Creating and sustaining change in an organization can be challenging. Change leadership and change management are both essential components of driving change. In this deck, we walk through our framework for successful transformation: thinking there, getting there, and living there.

1. Transformation — Thinking There, Getting There, Living There | Blue Beyond Consulting1
HR Transformation
Thinking There, Getting There, Living There
@cfieldstyler /cherylfieldstyler
Cheryl Fields Tyler
Founder and CEO, Blue Beyond Consulting

2. Transformation — Thinking There, Getting There, Living There | Blue Beyond Consulting2
Compelling
Business
Value
Why is change so difficult?
There are so many
more ways to fail
than to succeed.
Best practice fallacy
keeps us from
enlisting, listening,
and learning
The business value
promise is simply not
persuasive
Unsuccessful Change
Successful
Change
VISIONANDSTRATEGY
P L A N S A N D E X E C U T I O N

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Change leadership and change management is essential
Change Leaders Change Managers
Vision Strategies Plans Projects
A sensible and
appealing picture of
the future
A logic for how the
vision can be
achieved
Specific steps and
timetables to
implement the
strategies
Specific tasks with
teams, budgets,
objectives and
metrics

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Change leadership and change management
Change Leadership
Inspiring, motivating,
guiding the change
Change Management
Facilitating, implementing,
executing the change
Where are we going and why?
What will the future be like?
How do we know we are making progress?
How do we manage the business in the
transition?
What is the compelling benefit for the business?
What will change when?
How will the change happen?
How will all the different changes be coordinated?
How do I get the tools and skills to do my job?
What do you need from me?

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A framework to plan, lead and manage change
Plan
“Thinking There”
What and Why
• Define compelling business case, future state vision, and
desired business outcomes
• Establish scope and nature of changes required to
achieve desired future state
• Define the cultural, values, and behavioral shifts required
to achieve change
Who
• Establish executive sponsorship and guiding coalition
• Identify the necessary critical mass of leaders, sponsors,
and stakeholders that need to be engaged to drive and
effect change
• Create aligned team to drive change
How
• Identify organizational capabilities and motivators
• Create roadmap—what needs to be done by whom, what
needs to be accomplished to achieve future state
• Charter change program structure and scope
• Establish change metrics and measures
Implement
“Getting There”
Engage
• Involve critical mass of leaders, sponsors, and
stakeholders
• Establish frequent and effective two-way communication
• Create forums for collaborative problem-solving and
learning
Execute
• Build and sustain capability of the team to drive change
• Ensure the means of change are defined and delivered
through initiatives, deliverables, projects and programs
• Implement, troubleshoot, pace, and accelerate
• Drive accountability
Learn
• Celebrate successes and learn from miss-steps
• Build sustained organizational capability to lead and
manage change
• Ensure know-how transfer
Sustain
“Living There”
Manage
• Ensure business outcomes are achieved, scaled, and
sustained
• Ensure leadership ownership
• Structure HR policies, practices to reinforce the key
behavioral changes
Improve
• Test and improve processes, systems, and tools
• Establish operational and continuous improvement
metrics
Refresh
• Celebrate and acknowledge contribution
• Establish vision for next phase of the journey
Optimize
• Ensure cross-organizational “pollination” and learning
• Move change adept leaders across organization
THE CHANGE JOURNEY
C R I T I C A L S U C C E S S F A C T O R S
Establish hope and consequence for
critical mass of employees
Build team and leadership capability to lead change
Consistent and effective communication
Leverage —or change—culture
Compelling case for change
Sustain CEO/ELT leadership commitment
Establish plausible, clear line of sight to future

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Plan — The “Thinking There” Phase
Plan
“Thinking There”
What and Why
• Define compelling business case, future state vision, and
desired business outcomes
• Establish scope and nature of changes required to
achieve desired future state
• Define the cultural, values, and behavioral shifts required
to achieve change
Who
• Establish executive sponsorship and guiding coalition
• Identify the necessary critical mass of leaders, sponsors,
and stakeholders that need to be engaged to drive and
effect change
• Create aligned team to drive change
How
• Identify organizational capabilities and motivators
• Create roadmap—what needs to be done by whom, what
needs to be accomplished to achieve future state
• Charter change program structure and scope
• Establish change metrics and measures
Common pitfalls of the planning phase
Business case is cost focused—no credible value
proposition
Culture transformation aspects are not well
thought through or planned for
Guiding coalition is not fully formed, fully
resourced, and accountable—and may not have
the right participants
Leaders/sponsors delegate change leadership

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Implement— The “Getting There” Phase
Implement
“Getting There”
Engage
• Involve critical mass of leaders, sponsors, and
stakeholders
• Establish frequent and effective two-way communication
• Create forums for collaborative problem-solving and
learning
Execute
• Build and sustain capability of the team to drive change
• Ensure the means of change are defined and delivered
through initiatives, deliverables, projects and programs
• Implement, troubleshoot, pace, and accelerate
• Drive accountability
Learn
• Celebrate successes and learn from miss-steps
• Build sustained organizational capability to lead and
manage change
• Ensure know-how transfer
Common pitfalls of the
implementation phase
Change management mentality is primary
Change leadership is inadequate or ineffectual
People are seen as the “resistance”—not the
allies and essential partners
Quick wins = “first wins” vs. incremental,
consistent progress
Metrics are all lagging indicators not leading
indicators

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Why change leadership fails
Fails to anchor change to external market
imperatives, business strategy, positive
business value, and positive culture
values—makes it personality, cost-focused
Lack of compelling vision for the future
that makes sense for the business and for
people
Too much talk—information push, and too
little conversation and listening
Fails to engage other leaders—and
sustain that engagement
Lack of sustained Senior Leadership
accountability—accountability delegated
without consequence to sponsors
All vision—but no realistic implementation
roadmap
Unwilling to deliver “tough news”—
unwilling to talk about real challenges and
implications
Assumes people are the enemy and they
don’t want to or can’t change
Sponsor(s) get into “change bubble”—
loses connection to the “real business”
and to peers

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Why change management fails
Too much trust in technology
Primary lens is “change resistance”
Over confidence in “change management”
methodologies—and “change experts”
Not enough leader and middle
management stakeholder engagement,
contribution, collaboration and learning
Not enough specific support, engagement
and training of front-line
managers/supervisors
Change communication is incremental and
not early and frequent enough—and not
linked to a bigger plot line centered on
purpose and value of change
Change team gets into the “change
bubble”—jargon, secrecy, in-group,
adversarial, marginalized, etc.
Too little and ineffective employee
training—”once and done” mentality
Lack of “in situation” learning and
adjustments
Too much focus on the “swim lanes”—
vs. the pool

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Importance of generating short-term, incremental wins
What makes a good
short-term win?
Impact of short-term
wins on major
change
Short-
term/incremental
wins are not just
key to progress—
they are essential
for engagement,
accountability,
and culture
change

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Sustain — The “Living There” Phase
Common pitfalls of the sustaining phase
The highest risk and highest reward
Tends to feel a bit “after the parade”—with all the
chaos and clean up that implies
It’s often not included in the change strategy—or
funded as part of the transformation budget
People lose interest
It’s where change fails
Sustain
“Living There”
Manage
• Ensure business outcomes are achieved, scaled, and
sustained
• Ensure leadership ownership
• Structure HR policies, practices to reinforce the key
behavioral changes
Improve
• Test and improve processes, systems, and tools
• Establish operational and continuous improvement
metrics
Refresh
• Celebrate and acknowledge contribution
• Establish vision for next phase of the journey
Optimize
• Ensure cross-organizational “pollination” and learning
• Move change adept leaders across organization

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Sustaining the change
It has to be
someone’s job
Ensuring change is truly
sustained has to be
owned by someone
Anchoring change depends
on the results
New approaches usually sink in
after its clear that they work and
are better than old methods
Requires ongoing communication
and reinforcement
Telling vivid stories repeatedly about what’s
different and why it matters, creating lore,
recognizing “caught being good” moments—all
are essential to making change stick
Leadership accountability
has to be real
Goals, rewards, communication,
behaviors—all have to be evident
and aligned to future state
May involve turnover
Sometimes the only way to
change a culture is to
change key people
Aligning HR/talent processes
and decisions is crucial
If people processes are not
changed to be compatible with the
desired future state culture, the old
culture will reassert itself
Culture change
comes last, not first
Most lasting changes in
behaviors come at the end of
the change process

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Steps to develop people’s commitment to change
Hear
Understand
Curiosity, skepticism,
“what took you so long”
Support
Try
Eagerness, fear,
anxiety and
desire for inclusion
Use
Own
Some will opt out,
some will lean in,
some will comply
CURRENTSTATE
FUTURESTATE
Goal: Engagement that generates
Hope and Consequence

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Change is learning
Every new capability requires learning
Applying existing capabilities in new ways requires learning
Applying new capabilities in new ways requires learning
STAGE 1
Unconscious
Incompetence
Irrational Confidence
STAGE 2
Conscious
Incompetence
Fear, Anxiety,
Embarrassment
STAGE 3
Unconscious
Competence
Tentative confidence,
needs reassurance
STAGE 4
Conscious
Competence
Confident, but may forget
how to help others learn

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Thank you.