Introducing ENGAGE™, our very own Change Management Framework

The ENGAGE™ Change Management Framework

Change Management models and frameworks can often be branded as being "too theoretical" and be criticized for not being practical enough, this leaves professionals with a gap in business transformation to effectively manage change. 


This is the main driver for us creating our own Change Management Framework which we've branded ENGAGE™.  Our framework focuses on the practical application of change by being flexible enough to complement a variety of business transformation initiatives and able to be integrated into established Business Transformation, Portfolio Management and Programme Management frameworks already adopted and in use within your business. 


For more information about our advisory services to help you ENGAGE™ with your business.

The ENGAGE™ change management framework is broken down into two core sections:

  • CHANGE PLANNING - A Waterfall approach for ensuring that the WHY, WHAT and HOW of change is understood.  This includes defining the impacts of the various stakeholder groups, creating change impact assessments and building your change plans to begin the engagement process.
  • CHANGE EXECUTION - An Agile approach of planning multiple iterations to help take impacted stakeholders from "Un-aware" to "Fully Prepared" based on a variety of core change activities ranging from Awareness & Engagement, Education & Training, Business Preparation & Readiness and Adoption & Realisation. 

Change Planning

Stage 1 - Establish a Vision

The first stage of ENGAGE™ asks the fundamental question of WHY is the change happening in the first place.  It's only by ensuring that the Change Management Teams are onboarded and fully understand the reasons behind the change that they can begin to prepare others through the process.  This stage looks to build and define the case for change which may already exist in an established Business Transformation Programme (for example a Target Operating Model, Vision Statement and/or Problem Statement).  If these don't exist then this is the starting point for the change team.


Stage 2 - Change Defintion

The second stage of ENGAGE™ asks the next question of WHAT is the specific detail of the change.  This stage starts by organising a series of workshops with the business to understand and capture change impacts, each impact is recorded along with meta data to aid the analysis process.  By having a rich set of change impacts change teams can really define the impact of the overall change and truly understand how each function, department, stakeholder group and end to end process is going to be affected.


Stage 3 - Change Preparation

The third stage of ENGAGE™ then asks HOW the change will be managed effectively.  This first takes the change impacts captured in the previous stage by modelling one or more change impact assessments.  The change impact assessments can then be used to start to build the right change networks in the organisation because now the impact of change is understood and more importantly it can be communicated to the senior roles.  Control rooms are then set-up to help join the business and programme teams together to create the VOTB (Voice of the Business) Change journeys can be created for each impacted stakeholder group which will outline what proactive activities should be required to support them through change whilst resolving the impacts, finally these change journeys can then easily be converted into change plans which plans out when those activities need to take place.


Change Execution

Now the Change Plan is in full flight the proactive activities will typically be made up of the following types:


Change Activities - Awareness & Engagement

These activities focus on making sure the impacted stakeholder groups are aware of what the upcoming changes are.  First all communications channels are documented and understood to see which channels are effective for which stakeholder groups.  Then a large array of activities could include the following types of engagement such as targeted communications, seminars, workshops, meetings, publications, control rooms and much more.


Change Activities - Education & Training

These activities focus on ensuring that the impacted stakeholder groups have the capability to change.  This is led by implementing the following types of activities such as process education to help bring to life the new processes and ways of working, involving key super users in the testing process, creating effective training & support materials and delivering training (eLearning / Instructor Led).


Change Activities - Business Preparation & Readiness

These activities focus on preparing the impacted stakeholder groups in getting ready for the changes ahead.  Business readiness activities can range from restructuring teams so that the right people are in the right roles, role mapping to define who in the organisation will be undertaking new ways of working, changing processes early so that people are doing the right things before new systems are implemented, organising and cleansing data used in processes so it can be implemented into new systems and much more.  By using business readiness checklists the organisation can be measured on how "ready" they are along with clearly defined readiness checkpoints that can be used to report back to senior executive teams.


Change Activities - Business Adoption & Realisation

These activities focus when the changes have been made.  This is achieved by leveraging feedback from the control rooms to ensure that the impacted stakeholder groups are adopting change, reviewing benefits realisation to measure the true value of adoption and establish supportive activities such as hypercare support to really aid the business in its time of need.  Even after the point of change it is common to leverage activities from the previous types to help re-inforce messages, re-run training sessions for refresher purposes and to manage reactive change planning if stakeholders require additional support.


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