book

The Change Leader's Roadmap: How to Navigate Your Organization's Transformation, Second Edition

Name: The Change Leader's Roadmap: How to Navigate Your Organization's Transformation, Second Edition
ISBN: 9780470648063

by Linda Ackerman Anderson, Dean Anderson, Daryl R. Conner

October 2010

Intermediate to advanced

392 pages

9h 3m

English

Pfeiffer

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Copyright
PREMIUM CONTENT FOR THE CHANGE LEADER'S ROADMAP
FOREWORD
PREFACE
ACKNOWLEDGMENTS
INTRODUCTION
KEY POINTS FROM BEYOND CHANGE MANAGEMENTTHE CHANGE LEADER'S ROADMAP METHODOLOGYStructure of The Change Leader's Roadmap MethodologyHow The Change Leader's Roadmap Methodology Is UniqueOur AudienceHow This Book Is OrganizedUsing This Book to Your AdvantageOur Challenge to You
1. Upstream Change
1. PHASE I: Prepare to Lead the Change: Start Up, Staff, and Create Your Case for Change
1.1. HEARING THE WAKE-UP CALL1.2. PHASE I: PREPARE TO LEAD THE CHANGE1.3. ACTIVITY I.A: START UP AND STAFF CHANGE EFFORT1.3.1. Task I.A.1: Obtain Project Briefing1.3.2. Task I.A.2: Clarify and Staff Initial Change Leadership Roles1.3.3. Task I.A.3: Create Optimal Working Relationships1.3.4. Task I.A.4: Identify Project Community1.3.5. Task I.A.5: Determine Phase I Roadmap1.4. ACTIVITY I.B: CREATE CASE FOR CHANGE AND DETERMINE INITIAL DESIRED OUTCOMES1.4.1. Task I.B.1: Design Process for Creating Case for Change and Initial Desired Outcomes1.4.2. Task I.B.2: Assess Drivers of Change1.4.3. Task I.B.3: Clarify Type of Change1.4.4. Task I.B.4: Identify Leverage Points for Change1.4.5. Task I.B.5: Perform Initial Impact Analysis1.4.6. Task I.B.6: Clarify Target Groups and Scope1.4.7. Task I.B.7: Determine Degree of Urgency1.4.8. Task I.B.8: Determine Desired Outcomes and Compile Case for Change1.5. SUMMARY
2. PHASE I: Prepare to Lead the Change: Assess and Build Your Organization's Readiness and Capacity, and Build Leaders' Capability to Lead the Change
2.1. ACTIVITY I.C: ASSESS AND BUILD ORGANIZATION'S READINESS AND CAPACITY2.1.1. Task I.C.1: Assess Readiness and Capacity2.1.1.1. Change Readiness2.1.1.2. Capacity for Change2.1.2. Task I.C.2: Build Readiness and Capacity2.2. ACTIVITY I.D: BUILD LEADERS' CAPABILITY TO LEAD THE CHANGE2.2.1. Task I.D.1: Assess Leaders' Capability to Lead the Change2.2.2. Task I.D.2: Ensure Leaders Model Desired Mindset and Behavior2.2.3. Task I.D.3: Build Leader Commitment and Alignment2.2.4. Task I.D.4: Develop Leaders' Change Knowledge and Skills2.2.5. Task I.D.5: Develop Executive and Change Leadership Teams2.2.6. Task I.D.6: Support Individual Executives and Change Leaders2.3. SUMMARY
3. PHASE I: Prepare to Lead the Change: Clarify Your Overall Change Strategy
3.1. ACTIVITY I.E: CLARIFY OVERALL CHANGE STRATEGY3.1.1. Task I.E.1: Design Process for Building Change Strategy3.1.2. Task I.E.2: Define Values and Guiding Principles3.1.3. Task I.E.3: Clarify Governance and Decision-Making3.1.3.1. Individual Owner3.1.3.2. Group Owner3.1.4. Task I.E.4: Determine Required Initiatives and How to Unify Them3.1.5. Task I.E.5: Determine Fit and Priority of Change Effort3.1.6. Task I.E.6: Create Multiple Project Integration Strategy3.1.7. Task I.E.7: Identify Bold Actions3.1.8. Task I.E.8: Clarify Engagement Strategy3.1.9. Task I.E.9: Design Overall Communication Plan3.1.9.1. Planning Your Kickoff Communication3.1.10. Task I.E.10: Determine Change Acceleration Strategies3.1.11. Task I.E.11: Secure Commitment for Resources3.1.12. Task I.E.12: Identify Milestones and Timeline, and Compile Change Strategy3.2. SUMMARY

4. PHASE I: Prepare to Lead the Change: Build the Infrastructure and Conditions to Support Your Change Effort
4.1. ACTIVITY I.F: BUILD INFRASTRUCTURE AND CONDITIONS TO SUPPORT CHANGE EFFORT4.1.1. Task I.F.1: Initiate Strategies for Dealing with Political Dynamics4.1.2. Task I.F.2: Create Conditions for Success4.1.3. Task I.F.3: Identify Process for Creating Shared Vision4.1.4. Task I.F.4: Design Information Generation and Management Strategies4.1.4.1. Information Generation4.1.4.2. Information Management4.1.5. Task I.F.5: Initiate Course Correction Strategy and System4.1.6. Task I.F.6: Initiate Strategies for Supporting People Through Emotional Reactions and Resistance4.1.6.1. How People React to Change4.1.7. Task I.F.7: Initiate Temporary Change Support Mechanisms4.1.7.1. Temporary Change Structures4.1.7.2. Temporary Management Systems, Policies, and Technology4.1.7.2.1. Sample Temporary Management Systems4.1.7.2.2. Sample Temporary Policies4.1.7.2.3. Communications and Engagement4.1.7.2.4. Information Management4.1.7.2.5. Project Management4.1.7.2.6. Education4.1.7.2.7. Assessments4.1.8. Task I.F.8: Determine Measurements of Change4.1.9. Task I.F.9: Initiate Temporary Rewards4.1.10. Task I.F.10: Determine Phase II Through V Roadmap4.2. SUMMARY
5. Phase II: Create Organizational Vision, Commitment, and Capability
5.1. ACTIVITY II.A: BUILD ORGANIZATIONAL UNDERSTANDING OF CASE FOR CHANGE, VISION, AND CHANGE STRATEGY5.1.1. Task II.A.1: Communicate Case for Change and Change Strategy5.1.1.1. An Effective Communications Rollout Scenario5.1.1.2. What to Communicate and How to Position the Transformation5.1.2. Task II.A.2: Roll Out Process to Create Shared Vision and Commitment5.1.2.1. Determining the Content of Your Vision5.1.2.2. Writing a Vision Statement5.1.2.3. Building Collective Ownership for Your Vision5.1.3. Task II.A.3: Demonstrate That Old Way of Operating Is Gone5.2. ACTIVITY II.B: INCREASE ORGANIZATION'S CAPABILITY TO CHANGE5.2.1. Task II.B.1: Build Organization's Change Knowledge and Skills5.2.2. Task II.B.2: Promote Required Mindset and Behavior Change5.3. SUMMARY
6. Phase III: Assess the Situation to Determine Design Requirements
6.1. ACTIVITY III.A: ASSESS THE SITUATION TO DETERMINE DESIGN REQUIREMENTS6.1.1. Task III.A.1: Assess Relevant Aspects of Your Organization6.1.2. Task III.A.2: Benchmark Other Organizations for Best Practices6.1.3. Task III.A.3: Clarify Customer Requirements6.1.4. Task III.A.4: Write Statement of Design Requirements6.2. SUMMARY
2. Midstream Change
7. PHASE IV: Design the Desired State
7.1. ACTIVITY IV.A: DESIGN DESIRED STATE7.1.1. Task IV.A.1: Create Process and Structure to Design Desired State7.1.1.1. Use of External Consulting Services7.1.1.2. Integrating Design Efforts Across the Organization7.1.2. Task IV.A.2: Design Desired State7.1.3. Task IV.A.3: Pilot Test7.1.4. Task IV.A.4: Communicate Desired State7.2. SUMMARY
8. PHASE V: Analyze the Impact
8.1. ACTIVITY V.A: ANALYZE IMPACTS OF DESIRED STATE8.1.1. Task V.A.1: Design Process for Conducting Impact Analysis8.1.2. Task V.A.2: Identify and Group Impacts8.1.3. Task V.A.3: Assess Magnitude of Impacts and Prioritize8.1.4. Task V.A.4: Refine Desired State8.2. SUMMARY
9. PHASE VI: Plan and Organize for Implementation
9.1. ACTIVITY VI.A: DEVELOP IMPLEMENTATION MASTER PLAN9.1.1. Task VI.A.1: Design Process to Develop Implementation Master Plan9.1.2. Task VI.A.2: Identify Impact Solutions and Action Plans9.1.3. Task VI.A.3: Integrate Solutions and Action Plans and Compile Implementation Master Plan9.1.4. Task VI.A.4: Design Strategies to Sustain Energy for Change9.1.5. Task VI.A.5: Determine Resources, Pacing Strategy, and Timeline9.2. ACTIVITY VI.B: PREPARE ORGANIZATION TO SUPPORT IMPLEMENTATION9.2.1. Task VI.B.1: Establish Infrastructure and Conditions to Support Implementation9.2.2. Task VI.B.2: Support People Through Implementation9.2.2.1. Letting Go of the Past9.2.3. Task VI.B.3: Communicate Implementation Master Plan9.3. SUMMARY
3. Downstream Change
10. PHASE VII: Implement the Change
10.1. ACTIVITY VII.A: IMPLEMENT THE CHANGE10.1.1. Task VII.A.1: Roll Out Implementation Master Plan10.1.1.1. Dealing with Resistance10.1.1.2. Attend to People's Reactions10.1.1.3. Walk Your Talk and Support People's Change in Culture, Mindset, and Behavior10.1.2. Task VII.A.2: Monitor and Course-Correct Implementation10.1.3. Task VII.A.3: Monitor and Course-Correct Desired State10.2. SUMMARY
11. PHASE VIII: Celebrate and Integrate the New State
11.1. ACTIVITY VIII.A: CELEBRATE ACHIEVEMENT OF DESIRED STATE11.1.1. Task VIII.A.1: Celebrate Achievement of Desired State11.2. ACTIVITY VIII.B: SUPPORT INTEGRATION AND MASTERY OF NEW STATE11.2.1. Task VIII.B.1: Support Individuals and Teams to Integrate and Master New State11.2.2. Task VIII.B.2: Support Whole System to Integrate and Master New State11.3. SUMMARY
12. PHASE IX: Learn and Course-Correct
12.1. ACTIVITY IX.A: BUILD SYSTEM TO CONTINUOUSLY IMPROVE NEW STATE12.1.1. Task IX.A.1: Build System to Continuously Improve New State12.2. ACTIVITY IX.B: LEARN FROM YOUR CHANGE PROCESS AND ESTABLISH BEST PRACTICES12.2.1. Task IX.B.1: Learn from Your Change Process and Establish Best Practices12.3. ACTIVITY IX.C: DISMANTLE TEMPORARY CHANGE INFRASTRUCTURE12.3.1. Task IX.C.1: Dismantle Temporary Change Infrastructure12.4. SUMMARY
4. Leveraging The Change Leader's Roadmap
13. Putting The Change Leader's Roadmap into Practice
13.1. THE MODEL AS A THINKING DISCIPLINE13.2. DEVELOPMENTAL STAGES FOR LEARNING THE CLR METHODOLOGY13.3. REACTIONS TO THE CHANGE LEADER'S ROADMAP MODEL13.3.1. Reaction 1: "Thanks for the Structure and Security"13.3.2. Reaction 2: "I Want Simple!"13.3.3. Reaction 3: "How Can We Go Faster?"13.4. A TOP-DOWN VERSUS A MULTI-DIRECTIONAL APPROACH TO CHANGE13.5. SUMMARY
14. Opportunities for Leveraging The Change Leader's Roadmap Methodology
14.1. THE CLR CRITICAL PATH14.2. USING THE CHANGE LEADER'S ROADMAP AS YOUR COMMON CHANGE METHODOLOGY14.2.1. Increasing the Organization's Change Capability14.2.2. Using the CLR to Change Your Organization's Culture14.2.3. The CLR Just-in-Time Consulting Strategy14.2.4. Accelerating the Change Process14.2.5. Using the CLR as a Phase Gate Process14.3. SUMMARY
15. Continuing the Journey to Conscious Change Leadership
15.1. SOME THOUGHTS FOR CONSULTANTS15.2. SOME THOUGHTS FOR LEADERS15.3. SUMMARY
A. PHASES, ACTIVITIES, AND TASKS OF THE CHANGE LEADER'S ROADMAP
A.1. PHASE I: PREPARE TO LEAD THE CHANGEA.1.1. Activity I.A—Start Up and Staff Change EffortA.1.2. Activity I.B—Create Case for Change and Determine Initial Desired OutcomesA.1.3. Activity I.C—Assess and Build Organization's Readiness and CapacityA.1.4. Activity I.D—Build Leaders' Capability to Lead the ChangeA.1.5. Activity I.E—Clarify Overall Change StrategyA.1.6. Activity I.F—Build Infrastructure and Conditions to Support Change EffortA.2. PHASE II: CREATE ORGANIZATIONAL VISION, COMMITMENT, AND CAPABILITYA.2.1. Activity II.A—Build Organizational Understanding of Case for Change, Vision, and Change StrategyA.2.2. Activity II.B—Increase Organization's Capability to ChangeA.3. PHASE III: ASSESS THE SITUATION TO DETERMINE DESIGN REQUIREMENTSA.3.1. Activity III.A—Assess the Situation to Determine Design RequirementsA.4. PHASE IV: DESIGN THE DESIRED STATEA.4.1. Activity IV.A—Design Desired StateA.5. PHASE V: ANALYZE THE IMPACTA.5.1. Activity V.A—Analyze Impacts of Desired StateA.6. PHASE VI: PLAN AND ORGANIZE FOR IMPLEMENTATIONA.6.1. Activity VI.A—Develop Implementation Master PlanA.6.2. Activity VI.B—Prepare Organization to Support ImplementationA.7. PHASE VII: IMPLEMENT THE CHANGEA.7.1. Activity VII.A—Implement the ChangeA.8. PHASE VIII: CELEBRATE AND INTEGRATE THE NEW STATEA.8.1. Activity VIII.A—Celebrate Achievement of Desired StateA.8.2. Activity VIII.B—Support Integration and Mastery of New StateA.9. PHASE IX: LEARN AND COURSE-CORRECTA.9.1. Activity IX.A—Build System to Continuously Improve New StateA.9.2. Activity IX.B—Learn from Your Change Process and Establish Best PracticesA.9.3. Activity IX.C—Dismantle Temporary Change Infrastructure
BIBLIOGRAPHY
ABOUT THE AUTHORS

Content preview from The Change Leader's Roadmap: How to Navigate Your Organization's Transformation, Second Edition

FOREWORD

Compared with other disciplines, the field of change management is a relative newcomer. As a discrete field of practice, its theoretical roots can be traced back to the late 1940s/early 1950s. Among executive ranks, widespread knowledge of its existence didn't come about, however, until the 1960s—and even then, it was considered an obscure specialty for human resource or organization development types. It wasn't until the 1980s that it developed any real degree of acceptance from the line side of business, and it wasn't until the 1990s that it became an accepted strategic tool for senior officers. Today, change management has come into its own and is considered a must for most organizations engaged in critically important change efforts. ...

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The Change Leader's Roadmap: How to Navigate Your Organization's Transformation, Second Edition

by Linda Ackerman Anderson, Dean Anderson, Daryl R. Conner

FOREWORD

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.