Change Management Approach

Ennovates Change Management approach was designed in-house and builds upon the foundations of John Kotter’s ‘systematic eight step approach’ and the application of Prosci Research into best practice Change Management. Ennovate refined and tailored the approach to reflect their in-the-field experience.

Our approach defines the change as three distinctive phases; preparing for the change, managing the change and sustaining the change. The activities undertaken at each phase and the skills and competencies required to support these activities differ. Recognising the need to rebalance the team and bring in new skills coupled with the constant need to move resources in and out of a change programme requires careful management. We provide below the framework approach outlining the phasing and key activities groupings.

A summary of the deliverables for each stage and step of the Ennovate Change Management Approach is outlined below:

Stage	Step	Step Name	Inventory of Outcomes Required
Preparing for Change	1	Vision	Agreed organisational level vision Agreed programme goals linked to vision Agreed KPI’s linking to goals
	2	Listen	Formal Organisational mood assessment completed Stakeholder Map exercise completed Key change resistor’s identified and change advocators identified
	3	Plan	Milestone plan completed Programe Stategic map completed Programme Governance Structures in place End-state organisational design framework agreed Component / functional level plans in place Scope of change agreed Communication strategy in place
	4	Communicate	Business Champions in place Training and coaching for communications in place Communication channels ready Feedback mechanisms in place
Managing Change	5	Impliment painful decisions first	Programme goals known to all impacted employees and functions Iniital conversations between line-managers and employees impacted completed Programme Communications Plan and feedback mechanisms mobilised Completed change in the high impacted areas
	6	Implement redesigned roles, structures and process	Completed ‘as is’ assessments on roles, structures and processes Designed and implemented new organisational structures Designed and implemented new roles Designed and implemented new process
	7	Communicate, communicate & communicate	Effective Stakeholder Management in place Formal communication tools with regular updates in place Informal network for communications in place and effective Effective feedback mechanisms in place
Sustaining Change	8	Coaching, listening and new management	Line management bought-in to process Line management coaching programmes in place Stakeholders living the new vision Stakeholders delivering upon goals agreed Staff acceptance that change has happened Transparency on actions and outcomes for all impacted areas Accountability and outcomes begin to normalise
	9	Measure and manage	New reporting structures in place New KPI’s in place Tracking in place throughout the programme Scorecard system in place for continuous assessment