted by the change?
How will it affect the workplace, employee retention, work
conditions.
How will it benefit soldiers, and their mission?
How well do they understand and “buy in” to the need for
change?
What are the transition costs of the change?

Figure 3 Stakeholder Group Strategy
Related Tools:
Communication Strategy

Transformation Vision Clarity
Purpose
This tool assesses the vision clarity, and acceptance for an
initiative. A clear vision is critical for any project. It should
address the overarching goals of the initiative, and must be
relevant and meaningful to all people being impacted. With a
Clarify and
Share the clear vision, it is possible to achieve a consistency of beliefs and
Transformation actions among those responsible for implementing the change.
Vision
It also fosters the creation of effective change communication
for those affected by the change. Vision can also be referred
to as “Commanders Intent.”
While short, succinct, sloganstyle vision statements are popular,
they rarely convey the deep, gutlevel meaning that must be
internalized, particularly in addressing strategiclevel change.

November 2006 TK 12

Change Management Toolkit Share the Transformation Vision

The most effective statements tend to require several
paragraphs to articulate true spirit and meaning that leads to
relevance to all stakeholders. An example document posted
on the BTKC in the Change Management page explains best
practices and example strategic vision statements around
Business Transformation.

When to Use
The Vision Clarity Assessment can be used:
· At strategiclevel to assess level of sponsorship and consensus
among leadership regarding the clarity of the vision of the
change initiative.
· At tactical level to gauge understanding and buyin of users
and supervisors concerning their roles and expectations as the
improvement project approaches realization.
· To assess how well stakeholders throughout the organization
understand and buy in to a relevant compelling vision for their
future in the organization.
· When assessing implementation risk in the organization to
determine whether the risk may be due to lack of vision clarity.
· Anytime during implementation to test the integrity of the vision
as implementation progresses.

Guidelines
Use iteratively throughout the life cycle of an initiative.
1. Prepare the vision document to be used as a reference.
Remember to focus it according to the level (strategic or
tactical) of change you are attempting to affect.
2. Assemble a team (change agents, stakeholders, and sponsors).
3. Review the vision.
4. Achieve consensus on the topics within the assessment. Either
complete individually and discuss, or discuss each item as a
group.
5. Discuss the implications of the responses.
6. Identify actions needed to clarify the vision for each
stakeholder group, and include those actions in the
communication plan as an overarching theme.

November 2006 TK 13


Use the questions in the following table to assess the level of vision clarity for the
initiative.
Table 6 Vision Assessment

Key Component Question
1. Necessity of Change How does our vision of the change address why this change is
necessary?
2. Clear Communication Does our vision clearly communicate the benefits of the change
for all the people or units affected? What are these benefits?
3. Understandable Is our vision statement written in clear, understandable language
for our stakeholders?
Accessibility How easy is it for an employee to acquire a written copy of our
4.
vision document or have questions answered about the vision?
What steps are required?
5. Flexibility Do we revisit our vision and reevaluate it whenever new
circumstances arise? What is the process to do this?
6. Alignment Is our vision aligned with the overall strategic vision of the
organization? Of the Army?
7. Internal Consistency Is our vision internally consistent, with a minimum of contradictions
or conflicts?
8. Proximity to Change Do the people responsible for creating and maintaining the vision
work closely with the people primarily affected by the change?

9. Acceptance Is our vision fully accepted among all stakeholders? How do we
measure this acceptance?

10. Widespread Have comprehensive efforts been made to communicate the
Communication vision throughout the organization? What are these?

11. Knowledge Does the vision articulate the specific knowledge that people must
possess in the future state?

12. Behaviors How does the vision identify the specific behaviors that must be
exhibited in the future state? What are those behaviors?

13. Attitudes How does the vision address the specific attitudes that are desired
in the future state? What are those attitudes?

14. Values How does the vision identify the values we want people to hold in
the future state? What are those values?

15. Technical Goals Does the vision specify the technological goals of the future state?
What are those goals?

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Key Component Question
16. Process Changes How does the vision provide a clear understanding of which
processes will be affected? Which processes are those?

Vision Clarity Implications
Unclear Vision

Without a clear vision to work from, the answers to the questions
above will indicate that there is confusion among people
affected by the change not only concerning the nature of the
change, but why it is occurring and what is expected of them.
These types of responses also mean that the change has not
been fully thought through and aligned with the organizational
needs in the future state. In order to reduce this risk, use this
tool to identify areas of your vision that are incomplete and
work with the sponsors and stakeholders to fully develop the
missing areas.

Clear Vision

If a clear, articulate vision has been created, people are likely
to respond to the questions above in a manner that indicates
they are clear about the nature of the change and what is
expected of them. Vision should not be taken for granted,
however. It should be constantly revisited to make sure that it
fits the evolving environment in which the change is being
implemented.

Example Vision Statement, Examples, and Action steps; [Attach
Related Tools:
hyperlink here]
Communication Strategy [Attach hyperlink here]

November 2006 TK 15

Change Management Toolkit Engage Leadership at All Levels

Engage Leadership at All Levels
Purpose
Engage Leadership
Successful leaders demonstrate a number of identifiable and
At all levels predictable attributes. Taken together, these provide a framework
for clarifying roles and behaviors that drive change. The framework
below provides a starting point for considering and discussing
desired roles and behaviors that must be demonstrated
throughout the organization if change will take root.

When to Use
These tools ideally are used at the outset of a project to engage
project sponsors in a meaningful dialogue about their role. They
can also be used throughout the effort to ensure that the
leadership team has a clear understanding of their role in enabling
change.

Leadership Alignment/Role Clarity
Use the following framework and guide in interviews to engage
leaders in a discussion about their role in enabling change.
Propose a combination of actions as described in the bottom
half of the table to engagement leadership in these critical
areas:
Leadership presence
Leadership communication
Leadership alignment

November 2006 TK 16


Table 7 Leader Alignment Interview Questions and Leadership Engagement Strategies

Role Clarity Area Possible Questions to Explore
Purpose Tell me about a leader you worked with who had a clear understanding of their
purpose and how their role supported the vision of an organization.
· How did they embody their purpose on a daily basis?
Expectations Change Leaders maintain a shared understanding with organizational
leadership and their teams regarding the expectations set for them.
· What are you trying to accomplish?
· What are your objectives and goals?
· What do you think is expected of you?
Competence Successful leaders recognize the knowledge, skills, and attributes required to
succeed and identify strategies to build these competencies.
· How will you do it?
Feedback High performers receive accurate, timely, and specific feedback that identifies
what behaviors they are doing right and those they need to change to
improve.
· How will you know how well you are doing?
Support Successful leaders believe their efforts will result in success, and that they have
the resources to get the job done.
· Will you be provided the support and resources you need to succeed?
· Do you have enough information, resources, and good subordinate
leadership to support you?
Rewards High performers believe their efforts will be recognized, valued, and rewarded.
· What intangible rewards do you envision as a result of your efforts?
Actions to Build Leadership Engagement at All Levels
Increase Leadership v Leadership should be at the forefront of training. Supervisors and other
Presence managers/leaders should be the first to complete training for the
transformation. They should be present at graduations, and course
completions.
v They should take the lead in training, trying out/adapting the new
technology, hosting conferences, chainteaches, brownbag sessions.
Increase Leadership v All messages of awareness, expectations, standards, and celebration
Communication should originate and be delivered by leadership. Emphasize live
communication (video’s are a second choice) over memo’s or posters.

Increase Leadership v Insure leaders are aligned and share a common compelling vision early on.
Alignment Be prepared to educate or replace leaders who do not/will not.
v Senior leaders must set specific expectations, observable and measurable
objectives and standards for subordinates, to guide their leadership and
the rest of the organization towards a future state. And they must enforce
them.
v Develop a documented vision statement in sufficient detail and staff
through leadership to insure they have a common understanding and
share a common view of the organization’s future state.
v Prepare briefing packages and talking papers for leaders to insure common
themes and messages are delivered.

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Interview Guide:  Senior Leadership Alignment Interview
Format: 3 Questions in a freeflowing dialogue environment; Responses captured via interviewer notes,
attending scribe or tape recorder with interviewee permission.
Estimated duration: Not to exceed 45 minutes.
Location: Office of Interviewee
Interviewees: See attached roster

Background:

The most critical success factor in generating stakeholder/shareholder commitment to support a
transformation is the demonstrated alignment and accountability of its leadership at all levels.  Beginning
at the senior levels, leadership should be comfortable in articulating a vision of their organization’s future
and sense of urgency that resonates with their workforce.  Through the demonstrated behavior of leaders
at all levels in setting aligned priorities and expectations, they can overcome organizational inertia, and
generate an inexorable momentum.
The purpose of this interview is threefold:
1. Capture responses from interviewees around three topics; their own vision and expectations,
perceived challenges, and feedback on deployment effectiveness to date.  Those responses will
drive further communications, and possibly improvements in the Business Transformation
strategy.
2. Affirm to Executive leadership that senior leadership is aligned to it’s own vision and
expectations
3. Offer to senior leaders an opportunity to provide their own perspectives, suggestions,
expectations, challenges, and feedback to Executive leadership.

Interviewer’s Introductory Remarks: At this early stage of the Business Transformation, it’s
appropriate that we capture your perspective.  I’d like to ask you three questions; first, regarding your
own expectations of your organization, a vision in a sense, of your organization’s future as Business
Transformation takes hold.  I’d also like to gain your perspective about the challenges your organization
faces in this transformation, and finally, I’d appreciate learning from you any ideas on how we could be
doing it better.

We plan to compile notes of our conversation along with those of other senior Army leaders, and use
them to improve our communications support to you as well as the alignment of those messages.
Additionally we’d like to use your feedback to improve the program’s overall effectiveness in deploying
Business Transformation.  I’d be happy to share the compiled notes of this interview for your review.

I’ll work to hold our conversation to 45 minutes or less.  May we proceed?

November 2006 TK 18


Question 1:  Given your understanding of the objectives, for the Army’s Business Transformation, and in
particular, the deployment of Lean Six Sigma.   How would you describe your vision of Business
Transformation as it would apply to your organization?  What are your expectations?

Question2:  What challenges do you see, that need to be overcome in order to successfully deploy and
sustain a continuous improvement culture using Lean Six Sigma?

Question 3: The Business Transformation deployment currently focuses on Lean Six Sigma and
Organizational Analysis & Design. In your opinion, how could the Executive Leadership be more
effective in deploying the Army’s Business Transformation initiative?

November 2006 TK 19

Change Management Toolkit Stakeholder Involvement

Stakeholder Involvement

Purpose
Stakeholder analysis is a powerful technique to ensure that the
key players are engaged and contributing to the success of an
initiative or a project. Identifying and segmenting stakeholders
into groups according to how they will be impacted is the first
Involve action taken to manage change. The followon action is to
Stakeholders
engage groups to build a sense of ownership for the
transformation’s outcome.

Who are the key players
impacted by the change?
Identify
Stakeholders

Understand
Stakeholders

How are they impacted and
how much influence do they Influence
have to enable change? Stakeholders

What actions can be taken to
engage stakeholders in the
change and who is responsible?

Figure 2 Stakeholder Analysis

Strategic Change requires more structured stakeholder analysis,
which the following tools can provide. Tactical change,
supporting the implementation of a business transformation
project solution may be much simpler, enabling you to execute
the process exemplified in these tools without adhering to their
structure or formality. In other words you can take shortcuts, as
long as you follow the thought process.

When to Use
The stakeholder analysis is particularly helpful and important at
the outset of a project. It is an iterative process, and is revisited
throughout a project to:
· Identify key players

November 2006 TK 20


· Understand how these players are impacted by the change
and their level of influence to enable change
· Develop strategies and interventions to influence stakeholders

Guidelines
The following guidelines discuss options with regard to both
process and content when completing a stakeholder analysis.

Step 1: With project team leaders or with sponsors, identify the
stakeholder groups impacted by the project or initiative.

Step 2: Through interviews, surveys, or observations, gather
information to complete the stakeholder analysis
template(Example at Table 8 Stakeholder Group Assessment) for
each stakeholder group. Stakeholders are segmented into
groups, based on how they are likely to be impacted, and what
change management actions will be taken to support them. The
example in Table 4 depicts an extremely detailed assessment with
data gathered as result of an interview with a functional process
leader. It should be customized to capture only data required.
Many of the elements/factors may be irrelevant to the
transformation effort, and need not be tracked. Other factors
may be selfevident, requiring no formal assessment effort, only
consensus among change leaders as to their impact.

Step 3: For each group, analyze areas of risk, and draft a two
page Stakeholder Group Strategy using the example in Figure 3
Stakeholder Group Strategy. This two part PowerPoint deck
enables you to summarize analysis from the stakeholder Group
Assessment sheets, and then map out how you would use
performance levers such as communication, leadership
engagement, and training, to prepare this stakeholder group for
the change they’re about to make. Share a draft stakeholder
analysis and strategy with the project team leaders, process
leaders and sponsors.

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Table 8 Stakeholder Group Assessment

Stakeholder Analysis Template (EXAMPLE)
Major Process Area: Demand to Supply Date of this interview: _________
Source:

Description Assessment data

Background
Specific Functional Groups identified by Manufacturing Engineering
Area(Stakeholder Group) similarity in which they are Production Schedulers
within the Process: impacted and how they will Central Planning Group
respond to this change. Operations Management Team
Hourly Workforce
Clerical Groups
Facilities Engineering Group
Maintenance Salaried Organization
Welding Engineering Group
Quality Management Group
Date of assessment Snapshot date this rev of the 6/5/05
assessment was taken
Profiling completed by: Who is being interviewed for John Doe
this assessment (to be kept
internal to project)?
People components
# of stakeholders in this Segment them further if Manufacturing Engineering (Smallsville.) 30
group initially a large group with Production Schedulers 3
potential of each “subgroup” Central Planning Group(Smallsville) 6
to require unique Operations Management Team 9
communication, training, or Hourly Workforce – (Approx 200)
other change management Clerical Groups 3
action (see example at right). Facilities Engineering Group 5
If 10 or less, can list specific Maintenance Salaried Organization 10
names ) Welding Engineering Group – 15
Quality Organization 20
Key sponsor/job title of the Executive or Management Dave Doe
group sponsor driving change
(name)
Change Leaders in the Historically, who are the key Manufacturing Engineering (Smallsville) – 30 Joe Black, Ken
group influencers of group Blankenship
perceptions (names)? Production Schedulers – 3
Central Planning Group(Smallsville) – 6 Henry Lee
Operations Management Team 9 Laura Doe
Hourly Workforce – (Approx 200) Phil Donaho, Union Pres:
Lance Malfoy

November 2006 TK 22


Clerical Groups – 3 John Dale
Facilities Engineering Group – 5 Don Knotts
Maintenance Salaried Organization – 10 Harrison Ford
Welding Engineering Group – 15 Jim Bob Billing
Quality Organization Adolf Stolzfuss, Joe Smith
History
Major change this group What org or process changes Major ramp up in hiring new people, recruiting hiring,
has experienced in the last has the group had to deal training up
12 months with (or are still dealing Manufacturing Engineering (Smallsville) – 30  Just kicked off
with) over the last 12 new Product line,, struggles and successes.
months? Production Schedulers 3
Central Planning Group(Smallsville) 6
Operations Management Team 9n hiring new people,
recruiting hiring, training up
Hourly Workforce – (Approx 200) n hiring new people,
recruiting hiring, training up, New Labor contract just signed.
Clerical Groups 3
Facilities Engineering Group 5
Maintenance Salaried Organization – 10 New labor contract
just signed
Welding Engineering Group 15
Performance of group Informal assessment by Manufacturing Engineering (Smallsville )– B+
person completing profile Production Schedulers B
(Letter grade A through F) Central Planning Group(Smallsville) – B+
Operations Management Team A
Hourly Workforce – B
Clerical Groups B
Facilities Engineering Group B+
Maintenance Salaried Organization – B+
Welding Engineering Group – B+
Organizational perception How is the group’s Manufacturing Engineering (Smallsville.) – B
of group performance performance viewed by their Production Schedulers – B
customers and executives (2 Central Planning Group(Mt Vernon) – B+
perception grades)? (A Operations Management Team B
through F) Hourly Workforce – B
Clerical Groups B
Facilities Engineering Group B+
Maintenance Salaried Organization – B+
Welding Engineering Group – B
Quality Organization
History of successful How successful has the group Manufacturing Engineering (Smallsville.) Major upgrade of
change been over the last 3 years is manufacturing planning software – very successful.  Recently
implementing change (with implemented AutoTime, gone pretty well.
details)? Production Schedulers
Central Planning Group(Smallsville)
Operations Management Team , lost experience, replaced

November 2006 TK 23


and trained up people. Significant event.

Hourly Workforce – (Approx 200) –Success responding to
change in size  by 100% over 4 years. 4 years ago, many
retired at same time, lost experience, replaced and trained up
people. Significant event.
Clerical Groups –
Welding Engineering Group – Auto time successful
Quality Organization (Ask Joe Smith)
Area characteristics
Three key values with the What are the three key Manufacturing Engineering – Product ownership – Flexibility
user group personal characteristics that
are most valued by the Production Schedulers – Creativity flexibility
group? (Three characteristics Central Planning Group – Forward thinking, organized.
is a goal; two may be Operations Management Team determination, success
sufficient) driven,
Hourly Workforce – productivity – detail oriented
Clerical Groups Flexibility
Facilities Engineering Group – Technical capability
Maintenance Salaried Organization Responsiveness
Welding Engineering Group – Technical ability,
responsiveness.
Quality Management – Detail orientation – Compliance to
requirements orientation
Impact Level; Three key High, Medium or Low? (See Manufacturing Engineering – High – Job responsibilities will
impacts system changes criteria) expand.  Tech Tools will change.
may have on this area* How will this transformation Production Schedulers – Medium – Some difference in way
(examples below) project impact this profiled they do work.  Some work will be more automated .
area? Central Planning Group – High – Tools will be different.  Will
all go from different platform to a common one.
Operations Management Team Low
Hourly Workforce Low
Clerical Groups – Low – different data entry
Facilities Engineering Group Low
Maintenance Salaried Organization – Medium – Tools will be
different for purchasing, requisitioning, inventory
management, more capability for manpower
planning/resourcing.
Welding Engineering Group – Low
Quality Management Group Medium
“Tobe” competency shifts. Summarize the key changes Manufacturing Engineers will be more involved in more than
required in behaviors, just routings, to also Bill of Material aspect;  Will have to
knowledge, skills, and think on a more expanded scale.
attitudes Central Planning Group.  Locked into a standard way of

November 2006 TK 24


doing things, no longer customized to their personal
preference.
Business case impact on the Summarize the key ROI Manufacturing Engineering – Key to ontime, on budget
group drivers impacting this area product delivery. Single Database, better information, better
decisions, more quickly, more accurately.
Production Schedulers
Central Planning Group; Should reduce the time span
required for planning, decision making. More responsive to
“what if” scenarios, forecasting for them.
Operations Management Team
Hourly Workforce
Clerical Groups
Maintenance Salaried Organization – More effective, efficient
planning for maintenance work, resulting in more equipment
uptime.
Quality Management Group Efficiency – data effectiveness
for quality management decision making.
How is the group’s What are the operational Manufacturing Engineering –Meeting Schedules, Financial
performance measured metrics that are used to performance – Continuous improvement
today? assess the group’s Production Schedulers – Minimum idle time, resources and
performance? (Top 3)? machinery.
Central Planning Group; Schedule performance.
Operations Management Team – Financial commitment –
quality shop performance
Hourly Workforce – Productivity, utilization(hours charged to
contract work), schedule adherence.
Clerical Groups
Maintenance Salaried Organization – Responsiveness to fix
things, minimize downtime. Utilization of manual labor
Quality Management Group – Same as Ops Management
Group.
How will the group’s What new metrics may be No anticipated changes here.  No current solid metrics exist
performance be measured used?  Which current ones currently.. Potential/ Hope to identify measures of success.
after this change? may no longer be relevant?
Who are the main Internal and/or external
customers of this
stakeholder group?
Other projects/initiatives What are the other projects
currently impacting this that are impacting No conflicts currently projected, given that this will not
group (changing) the processes or happen until Phase II.
work content, or taking up
resource time and attention?

November 2006 TK 25


“WIIFM” – What’s in it Identify benefit(s) to the Manufacturing Engineering None
for me? group of this project as they Production Schedulers – Can get their information more
might perceive them? quickly
Central Planning Group – Don’t see any benefits
Operations Management Team Tool for better information
for better decision making
Hourly Workforce – none It will minimize disruption their
routine
Clerical Groups none
Facilities Engineering Group none
Maintenance Salaried Organization – better resource planning
and scheduling, day to day made easier.
Welding Engineering Group none
Quality Management Group – tool for better info for better
decision making.
Losses/Negatives Identify what may be a loss Manufacturing Engineering – Will be given more work to do.
to the group – real or New tools to learn.
perceived Production Schedulers none
Central Planning Group New tools to learn Perceive less
flexibility to do their work.
Operations Management Team none
Hourly Workforce none
Clerical Groups – none
Facilities Engineering Group none
Maintenance Salaried Organization none
Welding Engineering Groupnone
Quality Management Group none
Communications
Awareness of change and How much does the group Across the board, Salaried, very aware of the Project.
change impact within area know about the project and Hourly workforce,, unknown.
the change that will impact Nothing specific known about effects on their work function
them? (Placement on the
commitment curve)?
Communication Media What methods are used, to · Generally cascaded verbally through supervisor.
communicate within this · Monthly allhands for salaried,
group, and to this group; · Quarterly Mag
With what level of · Email capability for salaried
effectiveness? · Access to website
· Manufacturing Engineering
· Production Schedulers
· Central Planning Group
· Operations Management Team
· Hourly Workforce
· Clerical Groups
· Facilities Engineering Group
· Maintenance Salaried Organization

November 2006 TK 26


· Welding Engineering Group
· Quality Management Group
Area awareness of project How much does the group All hands meetings are providing more detailed updates by
leadership, timelines, goals currently understand about their team.
this project specifics?
Training
Successful training model Provide details around a Manufacturing Engineering – Process Planning application,
successful training used a training manual, and instructorled, with plenty of
experience this area has had practical exercise.
recently Production Schedulers.
Central Planning Group
Operations Management Team
Hourly Workforce – Short 45minute sessions at beginning or
end of shift; New employees training manual, tabbed.
PowerPoints.
Clerical Groups
Quality Management Group
Current skill levels Describe current technical Some people in Maintenance Management organization may
and software skills. need to increase their confidence in windows navigation.
Effective Training Delivery Describe most effective See above.
Experience methods for this group in
gaining  and sustaining new
skills.
*Anticipated Changes Examples:
· new or eliminated tasks  (i.e., automating a currently manual process)
· new ways of performing existing tasks, reports
· management processes, policies, or administrative procedures (e.g. authorization/approval,
reports)
· access requirements, etc.
· new tools (hardware/software)
· Different measures of success different performance standards

Impact levels:
· High – Significant impact; work process will change, driving changes in roles and
responsibilities, formal training required., possibly some organizational changes.
· Medium – Work processes will not change, but new tools, technology drives requirement for
different discipline and skill sets.  Some formal training required.
· Low – No change to work, other than new tools and technology that would only require some
onthejob training or orientation.

November 2006 TK 27


Figure 3 Stakeholder Group Strategy

ACME Stakeholder Group Assessment Summary
Business Area Stakeholder Group Key Sponsor (s)
Demand to Supply Manufacturing Engineering Dave Doe

Business Area Overall Impact: # of people Key Influencer/Change Agent  (s)
X High Med Low 30 Kenny Blankenship

Key changes for this stakeholder group related to the Project
Job Responsibilities will probably expand, because of availability of additional data, and because of their capability to
contribute information for use in other business processes. Currently, their information flow is centered on Routings.
In future, they must also consider a Bill of Materials aspect.  They will have to think on a more expanded scale.  This
change hints at a different type of competency requirement, possibly in knowledge or attitude.  Currently, no
performance metrics exist.  Post implementation, may provide those.  Performance expectations may change.
Ramifications will be in the way training is delivered, and possibly how future performance is managed.

Gains (real and/or perceived) Losses (real and/or perceived)
In last 3 years, underwent major upgrade in planning •Engineers may perceive that they are required to
software; may question the value of this software.  They perform more work, with no benefit to them.
currently will not perceive any gains being made that •There are no perceived conflicts with this
would benefit their work.  Benefits of Project will not be implementation, given that it will not occur until
apparent in the functions of manufacturing engineering. phase II.
The gains not readily apparent to them will be ROI
related:  Ontime, onbudget delivery, A single database,
better information, better quality decisions, delivered more
quickly.

November 2006 TK 28


ACME Stakeholder Group Strategy

Stakeholder Group
Creation Date: 7/08/05
ACME Manufacturing Communications Plans/Considerations:
Last Revision Date:
•Will require communications delivered by leadership, face
Leadership Involvement  Plans/Considerations: to face, as much as possible.
•Include easy access to feedback channels. Conduct
•Will require assertive leadership involvement to overcome
natural reluctance, even resistance. “readiness snapshot” focus groups.  Search out and
•Regular, relentless communication and education respond to rumor.
•Relentlessly push themes of ROI, and larger corporate
•Actively pursue feedback, and pass to appropriate agent for
action. Follow up. vision early
•Set clear performance expectations for success of The •Link those messages with group values of “Product
Project, to include: Ownership, and Flexibility”
•Arrange for demo of prototype to assuage any fears.
•participation in and completion of end user
•Include messages clarifying  expectations for training
Training
•Communicate news and information about successes
•Following new procedures/ new reporting
•Orderly phase out of legacy procedures
elswhere to build “peer pressure”
•Create and post FAQ’s
•Set the example.  Attend, or check up on training.
Recognize early adapters, and those who participate
implementation efforts. Training Plans/Considerations
Organizational Alignment Plans/Considerations: •Instructorled, plenty of practical exercise, strong coaching
•Currently no indications of requirement to realign presence.
organization structure. •Training considerations include active involvement by
•Anticipate opportunity after Phase II to extend span of leadership, in communicating need for it, Monitoring
control at unit manager level, possibly reduce number of attendance, and enforcing expectations.
section managers through attrition: •Include stakeholder groups participation in development
thru their input and feedback.
•Maintain strong super user presence and support post
implementation.

November 2006 TK 29

Change Management Toolkit Change Specific Communication

Change Specific Communication
Purpose
A communication plan enables proactive planning to ensure
that your stakeholders are getting and understanding the
information they need to perform their roles throughout a
change and into the desired state. It is based on a
Establish
communication strategy which summarizes overarching
Change themes and supporting messages, as well as delivery means,
Communications
roles and responsibilities.
A method for gathering feedback is equally critical to effective
change communication, and fulfills two purposes:
· Stakeholders must have easytoaccess channels for
communicating horizontally and vertically, to share
information, best practices, provide input, voice
concerns, to be satisfied that their voice is heard.
· Change Leaders require a means to evaluate the
effectiveness of their communication, answering the
questions: Are we communicating sufficiently? Is our
message getting across, and understood? Is it credible?
Is support for change growing?

When to Use
A communication plan should be established at the outset of
an effort after a stakeholder analysis is completed. (Note: there
may be an immediate need to develop and deliver
communications in the startup phase and these should not be
delayed in order to conduct a stakeholder analysis or to
develop a communication plan. However, it is critical early on
to develop a detailed communication plan as soon as possible
to insure your communication effort is properly targeted with
the right messages.) The stakeholder analysis will provide a
great deal of information to jumpstart your communication
plan.
Feedback Mechanisms to fulfill the first purpose (above) should
be deployed as early as possible to enable stakeholders early
access to communicating upwards to change leaders. Tools
for measuring communication effectiveness are deployed as
more discrete actions at regular intervals, as stakeholders have
reasonable opportunity to receive, and act on a number of
communication efforts. An Initial Survey, focus group, or

November 2006 TK 30


individual interview, for assessing organization communication
effectiveness will help identify strengths and risks in this area. As
major events/ milestones in the transformation occur, it is
valuable to solicit feedback regarding stakeholder
understanding and support.

Guidelines
There are a variety of tools and templates to support
communication planning, and feedback. There are two simple
principles to keep in mind when communicating:
a) Develop a plan
b) Don’t be afraid to overcommunicate
It has been said that people need to hear something as many
as 7 times before they internalize it.

Step 1: Review your stakeholder analysis to identify specific
communication needs. Develop the communication strategy that
will align overarching themes and use of different media with
stakeholder needs and events/milestones in the transformation.
Include anticipated opportunities for gathering feedback.

Step 2: Begin drafting your tactical communication plan such as
in Table 9 Tactical Communication Plan, considering communication
needs that will occur within the project lifecycle.

Step 3: From your stakeholder analysis, identify key reviewers of
communications and who will be key communication senders.
Engage these stakeholders in a discussion to validate the
communication plan and to develop a streamlined review cycle.

Step 4: Execute the communication plan. If the proposed
message will not influence behavior of a stakeholder, it should not
be included in this plan.

November 2006 TK 31


Table 9 Tactical Communication Plan

Communication Plan Template

Message Description Vehicle Associated Event Event Audience/ Purpose/Goal Developer Approvers To be Delivered Status Feedback
Date Stakeholder on: Method
s

BTKC News Item Pre Speech: 19
BT Vision, Goals, and and AKO Land War New Speech Aug Not
22Aug Internal Army Awareness Bill Doe Koe/Lee
Objectives Announcement (Ft. Lauderdale) Post Speech: Started
(Before & After) 23Aug

The DD's receive one page of
talking points directly focused DD Mtg: Initial
LSS Talking Points Deployment Submitted
on the strategy, goals, and CMD/MBB 24Aug Education Bill Doe Doe/Dale 24Aug
for DD's Directors Draft
objectives of LSS that they Assessments/plans
can leverage in the field.

DUSA(BT) reiterates the BT Pre Speech
goals in speech as featured BTKC News Item Annoucnement:
Pre
speaker at national and AKO Shingo Prize Keynote Public 16Aug
8Sep Awareness Local PAO? OCPA/Doe Speech:
convention honoring four Announcement on Speech (Las Vegas) (External) Post Speech
Complete
Army installations for 8/16 Announcement:
excellence in Manufacturing. 9Sep

Constituent installations are Jane Doe
receiving awards for to
DUSA BT Keynote Shingo Prize Keynote OCPA
excellence in manufacturing, 8Sep Congress Awareness OCPA 8Sep coordinate
Speech Speech (Las Vegas) OCLL
Leading the Army's Business with
Transformation efforts OCLL?

Certification levels
documented: Significance to AKO BT Certificatio
Army Lean Six Sigma
people, relationship to skill Homepage link to Army at n Criteria
Certification Criteria 10Sep Information Bill Doe Lee 11Sep
identifiers, links to training DUSA BT Site, Large being
Established
opportunities,Reminder of Public approved
definition of each level.

November 2006 TK 32


Example Communication Effectiveness Survey
This document depicts example questions that might be posed to stakeholders as part of a
survey, poll, or focus group to measure awareness, understanding, and level of commitment
for a transformation, based on the communication they receive. The questions in this survey
should be customized for the appropriate audience.

To the respondent:   Please state your response to each question below by
indicating(circling) the number which most closely matches your response to the
statement.

1. I understand the sense of urgency surrounding the Army’s decision to invest in
this Business Transformation.
Strongly Disagree        Disagree         Undecided              Agree             Strongly Agree
1                             2                         3 4                      5

2. I understand how the Army’s Business Transformation might affect my
Organization.
1 2                         3                         4                      5

3. In your own words (one paragraph of 50 words or less), explain how this
transformation will affect your organization.

4. I expect to receive some training and be closely involved in a project to improve a
process sometime in the next six months.
1                             2                         3 4                      5

5. Please rate the effectiveness of the communication channels or media used in
YOUR ORGANIZATION for providing news and information about Business
Transformation?
Communication Channel Effectiveness
Not at all                         Somewhat        Very effective
LSS Deployment Newsletter
1               2                    3                 4              5

November 2006 TK 33


Army Knowledge Online Website
1               2                    3 4              5
Army Home Page  (Army.mil) 1               2                    3                 4              5
Army Business Transformation
Knowledge Center (BTKC 1               2                    3 4              5
Website)
Email 1               2                    3                 4              5

Voice mail 1               2                    3                 4              5

Team meetings 1 2                    3                 4              5

“Town Hall”/ Monthly Meetings 1               2                    3                 4              5

Brown Bag Lunch Meetings 1               2                    3 4              5
Not at all                         Somewhat        Very effective
Status Reports
1               2                    3                 4              5
Surveys 1               2 3                 4              5

Other channel (Describe here) 1               2                    3                 4              5

6. How would you rate the frequency that you receive news and information about
the Army’s Business Transformation via the channels below?
Communication Channel Frequency
LSS Deployment Newsletter Not at all                         Weekly                           Daily
1                  2                    3                 4 5
Army Knowledge Online Website 1                  2                    3                 4              5
Army Home Page  (Army.mil) 1                  2                    3                 4              5
Army Business Transformation
Knowledge Center (BTKC 1                  2                    3                 4              5
Website)
Email 1                  2                    3                 4              5
Voice mail 1 2                    3                 4              5
Team meetings 1                  2                    3                 4              5
“Town Hall”/ Monthly Meetings 1                  2                    3 4              5
Brown Bag Lunch Meetings 1                  2                    3                 4              5

November 2006 TK 34


Status Reports 1                  2                    3                 4              5
Surveys 1                  2                    3                 4              5
Other channel (Describe here) 1                  2                    3                 4              5

Below are a list of activities or events relating to Business Transformation.  For each,
please indicate your level of awareness of, or current/past involvement in these events in
YOUR ORGANIZATION.
Activities or Events Level of Awareness or Involvement
Not at all Aware                 I’m involved
Continuous Improvement Projects
1                  2                    3                 4              5
Lean Six Sigma Awareness
1                  2                    3                 4 5
Training
Lean Six Sigma Belt Training 1                  2                    3                 4              5
Other BT professional development
1                  2                    3 4              5
opportunities (please describe here)
Other BT activity ( please describe
1                  2                    3                 4              5
here)

November 2006 TK 35

Change Management Toolkit Increased Change Capability

Change Capability

Purpose
A Change Capability Assessment analyzes the organization’s
capability to overcome obstacles, to set the right priorities, and
Change Capability achieve needed momentum to make the transition. Just as
important, it gauges the organization’s capability to sustain the
change and make it stick. In some ways it appears to overlap
the success factors of “Enhance Performance and
Organizational Alignment” and “Project Integration.”

When to Use
The Change Capability Assessment should be considered prior
to implementation. Assuming the dashboard has been used
throughout the effort, the readiness assessment can serve as a
final checkpoint as implementation nears. In many cases, the
assessment can be made by observation, or by interview or
survey of a select group of stakeholders.

Guidelines
Use iteratively throughout the life cycle of an initiative.
1. Assemble a team (change agents, stakeholders, and sponsors).
2. Have the team either complete individually and discuss, or
discuss each item as a group.
3. Discuss the implications of the responses.
4. Identify actions needed to resolve issues raised.

November 2006 TK 36


Change Capability Assessment
Table 10 Change Capability Assessment

Indications of Change Possible Questions to Explore
Capability
Benchmarking Are there any recent examples of the organization’s adopting
techniques, procedures, technology, learned from outside itself? In
the course of leaders’ conversations, are there references to other
organizations, and their performance?

Lessons Learned Does the organization conduct After Action Reviews? How are
lessonslearned captured, documented, and disseminated to
appropriate stakeholders?

Priority Setting, Silos To what extent is there confusion or conflict among workers and
managers as to priorities? How well does the organization operate in
a matrix management environment? How effectively does the
organization communicate horizontally, across functions?

Change History What is the organization’s history of transformation, and what kinds of
stories do stakeholders tell about it (success stories or horror stories)?

Professional Development What evidence indicates the value that leadership places on the
training and professional development of its workforce? How has
professional development reinforced past change?

Empowerment To what extent are decisionmaking authority and responsibility
pushed downward through the organization? How does leadership
react to mistakes made?

November 2006 TK 37


Actions to Build Change Capability

v Assign some leaders to research other organizations who have
successfully made the transformation your organization is
undergoing. Make the contacts and collect their lessons
learned.

v Revitalize a discipline of conducting afteraction reviews after
each task/project or postmeeting evaluations. Resolve to
take action on observations (i.e. Make them lessonslearned.)

v Insure leadership is actively and closely engaged, particularly
in setting and clarifying priority of work. Leaders set and
enforce expectations to insure meetings and other
collaborative events are adequately attended by ALL
affected functions.

v Adopt an Appreciative Inquiry Approach to interviewing and
problemsolving by identifying what an organization does well,
and using that insight in identifying what it must do to be
successful in this change.

v Invest in professional development and training to insure an
adequate benchstrength of skills and competencies to sustain
this transformation past the first generation of employees.

v Insure that leaders are pushing decisionmaking authority and
accountability downward, along with sufficient guidance,
vision, boundaries or scope.

November 2006 TK 38


Enhance Performance and Organization Alignment
Purpose
Often the changes caused by implementations resulting from
Enhance
strategic decisions require significant realignment of organizational
Performance behaviors, and even structure. There are many challenges around
and attempts to introduce changes that are radically different than the
Organization
Alignment existing culture. Organization Performance Levers (OPL’s) exist to
some extent in each organization with potential to shape,
reinforce, and sustain the desired behavior throughout the
organization.
Aligning the key organizational performance levers increases the
likelihood of successful implementation of major change. An early
assessment of OPLS’s will indicate how effectively they can enable
the change. The tool in Table 11 Assessing the Current
Organization Performance Levers, can guide an assessment to
identify strengths and weaknesses before activating these levers to
address the other risks identified for each of the eight success
factors.

Figure 4 Organization Performance Levers

When to Use
When a client makes a strategic decision that requires a major shift
in the way management and/or employees operate. Generally,
as processes change, the organizational structure, roles and
responsibilities must also change.

November 2006 TK 39


Guidelines
· Identify current and future state desired behaviors,
competencies
· Analyze gaps
· Assess performance levers for current effectiveness
· Configure/combine organizational performance levers to
develop, reinforce and sustain the new behaviors
· Implement, evaluate and reiterate the cycle as necessary
Table 11 Assessing the Current Organization Performance Levers
Organizational Performance Possible Questions to explore
Lever
Education & Development · To what degree do we possess the skills and core
competencies needed to run our future processes?
· What are the skills and core competencies needed to run our
future state processes?
· How well are we closing the identified gaps?
· How will intellectual capital be shared and retained?
· How clear are the expectations and measures for individuals
Performance Management, and teams? What are the expectations and measures for
Compensation and individuals and teams?
Rewards · To what extent are people receiving performance feedback
on an accurate and timely manner?
· How will resultsoriented performance feedback be provided
in the future?
· How well does the organization address the basic needs of
people?
· How do existing policies and procedures impact behavior?
· How will the organization address the basic needs of people
and differentiate motivators?
· What will be the positive consequences of delivering desired
performance?
Leadership Effectiveness · What are the leadership characteristics and competencies
needed to influence employee behaviors and create loyal
followers? Are they present?
· How well do the leaders model the core values of the firm?
· To what extent are employees eager and willing to follow our
leadership?
Communication · How does formal information flow in, out, and around the
organization?
· How do informal communication systems impact
performance?
· What is the ideal process for people to communicate with
each other to offer feedback, share knowledge, and build
relationships?
Organizational Alignment · How does the organization structure enable or act as a barrier
and Structure in achieving desired results?
· How does the organization structure enable people to perform

November 2006 TK 40


optimally?
· How clear are the roles, responsibilities, and relationships
around decision making, information flow and knowledge
creation?
· How will the right people be linked together with the right tools
in order to make the right decisions at the right time at the
appropriate level in the organization?
· How can we harness the power and synergy of teams?
Staffing and Deployment · How well are the employees being utilized to implement the
organizational processes?
· How can we recruit and retain the best talent?
· How will external service providers be utilized?

November 2006 TK 41

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