Case Study

7320 words - 30 pages

Change Management Best Practices Guide
Five (5 ) key factors common to success in managing organisational change.

Table of Contents
1. Scope and Purpose 2. Change Management
2.1 2.2 Overview Why is Managing Change Important?

1 1
1 2

3. Factors Common to Successful Change Management 4. Planning
4.1 4.2 4.3 4.4 Planning Context Clear Vision Document the Case for Change and the Vision Develop Change Plan and Measures

2 3
3 4 5 5

5. Defined Governance
5.1 5.2 5.3 5.4 5.5 Change Governance Steering Committee Change Sponsor Change Agent Work Stream Owners

6
6 7 8 8 9

6. Committed Leadership
6.1 6.2 6.3 Role Visible Support - Setting the Example Continuous Engagement
...view middle of the document...

It has been compiled based on research of change management literature and lessons learnt from change management projects both in Australia and overseas.
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Change can be a time of exciting opportunity for some and a time of loss, disruption or threat for others. How such responses to change are managed can be the difference between surviving and thriving in a work or business environment. Change is an inherent characteristic of any organisation and like it or not, all organisations whether in the public or private sector must change to remain relevant. Change can originate from external sources through technological advances, social, political or economic pressures, or it can come from inside the organisation as a management response to a range of issues such as changing client needs, costs or a human resource or a performance issue. It can affect one small area or the entire organisation. Nevertheless, all change whether from internal or external sources, large or small, involves adopting new mindsets, processes, policies, practices and behaviour. Irrespective of the way the change originates, change management is the process of taking a planned and structured approach to help align an organisation with the change. In its most simple and effective form, change management involves working with an organisation’s stakeholder groups to help them understand what the change means for them, helping them make and sustain the transition and working to overcome any challenges involved. From a management perspective it involves the organisational and behavioural adjustments that need to be made to accommodate and sustain change. There are numerous models and theories about change management, and it is a topic subject to more than its fair share of management fads and fashions. Popular

approaches include the linear, step by step methods exemplified by Kurt Lewin’s1 classic three-phase model of change -- unfreeze, move or change, and refreeze, John Kotter’s2 popular 8 step change model, the McKinsey’s 7-S model3, and the ADKAR model4. Other approaches such as Rosabeth Moss Kanter’s5 theories and change theories based on derivatives of the Kübler-Ross6 model focus on the cultural and people aspects of change. Each approach has its pros and cons, however no one framework is "best" in all situations.7 Indeed it is not so much the actual model or theory that is important, but more that the approach that is taken is relevant to the circumstances. In fact the best change approaches appear to use and adapt aspects of various models to suit the culture of the organisation and the context of the change. Fundamentally, the basic goal of all change management is to secure buy-in to the change, and to align individual behaviour and skills with the change.
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Meeting milestones is not the primary determinant of the success of a change project. Successful change also involves ensuring...

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