Comment créer un plan de gestion du changement pour les clients?

While I am with the approach, I would add the human dynamics. Through active open ended 1:1 interviews and anonymous well designed surveys with key stakeholders, a clear view needs to be developed on: 1. Why are people excited about the change - at individual levels? At team level ? 2. What do they fear about the changes ? 3. Are they aware on how they and their teams will be measured after the changes ? 4. Are they enthusiastic or sceptical about the change plans that they know about at a given point ? Only a candid 1:1 and an anonymous survey will reveal some of these factors. The positives can be built upon and the concerns addressed so they are more ready for the changes ahead.

Um Veränderungsinitiativen zu starten, braucht es eine Art Verortung, eine Standort-Analyse bzw. Situationsanalyse. Für mich geht es hier darum Bedürfnisse verschiedener Beteiligter zu erfassen. Dazu eigenen sich Tools, wie - Erwartungsanalyse - Interviews, Fokusgruppen - Change Personas und Empathy Maps - Reifegrad-Modelle. Die zentrale Frage ist: Was wollen wir erreichen? Wo stehen wir und worauf ist zu achten?

Engagement 🤝: Establish strong communication with your client. Understand their business, needs, goals, and the change they wish to execute. Define Change 🔍: Clearly define what change is needed and its implications. Include its scope, benefits, risks, and who will be affected. Team Formation 🚀: Create a dedicated change management team. Designate roles, such as the Change Lead and Change Sponsor, to oversee the process. Change Roadmap 🗺️: Develop a comprehensive change plan. Include timelines, tasks, responsibilities, and milestones to ensure transparency and accountability. Communication Strategy 📣: Create a communication plan to keep stakeholders informed about the progress, challenges, and wins of the change process.

In my experience, start with the burning platform. There is some major issue driving the need for change and everyone needs to know what that issue is. In some cases, what drives the need for change is endogenous to the firm, in others it’s exogenous. In terms of the future state, I have used the DFS, desired future state. The DFS is common in M&A, and a core element of change.

Veränderung braucht ein klares Wozu, also wozu machen wir das? Was wollen wir erreichen? Was soll nach der Veränderung anders sein? Wie verhalten wir uns nach der Veränderung? Wie denken wir nach der Veränderung? Wie sieht ein typischer Tag im Unternehmen nach der Veränderung aus? Dazu arbeite ich gerne mit Methoden und Tools, wie Lego Serious Play, Visionboards oder auch der Zeitungsartikel-Technik. Daraus lassen sich mithilfe von OKR qualitative Ziele und entsprechende Key Results ableiten.

One thing that I found most useful practices used when defining the strategy and aligning it with the change management plan is the 'outsider view' that the Change Manager could provide. This includes challenging when needed and guiding the change not just from business value perspective, but also from people's perspective.

Change lässt sich nicht genau planen und vorhersagen. Zu viel ist von den individuellen Bedürfnissen und Befindlichkeiten der Menschen abhängig. Daher arbeite ich mit dem Agile Change Ansatz, indem wir in Sprints arbeiten und nach jedem Sprint anpassen und verbessern können.

This is perhaps one of trickier steps. You know what's going on and you know what you want to achieve. But how you are going to get there makes all the difference. Change can be carried out across levels, across roles, and across organizations. It's important to consider stakeholder buy-in, engagement, and investment; processes tweaking, integration, and cross-talk; and the communication that ensure sustainable adoption and continuous improvement. Essentially, people, processes, and systems addressed simultaneously for a smooth transition.

A key part of shaping the change strategy is to do stakeholder experience research prior to developing the strategy. Research 1: Gather stakeholder experiences of how change was led & managed previously in the organization. This will provide insight on what worked, didn't work, and what was missing with previous change initiatives. The strategy can then be built from a "we heard you and this is what we will do to address" perspective. Research 2: Gather stakeholder feedback about the upcoming change. Will this changed be welcomed/unwelcomed? Based on these findings the strategy can be built taking this into account as well. To amplify success and buy-in to the strategy, use stakeholder feedback to inform and shape the change strategy.

Executives' buy-in and committed action. Employees' logic: a) what will get rewarded? b) what is my boss doing? c) how can I do that? Executives: a) articulate what good looks like b) reward people who try and succeed c) reward people who try and fail (too) d) repeat it again

Engaging the stakeholders is the critical steps in the change management process. This is one of the reasons a number of change and transformation projects and initiatives are not successful. Building the trust, commitment and ownership can help your Stakeholders be the champion of the change. The more support you have for the why of the change, the more others will be on board and help support how this moves forward. People need to be part of how this moves forward.

Change braucht Menschen, die umsetzen, machen und voranschreiten. Je früher diese Menschen eingebunden und beteiligt werden, desto höher die Erfolgswahrscheinlichkeit. Ein Format, das ich hier sehr schätze, ist Open Space Agility. Eigentlich ein Format für die agile Transformation und doch kann es für nahezu jede Veränderungsinitiative verwendet werden. So werden Menschen im Unternehmen eingebunden, gestalten aktiv mit und beschreiten den Veränderungs-Weg gemeinsam.

Engaging the stakeholders is critical, however, once the Kanbans and SCRUM starts, they often are distracted with some other crisis. Maintaining focus at the top is essential, and one way to do that is to REQUIRE their periodic participation in SCRUMS. You have to remind them that whatever objective they asked you to manage, depends on their commitment to it. The other part of engagement is to ensure that all team members understand their roles and responsibilities. Confusion and misunderstandings derail the best designed change project.

Jetzt heißt es Schritt für Schritt umzusetzen, die Veränderung kommunizieren und Menschen für die Veränderung zu befähigen. Wir führen regelmäßige Reviews durch, berichten über den Status, die Erfolge und Lernerfahrungen im Veränderungsprozess und holen regelmäßig Feedback ein. Auch Retrospektiven finden in unseren Veränderungsprozessen Anwendung, um den Prozess und die Zusammenarbeit in der Veränderung zu verbessern.

We used Trello for our KanBan and GitHub and Slack to manage issues related to our scrums. Agile and lean means constantly optimizing the steps leading to the change. Be flexible.

At the start of every organisational change management implementation journey, there are internal senior leadership conflicts, both personal and professional. Additionally, each leader’s department will have competing business priorities that they typically think are more important than the organisation’s change strategy execution or survival. Therefore, before any change plan is prepared, the leaders should be aligned on the organisation’s strategic priorities and know exactly where the change is ranked. This change leadership alignment process is a challenging task for consultants, as it means identifying key issues and negative leadership behaviours that limit organisational change implementation success. This task cannot be delegated.

Resistance Management 💼: Plan to handle resistance. Address concerns, offer support, and encourage dialogue to minimize pushback and noise. Client Involvement 👥: Engage the client throughout the process. Their participation can increase ownership and acceptance of the change. Flexibility 🔄: Maintain a degree of flexibility. Changes in circumstance may require you to adapt your plan in response. Post-Change Review 📈: After implementing the change, review the entire process. Continuous Support ⏩: Provide ongoing support post-implementation. This can ensure the change sticks and continues to deliver expected benefits. Celebrate Successes 🎉: Recognize and celebrate milestones and successes.

Given that it is people who are at the heart of any change process, I truly believe that we need to work on not only involving people who are impacted but truly giving them voice AND space to choose (this can include what the end state looks like, how they will get there and how success will be measured). One of the mistakes I believe that we continue to make in our discipline is looking at strategies that are mostly top down and not networked or systemic. The world of work has changed in so many ways and we need to embrace more holistic models which share leadership and allow for co-creation. Let's move away from ego centric to eco centric models of change.

I think there is way too much “stuff” here. A dramatic change has to be simple, clear, short timeline, and allow focus of the organization. Easy to chart, easy to measure, easy to explain

In my experience, a couple of things often happen in change-related projects that lead to failure: 1) Missing theory of change: Why do we think this change will lead to our desired outcome? Is this based on evidence and cause-and-effect analysis? Do stakeholders agree? 2) Lack of objective, quantifiable measures: Surveys are nice but do we have an objectively measurable goal? How about improving profit. If so, how much and over what time period? 3) Active resistance: People often nod in agreement but do not implement. Resistance may occur because they believe change will affect them negatively or are uncertain of outcomes. Education and inclusion can help, but if there will be negative effects, deal with them head on.