Leland Sandler, Executive Advisor for The Sandler Group, slide deck for Amylin on the approach to implement a sustainable and long term solution to change. Presentation dives deep into the human resistance to change, and Leland Sandler goes over the change management process and how to develop a proper change management plan within an organization. Visit http://lelandsandler.com/ for more information.

1. Leading Change
An approach to implementing sustainable change
Leland Sandler, Managing Partner of The Sandler
Group

2. 2
“It is not the strongest of the species that survive,
nor the most intelligent, but the one most
responsive to change.”
- Charles Darwin

3. 3
• Gain an understanding of
human resistance to change
• Learn:
- The change management process
- How to develop and execute a change
management plan
- When and how to use key Accelerated
Change Tools (ACT)
• Know where to go for additional information
Learning Objectives

4. 4
Nearly two-thirds of all major changes
in organizations fail [1]
According to Hammer and Champy, only 20 – 30 percent of re-
engineering projects succeed. [2]
Only 23 percent of all mergers and acquisitions make back their
costs. [3]
Just 43 percent of quality-improvement efforts make
satisfactory progress. [4]
9 percent of all major software development applications in large
organizations are worth the cost. [5]
[1] Rick Maurer. Building Capacity for Change. Maurer& Associates. Arlington, VA. 2000.
[2] Hal Lancaster. “Reengineering Authors Reconsider Reengineering.” Interview with Michael Hammer and James Champy. The Wall Street Journal.
January 17, 1995.
[3] Anne Fischer. “How to make a Merger Work.” Fortune. January 24, 1994.
[4] Linda Moran, Jerry Hogeveen, Jan Latham, and Darlene Russ-Eft. Winning Competitive Advantage. Zenger Miller. 1994.
[5] Jim Johnson. “Chaos: The Dollar Drain of IT Failures.” Application Development Trends. January, 1995.

5. 5
Why Do Changes Fail?
Change affects us mentally, emotionally and
behaviorally
No matter how positive the change
No matter how competent people are
No matter how committed people are
No matter how resilient people are
No matter how proactive people are
Therefore, we must manage the change!
Because any ‘sane’ person isn’t going to do
what doesn’t make sense to them!

6. 6
Unmanaged Change Prolongs Unproductive Behavior,
Jeopardizing the Company’s Future
Time
EmployeeProductivity
Managed Change
Unmanaged Change
Acceptable Level of Performance

7. 7
Before During After
Productivity
4.8 hours
Productivity
1.2 hours
Productivity
4.8 hours
Social, gossip, speculation
3.2 hours
Social
1.5 hours
Me
1.8 hours
Social
1.5 hours
Personal
1.7 hours
Who/What to do
1.8 hours
Personal
1.7 hours
* Based on data compiled by the U.S. Department of Labor over 18 years of work with organizational change.
Need to Manage People Through Change;
Organizational Change Decreases Productivity

8. 8
How People React to Change
For more information call Interchange International, Inc. (800) 878-8422 © Copyright 1994 Interchange International, Inc.

9. 9
For more information call Interchange International, Inc. (800) 878-8422 © Copyright 1994 Interchange International, Inc.
Stage 1: Loss 
Create Safety
• Reassure as much as possible
• Listen, don’t try to “fix it”
Stage 2: Doubt 
Provide Info
• Stay “in tune” with people’s
needs and attitudes
• Determine what info people are
still missing
Stage 3: Discomfort 
Motivate
• Praise and compliment
finished tasks
• Link tasks to the big picture
Managing Stages 1-3
Beware the Danger Zone!

10. 10
Managing Stages 4-6
Stage 6: Integration 
Succeed with Stability
• Encourage ongoing education
• Reinforce desired behaviors
Stage 5: Understanding 
Succeed with Seeing
Benefits
• Celebrate victories
• Accentuate benefits
Stage 4: Discovery 
Succeed with Motivation
• Encourage new options/ideas
• Encourage individual strengths

11. 11
Lessons Learned
Q X A = E
Quality
Technical Strategy
Acceptance
Cultural Strategy
Change Target
Effect

12. 12
What are Accelerated Change Tools?
Common-sense tools for planning effective change
management
Large scale changes: mergers, corporate-wide
initiatives, cross-departmental processes, etc.
Medium/small scale: business process
improvements, departmental reorganization, etc.
Based on the most successful change management
techniques:
Beckhard and Harris (1987)
Jon Katzenbach (1994)
General Electric CAP Tools
John Kotter (1996)

13. 13
The Accelerated Change Process
Current State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

14. 14
Prerequisites for Successful Change
Leading Change
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Successful Change
+
+
+
+
=
Engaged leadership who sponsors the change and
assembles the right team of people to make it happen.
Clearly articulating the desired outcome for the
change that is reasonable and legitimate.
Securing understanding and commitment from
key stakeholders to make it work.
Aligning management practices,
systems and processes to
reinforce the change.
Ensure accountability and
celebrate successes.
Building a Shared Need+
Providing a compelling reason for change that is
sufficient to overcome resistance to the change.

15. 15
Accelerated Change Toolkit
Threat vs. Opportunity
Matrix
Vision
Statement
Structures Analysis
Elevator
Speech
Behavioral Change
Analysis
Leading Change
Building a Shared Need
Creating a Vision
Changing Systems/Structures
Monitoring Progress
Output becomes your Change Management Plan
(action items get incorporated into the Project Plan)
In-Scope /
Out-of-Scope
Critical Success
Factors
Responsibility Chart
or RASCI
Force-Field Analysis
Three D’s Matrix
Metrics Tracking
Technical, Cultural,
and Political Analysis
Mobilizing Commitment
Stakeholders Analysis/
Influence Strategy
Communication Plan

16. 16
The Accelerated Change Process
Current State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

17. 17
Leading Change
Desired Outcome:
Engaged leadership who sponsors the change and
assembles the right team of people to make it happen
Tools:
These tools will help you get started on your project, and
determine the best sponsors and team support to recruit.
In-Scope /
Out-of-Scope
Critical Success
Factors
Responsibility Chart
or RASCI
• Purpose: Know what
you are supposed to
deliver and what the
boundaries are. Scope
impacts resources.
• Purpose: Understand
the “must-haves” for
success and who will
help provide support or
remove obstacles.
• Purpose: Identify clear
roles and
responsibilities. Fill in
any resource gaps.
Current State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

18. 18
Tool: In-Scope / Out-of-Scope
Draw a large square “picture frame” on a flip chart (or use tape
on a wall)
Use this metaphor to help the team identify what falls inside the
picture of their project and what falls out.
This may be in terms of type and extent of end results, people
impacted, time frame, product lines, sites, etc.
Current State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

19. 19
Capacity Planning:
In-Scope / Out-of-Scope Example
In-Scope
Functions/department
contributing to pipeline
projects
FTE Demand and Supply
Forecasting and Balancing
Out-of-Scope
Manufacturing
Other Resources
>Money
>Equipment
Resource Allocation by Name
Current State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

20. 20
Tool: Critical Success Factors (CSF)
Brainstorm Critical Success Factors or Major Milestones of progress
if this project is to succeed
Examples: Include the must-haves to be successful, key
measurements to meet, major milestones to achieve, critical
stakeholders’ support, desired behaviors, etc.
Translate CSFs into project action items
CRITICAL SUCCESS FACTORS
Current State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

21. 21
Tool: Action Plan
Issue:
Recommendation:
Benefit:
Required Resources:
Champion:
Action Plan:
Action Timing Responsible
Current State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

22. 22
Tool: Responsibility Chart
Sort out “who will do what” on the project, an action plan or key
decisions. It can help the team identify areas where they need to be
“politically” sensitive to the needs and desires of various groups and
individuals as they relate to activities, decisions and milestones of
the ACT project.
TASKS
NAMES
Responsible: Individuals who will execute the task
Accountable: Individuals who are ultimately accountable
for the successful completion of the task
Supports: Individuals that provide technical support or
information to the task and regularly
participate as project team members (but are
not fully accountable)
Consulted: Individuals who provide technical support or
information to the task as required (ad-hoc),
including outside consultants or vendors
Informed: Individuals who must be kept informed of the
status of the task
Current State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

23. 23
Do we all understand how change effects others?
Do we feel prepared and comfortable in leading the
change?
Are we spending the time necessary to make this
change effort successful?
Have we identified where key stakeholders are with
respect to the Change Cycle?
Are we spending enough time meeting with key
stakeholders and communicating the change?
Are we dealing appropriately with resistance?
Are we tracking progress and making course
corrections?
Leading Change
Check List ACT helps you answer these questions
Current State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Creating a VisionCreating a Vision
Leading Change
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

24. 24
The Accelerated Change Process
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

25. 25
Building a Shared Need
Change occurs when
the benefits of change
outweigh the cost Cost of
change
Dissatisfaction
with status quo
Ease of
change
Desire for
change
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

26. 26
Building a Shared Need
Desired Outcome:
Provide a compelling reason (“burning platform”) for change that
is sufficient to overcome resistance to the change.
Tools:
Threat vs.
Opportunity Matrix
3 D’s Matrix
• Purpose: Identify the
short and long term
costs and benefits of
the change.
• Purpose: Build a
strategy for
communicating the
need for change
through different
approaches.
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

27. 27
Tool: Threat vs. Opportunity Matrix
Threat Opportunity
Short Term
Long Term
Identify the short- and long-term opportunities (benefits) for doing the
project.
Identify the short- and long-term threats (costs) if you did not do the project.
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

28. 28
Tool: 3 D’s Matrix
Approach Strategy / Actions
Data/Diagnosis:
• Internal sources
• External networks
Demonstrate:
• Finding examples
(testimonials, pilots)
• Best practices
• Visiting other organizations
Demand:
• Leadership modeling
• “Walking the talk”
Develop different approaches for communicating the compelling reason
for change. People are persuaded by different kinds of information.
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

29. 29
Exercise: 3 D’s Matrix
Approach Strategy / Actions
Data/Diagnosis:
• Internal sources
• External networks
Demonstrate:
• Finding examples
(testimonials, pilots)
• Best practices
• Visiting other
organizations
Demand:
• Leadership modeling
• “Walking the talk”
Objective
Build your strategy for
the Capacity Planning
Projects
Instructions
Break out into teams
Using ONE approach,
develop a technique for
how you will
communicate the
compelling need for
change.
At the end, one team will
share their results
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

30. 30
Are we aligned in terms of the need for change?
Have we framed the need for change in such a way to address the
concerns of key stakeholders?
Is each team member willing to deliver the “key messages” regarding
the need for change if asked by someone outside the team?
Have we identified all of the key stakeholders affected by this
initiative, and do we understand importance each gives to this
initiative?
Creating a Shared Need involves framing the need
to appeal to the interest of key constituents.
Creating a Shared Need involves framing the need
to appeal to the interest of key constituents.
Building a Shared Need
Check List ACT helps you answer these questions
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

31. 31
The Accelerated Change Process
Current State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

32. 32
Creating a Vision
Desired Outcome:
Clearly articulating the desired outcome for the change
that is reasonable and legitimate.
Tools:
Vision Statement Elevator Speech
• Purpose: Articulate
the compelling
reason for change in
a way that motivates
• Purpose: Ensure that
team members
spread a unified and
consistent message
Current State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

33. 33
Creating and Communicating a
Vision
Visions paint the compelling reason for change and
answer the question, “why change?”
The Vision describes what a company and their
customers would look like if the change effort was
wildly successful
Must be
Visionary
Meaningful
Motivational (even against
discouraging odds)
Current State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

34. 34
Key Phrases
Exercise
1. Imagine a point in the future when the
project has been very successful.
2. Find words to describe what you would
see, hear, feel as you observe key
constituents functioning in the
new,changed state.
3. Collate, debate, reach consensus, “test”
on others and modify.
1. Imagine a point in the future when the
project has been very successful.
2. Find words to describe what you would
see, hear, feel as you observe key
constituents functioning in the
new,changed state.
3. Collate, debate, reach consensus, “test”
on others and modify.
Backward Imaging
Exercise
Tool: Vision Statement
1. Individually jot down the key phrases that
capture the essence of why the team
exists.
2. Collect and collate into vision statement.
3. “Test” on customers, vendors, employees.
4. Modify as necessary.
1. Individually jot down the key phrases that
capture the essence of why the team
exists.
2. Collect and collate into vision statement.
3. “Test” on customers, vendors, employees.
4. Modify as necessary.
Current State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

35. 35
Tool: Elevator Speech
“Here’s what our project is about…” (Project vision/goal)
“Here’s why it’s important …” (Business issue/drivers)
“Here’s what success will look like…” (Project benefits)
“Here’s what we need from you…” (Varies by
stakeholder)
Current State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

36. 36
Has a vision been clearly articulated for the project?
Is the vision simple and straight forward?
Is the vision motivating and energizing?
Is the vision shared and understood across key
stakeholders?
Is the vision realistic and actionable?
How aligned is the team around the vision?
How aligned is leadership around the vision?
How can you sharpen and deepen the VISION
for your project?
How can you sharpen and deepen the VISION
for your project?
Creating a Vision
Check List ACT helps you answer these questions
Current State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

37. 37
The Accelerated Change Process
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

38. 38
Mobilizing Commitment
Desired Outcome:
Securing understanding and commitment from key
stakeholders to make it work.
Tools: Technical, Cultural,
and Political Analysis
Stakeholders
Analysis
Influence Strategy
• Purpose: Identify, label and
understand sources of
resistance
• Purpose: Identify
stakeholders, their position
on the change and their
desired behaviors
• Purpose: Determine how to
move stakeholders from the
status quo to desired behaviors
Communication Plan
• Purpose: Develop plan for
communicating the change
and the project to
stakeholders
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

39. 39
Graphically displaying attitudes toward
change:
It’s important to identify areas of resistance
and support.
Mobilizing Commitment
People
Innovators Resistors
Early
Adopters
Late
Adopters
Time
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

40. 40
Source of resistance
Causes of resistance
(examples)
Examples from our project
Technical Aligning and structuring organization
• Skill does not currently exist
• Difficulty in learning new skills
• Sunk cost in existing systems
Political
Allocating power and resources
• Threats to existing power structure
• Threats to “Old Guard” from “New Guard”
• Existing relationships
Cultural Defining cultural norms
• Handling risk and uncertainty
• Locked in old mindset
• Inward focus vs. externally focused
• Relationship driven vs. market driven
Analyzing Situational Resistance to Change
Tool and Example:
Technical, Political, Cultural Analysis
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

41. 41
Tool and Example:
Stakeholders Analysis
Name Strongly
Against
Moderately
Against
Neutral Moderately
Supportive
Strongly
Supportive
Person A X
Person B X
Person C X
Group D
X
X = Where they are today
O = Where we need them to be
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

42. 42
Example: Influence Strategy,
Capacity Planning
Stakeholders Desired New
Behaviors
Issues/
Concerns
Identify “Wins” Influence
Strategy –
WHAT?
Influence
Strategy -
WHO?
Influence
Strategy – BY
WHEN?
Department
Representative
• Strong
contribution
and time
comitment to
project
• Champion
project with co-
workers
• Competing
priorities with
ongoing work
• Get
Supervisor to
allocate time to
work on project
• Transfer other
workload to
other in
department
Define
expectations
with person
and supervisor
Project Lead 2/10
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

43. 43
Tool: Communication Plan
Audience Objective(s) Message(s) Media/ Vehicle Who When/ Where
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

44. 44
Have we identified who will be the early and late adopters
change?
Have we identified who the Key Stakeholders are and
where they are relative to the proposed change?
What will be the sources of resistance?
Have we laid out a detailed and achievable communication
plan?
Mobilizing Commitment
Check List ACT helps you answer these questions
Current State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Creating a Vision
Mobilizing Commitment
Building a Shared Need
Changing Systems/Structures
Monitoring Progress
Future State

45. 45
The Accelerated Change Process
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State

46. 46
Changing Systems and Structures
Desired Outcome:
Aligning management practices, systems and processes
to reinforce the change.
Tools:
Structures Analysis Force-Field Analysis
• Purpose: Identify
which systems and
processes need
changing to support
the change
• Purpose: Determine
what factors could
potentially hurt or
help the change
effort
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State

47. 47
Changing Systems and Structures
What needs to be changed/added/deleted within our Systems and
Structures to support our change initiative and reinforce desired
behaviors?
Staffing How we/acquire/place talent.
Development How we build competence/capability.
Measures How we track performance.
Rewards How we recognize/reward desired behavior.
Communication How we use information to build and sustain momentum.
Designing How we organize to support the change (the “people
Organizations infrastructure”)
7. Information Systems How we utilize technology to enable changes to be
Technology successful and sustained.
Resource Allocation Have we adjusted or planned for our financial materials to
properly fund necessary resources.
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State

48. 48
System or
Structure
How should we use or modify systems / structures to support our vision
and objectives?
Staffing
Development
Measurements
Rewards
Communication
Designing
Organizations
Information
Systems
Resource
Allocation
Tool: Structures Analysis
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State

49. 49
Assess the forces or factors which will either help to
make change last or make it difficult to do so.
Remember to build an action plan to leverage what’s
helping and to minimize what’s hurting.
Tool: Force Field Analysis
Helping Hurting
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State

50. 50
System or Structure How should we use or modify systems / structures to support our vision and objectives?
Staffing
Development
Measurements
Rewards
Communication
Designing
Organizations
Information Systems
Resource Allocation
Exercise: Structures Analysis +
Force Field Analysis + Action Plan
Helping Hurting Action
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State

51. 51
Which Areas Provide the Greatest Impact?
Aspects of Systems and Structures
Tool: Structures Analysis (cont’d)
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
Designing
Organizations
Information
Systems
Resource
Allocation
High
Medium
Low
Development Measures CommunicationStaffing Rewards
Impact
Designing
Organizations
Information
Systems
Resource
Allocation
High
Medium
Low
Development Measures CommunicationStaffing Rewards
Impact

52. 52
Safety Culture Example:
Prioritizing Systems and Structures
Aspects of Systems and Structures
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State
High
Medium
Low
Designing
Organizations
Development Measures CommunicationStaffing Information
Systems
Resource
Allocation
Rewards
Impact
High
Medium
Low
Designing
Organizations
Development Measures CommunicationStaffing Information
Systems
Resource
Allocation
Rewards
Impact

53. 53
Have we identified all key systems and structures which will
be impacted by the change?
Are we able to make appropriate changes to systems and
structures? Are we getting the support we need from
leadership to make needed changes?
Have we adequately aligned leadership incentives with the
change objectives?
Are we dealing effectively with those failing to adopt the
change?
Is training inadequate – do people feel adequately prepared
to take on their new job/roles?
Changing Systems and Structures
Check List ACT helps you answer these questions
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State

54. 54
The Accelerated Change Process
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State

55. 55
Monitoring Progress
Desired Outcome:
Ensure accountability and celebrate successes.
Tools:
Behavioral Change
Analysis
Metrics Tracking
• Purpose: Track
progress of change
process. Understand
where people are on
the change cycle so
plans can be updated
accordingly.
• Purpose: Track
operational or
financial progress of
overall change
initiative. Is the
change working?
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State

56. 56
* Option: write the actual behaviors you are observing at this stage of the project
Stakeholders
(from Stakeholder
Analysis)
Desired Behaviors
(from Influence
Strategy)
Progress
(Rate progress towards desired
behaviors on scale of 1-5)
1 = no change, 5 = desired
behaviors are apparent*
Actions
(e.g. Review output of ACT
tools used and action plans.)
Where are people in the Change Cycle?
Tool: Behavioral Change Analysis
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State

57. 57
Tool: Metrics Tracking
Metric How is it
measured?
How often should
you measure?
Source of data (who
owns it and is it
reliable?)
Other: _________
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State

58. 58
Have we effectively calibrated leadership’s expectations
regarding the change – are they wanting results before
changes have been fully implemented and absorbed by
the organization?
Is the tracking and communication of progress visible?
Are we maintaining momentum by celebrating early
wins?
Is Leadership engaged in communicating progress?
Are Leaders publicly recognizing and rewarding
contributions?
Is Leadership allowing the changes to become bedded
down before reassigning resources?
Monitoring Progress
Check List ACT helps you answer these questions
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State

59. 59
Accelerated Change Toolkit
Threat vs. Opportunity
Matrix
Vision
Statement
Structures Analysis
Elevator
Speech
Behavioral Change
Analysis
Technical, Cultural,
and Political Analysis
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Output becomes your Change Management Plan
(action items get incorporated into the Project Plan)
In-Scope /
Out-of-Scope
Critical Success
Factors
Responsibility Chart
or RASCI
Stakeholders Analysis/
Influence Strategy
Force-Field Analysis
Three D’s Matrix
Communication Plan
Metrics Tracking

60. 60
Accelerated Change Process
Current State Transition State Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress

61. 61
Resources and Links
The Sandler Group: sandlergroup.net/
Leland Sandler Website: lelandsandler.com
LinkedIn: https://www.linkedin.com/in/lelandsandler
Crunchbase: https://www.crunchbase.com/person/leland-sandler
Facebook: http://facebook.com/thesandlergroup
Twitter: https://twitter.com/lelandsandler
Google+: https://plus.google.com/+LelandSandlerExecutiveAdvisor
Expertfile: http://expertfile.com/experts/leland.sandler
YouTube: https://www.youtube.com/channel/UC4pT3Ne6_jxSAKrWC2iQzWQ
My Presentations: http://www.slideshare.net/lsandler91/presentations
Current State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future StateCurrent State Transition State
Future State
Leading Change
Building a Shared Need
Creating a Vision
Mobilizing Commitment
Changing Systems/Structures
Monitoring Progress
Future State