XII. XIII. XIV. 0 Reeducating 0 Labor changes Actions/ Steps/ Events to Plan and Create Short-term Wins a. Create visible performance improvements b. Acknowledge and reward employees involved in improvements Actions/ Steps / Events to Consolidate Improvements and Produce More Change (i.e., advance the change project) a. Use credibility from early successes to change additional systems/ structures that do not t the new vision b. Develop employees / recruits who can implement the new vision Actions / Steps / Events to Institutionalize the New Approaches a. Articulate the link between new behaviors/ processes/ structures and organizational success b. Develop actions to ensure leadership development Actions/ Steps / Events to Reevaluate Change a. Evaluate critical success factors as control measures b. Analyze the environment to determine if point B is still appropriate II. III. VII. Graduate Organizational Change Plan Outline (Incorporating Kotter's Perspective for Transformation) Introduction to Organization Executive Summary/ Purpose/ Goals a. Include recognition of the need for change b. Recognize need for a plan Analysis of the Broad/ Remote Environment to Determine Opportunities and Threats a. Socio-Cultural trends b. Technological advances c. Economic factors (1. Political/ Legal inuences Analysis of the Operating Environment to Determine Opportunities and Threats a. Direct industry rivals b. Potential entrants c. Viable substitutes (1. Customer and supplier bargaining power Internal Analysis a. Resources (in terms of strengths and weaknesses) to exploit opportunities and mitigate threats b. Firm culture (risk aversion, people orientation, innovation, attention to detail, change averse) 0. Driving and Restraining Forces d. Passive Resistance e. Aggressive Resistance f. Embracing the change Actions/Steps / Events that will Establish a Sense of Urgency Given the Organizational Culture and the Firm's Environment a. Analyze current and/ or future market and competitive realities b. Identify the opportunities and/0r threats driving the need for change Actions/Steps / Events taken to Form a Powerful Guiding Coalition Page 1 of 3 a. Identify the key players needed to advance a change effort b. Dene the selection, structure, and relational characteristics of the team VIII. Actions/ Steps / Events to Create a Compelling Vision for Change a. Create a vision for directing the change effort b. Determine point A (where the rm is currently) and point B (where the rm desires to go) c. Develop a timeline for the change journey IX. Actions/ Steps/ Events to Effectively Communicate the Vision a. How will communication take place? In what format and communication channel? (i.e., in person, by e-mail, by division, by focus groups, publicly, privately, etc.) How often and/or on what timeframe? b. Who will be involved? How will they be selected? How will they be involved? X. Actions/ Steps / Events to Manage Resistance to Change Education and communication Participation and involvement Facilitation and support Negotiation and agreement Manipulation and co-optation Explicit and/or implicit coercion rhsb pm 53'! XI. Actions/ Steps / Events to Empower Others to Act on the Vision a. Removing systems or structures that hinder the change project b. Encouraging risk-taking and nontraditional ideas c. Identify key Elements Involved in the Change 1. Staff Involvement 2. J obWork Flow 3. Skill Sets/changes 0 Education/Training Needs 0 Policies and Procedures 0 Job Descriptions 0 Seminars/Lectures/Hands-on skills training 4. Labor Needs 5. Technology Needs 6. Marketing Needs 7. Emotional/ Psychological Support 8. Cost of Change 0 Re-tooling Page 2 of 3