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1. Your Company Name
Change
Management
Implementation
Checklist

2. 2
01
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02
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AGENDA

3. 3
03
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04
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05
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4. Change Management Model 4
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Plan for Change
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Sustaining the Change
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Assess for Change
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Implement the Change
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Success
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Prepare for Change

5. Continuous Improvement 5
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Evaluate
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Assess
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Design
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Implement
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Manage Change
Change
01
02
03
04
05

6. Forces for Change 6
Forces for
Change
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Knowledge Economy
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Mergers & Acquisitions
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Virtual Organization
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Privatizations
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Digital Convergence
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Electronic Commerce

7. Barriers to Change 7
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Project Charter too Narrow
Technology Users not Involved
Inadequate Team and Users Not Involved
Lack of Cross-Functional Team
Unrealistic Expectations
Lack of Executive Champion
Lack of Exective Commitment
Limitations of Existing Systems
Resistance to Change

8. Rate of Success in Change Efforts 8
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46%
6%
11%
16%
21%
Not Very
Successful
Too Soon
to Tell
Very
Successful
Unsure
Moderately
Successful

9. Principles of Change 9
Resistance and
Comfort
Authority for
Change
Value
Systems
Incremental Vs.
Radical Change
The Right Answer
is Not Enough
Change is a
Process
Senders and
Receivers
Principles
of Change
01
02
03
04
05
06
07

10. Change Management Strategy 10
Shared
Change
Purpose
Visible Change
Leadership
Smart Engagement
& Communication
Strong Individual
Performance
Supportive
Organization & Culture
Meaningful Change
Measurement

11. Activities Contributing to Change Management 11
Effective
Change
Management
Motivating Change
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Creating Vision of Change
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Developing Political Support
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Managing the Transition of Change
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Sustaining Momentum
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12. 12Motivating Change
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Creating Vision of Change
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Developing Political Support
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Managing the Transition of Change
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Sustaining Momentum
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Activities
Contributing to
Change
Management

13. Motivating Change
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Creating Vision of Change
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Developing Political Support
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Managing the Transition of Change
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Sustaining Momentum
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Activities
Contributing to
Change Management
13

14. 14Motivating Change
Motivating Change and
Creating Readiness for Change
Sensitize Organization to
Pressure for Change
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Reveal Discrepancies Between
Current and Desired States
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Convey Credible Positive
Expectation for the Change
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15. Vision of Change
Practice
your “vision
speech”
often.
Captures what
you “see” as the
future of your
organization.
Create a
strategy to
execute
that vision.
Ensure
team
know the
vision.
Review the
values that
are central to
the change.
15

16. 16
Vision of
Change
Review the Values That are Central to
the Change.
Captures What you “See” as the Future
of your Organization.
Create a Strategy to Execute That
Vision.
Ensure Team Know the
Vision.
Practice your “Vision Speech”
Often.

17. 17Develop Political Change
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Assessing Change
Agent Power
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Identifying Key
Stakeholders
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Influencing
Stakeholders
Developing
Political Support

18. Develop Political Change 18
Assessing Change Agent Power
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Identifying Key Stakeholders
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Influencing Stakeholders
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Developing
Political Support
$

19. $
Develop Political Change 19
Developing
Political Support
Assessing Change Agent Power
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Identifying Key Stakeholders
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Influencing Stakeholders
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20. Roles in Organizational Change 20
Change Target
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Roles in
Organizational
Change
Change Agents
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Change Sponsor
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21. Influence Key Stakeholders 21
NOYES
YESNO
How does the
change really
them?
What is their
likely response
to the change?
What would
make them less
supportive of the
change?
What would
make them
more supportive
of the change?
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22. Change Management Team and Roles 22
• Corporate
management
• Key project
accountability and
ownership
• Report to CEO on
project
outcomes/success
Head
• Coordinate
overall change
program
• Develop clear
change strategies
for change
• Responsible and
accountable for
overall success
• Develop
individual and
team change
capability
Head
Organizational
Development
• Provide clear
communication
to all key
stakeholders on
change related
issues
• Develop 2-way
communication
channels to
foster ongoing
organizational
change
Communication
Role
• Provide expert
HR advice on
personal
transitions and
support
• Provide
change office
& project
based HR
infrastructure
Human
Resources Role

23. Change Management Team and Roles 23
• Corporate
management
• Key project
accountability and
ownership
• Report to CEO on
project
outcomes/success
Project
Leaders
• Coordinate overall
change program
• Develop clear
change strategies
for change
• Responsible and
accountable for
overall success
• Develop individual
and team change
capability
Leadership
Advisory Role
• Provide clear
communication to
all key stakeholders
on change related
issues
• Develop 2-way
communication
channels to foster
ongoing
organizational
change
Process
Co-ordination Role
• Provide expert HR
advice on personal
transitions and
support
• Provide change
office & project
based HR
infrastructure
Performance
Management Role

24. Coffee Break
Take a little break
24

25. Critical Skills of Change Agent 25
02
03
04
0506
07
08
09
10
Committed to the
Lifelong Learning
Environment, Social and
Economic Sustainability
Capable of Engaging in
Self Assessment
Effective Networker
and Facilitator
Strong Engaging and
Dynamic Communicator
Enthusiastic Passionate
and Inspiring
Ability to Act as a
Responsible Citizen
Critical Thinking of
Problem Solving
Works in Cooperation
With Others
Proactive Not
Reactive

26. Critical Skills of Change Agent 26
Understands
Change Dynamics
Anticipates and
Manages Resistance
Appreciates
Diversity
Understands Power
and Influence
Manages
Multiple Tasks
Has High
Credibility

27. Sustaining Momentum 27
Staying the
Course
Reinforcing
New Behaviors
Support System for
Change Agents
Resources for
Change
Developing New
Competencies

28. Sustaining
Momentum
Resources for Change
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Support System for Change Agents
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Developing New Competencies
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Reinforcing New Behaviors
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Staying the Course
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28

29. Bridge Transition Model 29
Beginning
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2015
Transition
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2016
Ending
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2017

30. Bridge Transition Model 30
Ending New Beginnings
Transition
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Uncertainty
Skepticism Exploration
Commitment

31. Force Field Analysis 31
Increase Revenue
Increase Market
Share
Market Segment by
Customers
Generate
Economies of Scale
Upset Business
Partners
Damage Corporate
Image
Cost Risks
Driving Sales From
Current

32. Force Field Analysis
25%
50%
-15%
-12%
40%
39%
-20%
-9%
-30% -20% -10% 0% 10% 20% 30% 40% 50% 60%
32
Driving and Restraining Forces in Equilibrium
Higher
Lower
Present
Productivity
Driving Forces
(Estimated Strength)
Restraining Forces
(Estimated Strength)
Equilibrium

33. Change Curve 33
Commitment
Time
Exploration
Hope
Denial
Satisfaction
Commitment
Looking to the Past Looking to the Future

34. Adoption Curve 34
Early Majority
13.5%
Early Adopters
34%
Innovators
2.5%
Laggards
16%
Late Majority
34%
laggard

35. ADKAR Model 35
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Desire
Awareness
Knowledge
Ability
Reinforcement

36. ADKAR Model 36
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Awareness
01
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Desire
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Knowledge
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Ability
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05
Reinforcement

37. ADKAR Model 37
AwarenessDesire
Knowledge
Reinforce
ment
Project
Management
Leadership
Sponsorship
Change
Management Ability
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38. Business Change Control Process Icons Set 38

39. 39
Additional
Slides

40. 40
OUR
VISION
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Vision
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Mission
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Goals

41. 41Meet Our Team
Tom Mike
CEO
Julie hill
Developer
Lily William
Manager
We believe business and humanity can come together to create something for the
good and help raise awareness of those who need a voice.

42. 42
About us
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43. Our Goal 43
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44. Comparison 44
2015 2016 2017
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2015 2016 2017
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45. Financial 45
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$659
Million
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$659
Million
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$659
Million
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$659
Million

46. 46
The important word there is
inspire. The key different
between manager and leader is
that managers tell people what to
do, while leaders inspire them to
do it. Inspiration comes from
three things. Clarity of one’s
vision, courage of their conviction
and the ability to effectively
communicate both of those
things.
….Jeff Weiner
CEO LinkedIn

47. Dashboard 47
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30%
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70%

48. Location 48
Canada
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50%
70%
Female Category
Male Category

49. Location 49
Brazil This slide is 100% editable. Adapt it to your
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50%
70%
Female Category
Male Category

50. Location 50
Russia
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50%
70%
Female Category
Male Category

51. Timeline 51
Q 1
Jan Feb Mar
Q 2
Apr May Jun
Q 3
Jul Aug Sep
Q 4
Oct Nov Dec
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52. Important Notes 52
NotesNotes Notes Notes
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53. Newspaper 53
BUSINESS NEWS
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54. Puzzle 54
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01
02 03
04

55. Target 55
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01 02 03

56. Circular 56
01
02
03
05
04
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57. Venn 57
04
03
02
01
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58. Mind Map 58
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03
02
01
04

59. Matrix 59
LowHigh
Low High
High-Low
Quadrant
High-Low
Quadrant
Low -Low
Quadrant
Low -Low
Quadrant
Second Attribute
FirstAttribute

60. Lego 60
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04
03
02
01

61. Silhouettes 61
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62. Hierarchy 62
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63. Bulb With Idea 63
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64. Magnifier Glass 64
20%
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65. 65
9,000
11,000
13,000
15,000
5,000
7,000
9,000
11,000
13,000
15,000
2014 2015 2016 2017
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Bar Graph
15k Highest in 2017
JobSeekers

66. Funnel 66
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01
02
03
04
05

67. 67
Our
Charts

68. Column Chart 68
0.5 0.8 1
1.6 1.9 2 2.4 2.8
3.4
1
1.5
2
2.5
3
3.5
4
5
6
0
2
4
6
8
10
2009 2010 2011 2012 2013 2014 2015 2016 2017
ExpenditureIn($Billions)
Years
Product 2
Product 1

69. Line Chart
0
20
40
60
80
100
120
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
InPercentage
In Months
69
Product 2
Product 1

70. Donut Chart 70
8%
Text Here
20%
Text Here
3%
Text Here
35%
Text Here
15%
Text Here
19%
Text Here

71. Bar Chart 71
70%
55%
40%
30%
0 10 20 30 40 50 60 70 80 90 100
2014
2015
2016
2017
Unit Count
InYears
In percentage %

72. Area Chart 72
0
10
20
30
40
50
60
70
80
90
100
2011 2012 2013 2014 2015 2016 2017
InPercentage
In Years
95%
Product 2
Product 1

73. Stock Chart 73
0
10
20
30
40
50
60
70
0
20
40
60
80
100
120
140
160
05-01-2017 06-01-2017 07-01-2017 08-01-2017 09-01-2017
Close
Volume
High
Low Volume

74. Radar Chart 74
0
5
10
15
20
25
30
35
02-05-2017
06-05-2017
12-05-201716-05-2017
20-05-2017
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75. Combo Chart
0
1
2
3
4
5
6
7
8
9
10
$0
$10
$20
$30
$40
$50
$60
$70
$80
$90
$100
2017 2018 2019 2020 2021 2022 2023 2024
SalesInPercentage
InPrice
In Years
75
Product 1
Product 2
Product 3

76. Scatter Chart 76
5
20
10 9
35
15
30 30
50
0
10
20
30
40
50
60
$0 $5 $10 $15 $20 $25 $30 $35 $40 $45 $50
InPercentage
In Dollars
50%
Product 1

77. Staked Line 77
0
2
4
6
8
10
12
14
Category 1 Category 2 Category 3 Category 4
Product 1
Product 2
Product 3

78. 78
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79. 79
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