Level 3 Diploma in Business Administration
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PowerPoint presentationRecap session
Unit 341 (M&L 19): Implement change
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Today’s objectives
• Introduction to the course and scheme of work
• Understand the principles of change management
• Be able to plan the implementation of change
• Be able to manage the implementation of a change plan
• Be able to evaluate the effectiveness of the implementation of change
plans
• End assessment
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Effective leadership
In order to manage change effectively, you will need to rely on the
specific kinds of attitudes and behaviours underpinned by effective
leadership strategies, techniques and approaches.
What are these
skills?
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Stakeholders involved in change
Team members Other
departments
Managers Customers
Suppliers
Local
community
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Stakeholders involved in change
These can be broken down into INTERNAL and EXTERNAL
Team members Other
departments Managers
Customers Suppliers Local
community
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Change management models
There are a number of change management models available
including:
• Kotter’s 8-step change model
• Lewin’s change management model
• The change curve
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Kotter’s 8-step change model
71 2 3 4 5 6 8
Creating a climate
for change
Engaging the whole
organisation
Implementing
and sustaining
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Lewin’s change management model
• Ensure that stakeholders are ready for change
Unfreeze
• Execute the intended change
Change• Ensure that
the change becomes permanent
Refreeze
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The Change Curve
Denial
Anger
Exploring
Acceptance
Stage 1
Information
Stage 2
Support
Stage 3
Direction
Stage 4
Encouragement
Confidence, m
ora
le
and e
ffectiveness
Time
Looking to the past Looking to the future
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Business risks
With any change there are always going to be business risks, this is
why it’s important you assess these risks.
Problem
or issue
Options
Options
Options
Options
Options
Implications
Implications
Implications
Implications
Implications
Implications
Judgements DecisionImplementation
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SWOT
Strengths Weaknesses
Opportunities Threats
Strengths: characteristics of the business or project that give it an
advantage over others
Weaknesses: characteristics that place the business or project at a
disadvantage relative to others
Opportunities: elements that the project could exploit to its advantage
Threats: elements in the environment that could cause trouble for the
business or project
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PESTLE
Political
Economic
SocialTechnological
Legal
Environmental
Your
objective
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Force Field Analysis
Present state
or
Desired state
Driving forces
(Positive forces for
change)
Restraining forces
(Obstacles for change)
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Crisis management
This is the process by which an organisation deals with a major event
that could cause significant disruption to its operations.
When change is implemented in the business, this will create additional
risks, so it is important to create a crisis management plan.
Preparedness
ResponseRecovery
Mitigation and prevention
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Barriers to change
When implementing change you will need to consider the barriers that
may occur.
Some examples could be:
• unclear communication
• lack of leadership
• insufficient resources
• no clear strategy
• employee resistance.
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Evaluating change
When you have implemented change, it is important to evaluate its
impact.
You could do this through:
• gap analysis
• stakeholder satisfaction reviews
• cost–benefit analysis.
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The need for change
There are many reasons as to why businesses may need to implement
change. Reasons can usually be broken down into two categories.
Here are some examples below:
INTERNAL EXTERNAL
Review of policies and
procedures
Changes in global markets
Accommodation issues New competitors or
technology
Pay structures Government legislation
Employee feedback Customer feedback
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Consequences for not implementing change
It can be easy to ignore issues and not implement changes.
Implementing change can be a challenging task. Not acting change can
cause severe consequences for both the individual and the
organisation.
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Roles and responsibilities of the project team
When you are implementing change, you may need to establish a
change management project team.
You can break these roles down into two categories
Core members
Will be involved in the change project from start to finish and normally
have a broad range of skills which will be applicable throughout the
project.
Non-core members
May be brought in where specific skills are needed for a short period or
to carry out a particular task.
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Roles within the project team
Here are some examples of roles:
• Change Project Sponsor
• Change Project Manager
• Team Members
• Customer Representatives
• Stakeholders
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Plan the implementation of change
It is important to design a plan before you implement change. You will
need to ensure that within your plan, you include SMART targets.
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Briefing the team
The best method to communicate the change will depend on the nature
of the change and the location of the team.
Here are some examples.
Meetings
• Ideal for people at the same location with a direct impact of the change
Team briefings
• Ideal for larger groups to give an overall picture
Presentations
• Ideal for core project team to gain a full understanding of the change process
Reports
• Ideal for stakeholders to update on progress
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Escalation processes
The process for reporting problems will vary depending on the project
and the organisation that you work for. Processes/documents that
could be used are, for example:
• Change logs
• Progress meetings
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Monitoring techniques
The monitoring of change is very important in ensuring that the change
is delivered on time and within scope and budget. In order for this to be
successful, monitoring techniques should be incorporated in the early
planning stages of the change.
There are a wide range of change management monitoring techniques
available for use and the technique chosen will depend on the nature
and size of the change being implemented.
Examples include:
• Gantt charts
• Critical Path Analysis
• Milestone slip charts
• Progress reports
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Gantt charts
Task Jan Feb Mar Apr
Task 1
Task 2
Task 3
Task 4
Completed Not completed
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Critical Path Analysis
Crack
eggs
Slice
bread
Fill
Kettle
Wait for eggs to poach
Wait for bread
to toast
Wait for kettle
to boil
Butter
toast
Make
tea
Make
Meal
Eat
meal
Time
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Milestone slip charts
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Progress reports
Depending on the audience of the report, It could detail an overall
summary of progress to date, or it could be broken down into individual
milestone progress. This report could also contain the charts mentioned
previously to illustrate progress.
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Implement plans within the agreed timescales
Delays in implementing the change can mean late, over-budget
projects, so its important to keep the implementation timescales. There
are many ways to achieve this, such as:
• not allowing small deadlines to slide
• keeping clear track of milestones
• being flexible in the approach to the plan
• prioritising resources appropriately.
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Providing support
It is important to be able to provide appropriate support to your team
members and other stakeholders whilst the change is being
implemented.
Examples of doing this include:
• re-assurance about job roles
• involvement in the change management process
• regular updates of information
• provision of training
• counselling.
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Contingency plans
Contingency Plan
Description of the
problem
Workaround of problem
Scope of contingency
Probability and impact
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It is important that problems are managed effectively when they occur.
Having an effective contingency plan will help you achieve this. In order
to develop a contingency plan, ask yourself these questions:
• What problem could occur?
• How can we workaround the problem?
• What is the scope of the workaround?
• What is the likelihood of the problem?
• What impact could it cause?
Contingency plans