1. Change Acceptance Process
A Best Practice of Managing Organizational Change

2. Challenges of Change Internal factors:
Leadership, employees set in their ways
Complexity causing paralysis
Takes too long to innovate
Technology Lag
Lack of willingness to do what it takes
External factors
Increased competition
Rapidly changing market conditions

3. A Change Methodology
A change methodology is a consistent philosophy and approach to change.
It consists of a common language, framework, process and tools used throughout an organization.
It sets expectations for the attitudes, behaviors and actions that any employee will take regarding a change initiative.

4. Why Have a Change Methodology?
Most large and/or decentralized organizations have more than one approach to change operating within their organization.
This causes inefficiencies, misunderstanding and miscommunication resulting in slower or no adoption of a change across the organization.

5. Foundations for this Change Methodology
General Electric researched effective change initiatives when they were having challenges with implementing large-scale change.
Result was the “Change Acceleration Process”, which was deployed across all GE businesses, starting in 1993, and to customers in 1995.
The current Change Acceptance Process methodology represents an evolution based on application in well over 300 companies & organizations worldwide and on a wide variety of change initiatives.

6. Components of Effective Change
Q x A = E
Q = The “Quality” of the chosen solution (i.e. the solution will address the problem or opportunity at hand)
A = The “Acceptance” of the solution by key stakeholders
E = The overall “Effectiveness” of the change execution to solve the problem, challenge or opportunity
Your change initiative needs both a high “Q” and a high “A” score to be successful

7. Reasons Change Fail Not establishing a great enough sense of urgency
Not translating the vision into meaningful terms
Not having visible leadership for the change
Not identifying and understanding key stakeholders
Not systematically planning to deal with resistance
Not anchoring the change in the company / organization culture and infrastructure
Declaring victory too soon
Focusing on the launch and not the long-haul
The ‘A’ Factor

8. Ongoing Change Research
100% of all changes evaluated as “successful” had a good solution or approach
Over 98% of all changes evaluated as “unsuccessful” also had a good solution or approach
What is the differentiating factor between success and failure?

9. Copyright Demeter Matrix Alliance & Sun Microsystems, Inc., 2004
CAP Model
Integrate
The Change
Compelling
Business
Need
Engage
Support
And
Resistance
Mobilized
Commitment
Shared
Vision
Map the
Transition
Focused
Leadership
Copyright Demeter Matrix Alliance & Sun Microsystems, Inc., 2004

10. Mobilized Commitment:
CAP Model
Mobilized Commitment:
At the heart of any change effort are people who make individual commitments to move the change forward. The objective of the change acceptance work is to have that individual effort mobilized and committed. All of the other CAP elements touch it, are linked to it and drive toward it.
Compelling Business Need:
The change must originate from a business requirement that is either a response to a threat or a movement toward an opportunity and must be articulated in a way as to provide motivation to get others on board.
Integrate the Change:
Driving the change into the DNA of the organization to ensure staying power involves replacing old mindsets, systems and structures and inserting new actions and behaviors.
Integrate
The Change
Compelling
Business
Need
Engage Support and
Resistance:
Actively seeking out resistance and leveraging the support of those behind the change enhances the change effort by learning from and responding to differing input.
Engage
Support
And
Resistance
Shared Vision:
The future is expressed in such a way that it creates a picture of what the change will look like and people can see what they will be doing differently when the change is fully functioning and in place.
Mobilized
Commitment
Shared
Vision
Map the
Transition
Focused
Leadership
Map The Transition:
Just as a topographical map depicts the lay of the land and provides direction to a destination, so too must a change be charted and planned, providing steps toward the vision.
Focused Leadership:
Leadership, whether as sponsoring executives or team leaders, provides focus and motivates commitment through visible actions and behaviors around communication, resourcing, and time and attention to the change.
Assess and Adjust:
Throughout the change there is constant movement, collecting and learning from the input of key stakeholders and adapting the change effort in response to the input.
Copyright Demeter Matrix Alliance & Sun Microsystems, Inc., 2004

11. Using the Model Provides a ‘Pilot’s Checklist’ for change
A flexible, non-linear model – all principles used repeatedly throughout a change
Contains tools to creates conversations and opportunities to apply strategic thought to the influencing of others
Helps teams identify ways to achieve behavioral change and enhance their action planning

12. Change Model & Methodology Implementation Approach

13. Our Approach to Introduce & Implement a Change Methodology
Entire Organization
Business Transition
Business Integration
Go/
No Go?
Stakeholder Involvement
Business Application
Leadership
Alignment
Limited
Time

14. Stakeholder Involvement
Leadership Alignment
An explicit process focused on creating shared understanding and buy-in among the leadership team and action plans with accountability placed on both the leaders and the implementation team.
Stakeholder Involvement:
Senior Leadership
Change implementation team
Outcomes:
Define the Business Case
Build agreement with leadership
Create roll out strategy & implementation plan
Identify target processes and desired outcomes
Determine competency development needed
Design/customize Change Effectiveness training & toolkit
Identify difficult conversations inherent in targeted processes
Coach key leaders & stakeholders
Leadership
Alignment
Stakeholder Involvement
Time
Business Application
Business Integration
Business Transition
Go/
No Go?

15. Stakeholder Involvement
Business Application
Pilot application of Change methodology on select business processes/projects to determine applicability and feasibility of expanded business application.
Stakeholder Involvement:
Select Leadership
Select process / project owners and teams
Change implementation team
Outcomes:
Model application of Change Effectiveness methodology
Launch of initial suite of training programs
Train initial group of Change Effectiveness facilitators*
Ensure difficult conversations are surfaced and addressed with candor and integrity
Evaluate effectiveness of pilot efforts
Create expanded roll out strategy & implementation plan
Coach leaders & change facilitators
Leadership
Alignment
Stakeholder Involvement
Time
Business Application
Business Integration
Business Transition
Go/
No Go?
* Depending on rollout strategy, selecting and equipping initial wave of Change Facilitators may be pushed to phase 3.

16. Stakeholder Involvement
Business Integration
Expand rollout of Change Effectiveness methodology to selected or all business functions / units
Stakeholder Involvement:
Entire Business or subset as define by rollout strategy
Change implementation team
Outcomes:
Application within business functions / units
Revise and finalize Change Effectiveness model, toolkit and initial suite of training
Expand network of trained Change Effectiveness facilitators
Design/develop Change Mastery and/or Practitioner’s Clinics
Develop on-line tools / aids
Monitor roll out plan and business impact
Consult on Change Effectiveness initiatives
Coach leaders & change facilitators
Leadership
Alignment
Stakeholder Involvement
Time
Business Application
Business Integration
Business Transition
Go/
No Go?

17. Stakeholder Involvement
Business Transition
An explicit process focused on integration with key HR & business processes and transition of competency & skill development to internal resources.
Stakeholder Involvement:
Select process owners
Change implementation team
Outcomes:
Integrate skills and competencies into Systems and Structures
Transfer training competency to internal resources
Assess need for additional Change approaches and models (e.g. Org Design, Systems Thinking)
Process for continuous improvement
Coach process owners & all levels of change users
Leadership
Alignment
Stakeholder Involvement
Time
Business Application
Business Integration
Business Transition
Go/
No Go?

18. For more information, contact:
Valuing Change, Inc.