🚀 go-pugleaf

It's wonderful that you and your organization are recognizing the need to
design and implement a thoughtful (and successful!) change management plan. In
my experience, too many organizations come to this realization only after a
change initiative has failed or in response to the cultural disruption that the
business-change initiative has incited. So, you're on the right path!

To put it briefly, a change management plan begins with an organizational
definition of the "desired future state" as it relates to several core
elements: Systems, processes, People & Culture. This definition (initially
established by the senior leadership) is not a rigid structure, given that
change is constant. But, it must provide a framework.

As part of the process, of imagining and defining this future state,
it would be important to define competnecies - including those of leadership &
management.

In addition, I suggest designing a change readiness assessment which would
include, among other things, a set of criteria that defines and can be used to
measure "successful change".

The second step would be to do a gap analysis: identify the present in relation
to the future state and define the transitional state (that space between the
present and the accomplishment of that future framework).

Communication, as well as education and training, are the core processes and
tools for change management. Once the basic framework (future, present &
transitional gap) has been defined, senior leadership, managers and employee
focus groups can be mobilized to define & plan for: What is to be communicated?
How? To Whom? When?

If I can be of help or support (to answer more specifc questions and offer more
specific suggestions), please feel free to contact me.
Regards,
Claire Smith   Clarro@aol.com
Facilitator-Consultant: Change & Transition; Teams; Process Improvement
"Common Sense Is Genius Dressed Up In Its Working Clothes"