IMPLEMENTING AN

EFFECTIVE CHANGE
PROGRAMME
Checklist 040

» INTRODUCTION

The ability to manage change effectively is a key skill for managers in a society where rapid change has
become the norm and new technologies are continually being introduced. However, research shows that
many, if not most, change efforts fail to achieve their objectives, at least to some extent. Paying close attention
to the process of implementation will pay dividends in terms of your ability to achieve objectives and achieve
and sustain organisational success.

Change management can be a slow, painful and expensive process. An informed and thoughtful approach will
be needed to address both ‘hard’ logistical issues and ‘softer’ people issues. Many people find change difficult
and may resist or try to hinder the process. A combination of patience and firmness will help managers to
handle change programmes effectively, especially where they are seeking to change attitudes and behaviour.

The detailed schedule for implementing change will vary according to both the type of organisation and the
nature and scope of the changes that are planned. There are, however, common issues that should be
considered and general principles that should be followed when introducing change regardless of the specific
context. Many different models are used for managing change and managers may wish to find out about the
ideas of writers such as John Kotter, Rosabeth Moss Kanter; Kurt Lewin and Bernard Burnes (See related
Checklists and Thinkers under Additional Resources, below) and identify a model which they feel will work well
in their particular situation.

This checklist aims to provide some generic guidance for those implementing change in their organisations. It
assumes that a sound business case for change has been made, and that the scope of the change and its
objectives have already been clearly defined and carefully thought through. Further guidance on the planning
phase of the change process is provided in our checklist on mapping a change programme. (See Related
Checklists and Thinkers below.)

» DEFINITION

Managing change involves accomplishing a transition from position A to position B and handling any
problems which come up during the process. The process of change within organisations usually results
from interactions between four major elements: equipment (technology); processes (working procedures);
organisation structure; and people. Change to any one of these will inevitably lead to changes to the others,
as organisations are complex inter-related systems.

» ACTION CHECKLIST

1. Agree the implementation strategy

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Before you begin to embark on a programme of change, you must have a clear strategy based on the
objectives and outline plans which have already been set. The details of the implementation will depend on
the desired outcomes and on the approach to be taken, whether this is to be top-down, bottom-up, or a mix of
both. Decide also whether to introduce change by division, by department, or organisation-wide. Bear in mind
that a ‘big bang’ approach is not normally advisable as most organisations only have a finite capacity to cope
with change. When deciding which approach to take, it is also important to think about where the key
influencers are and how communication channels will work.

A programme of change is unlikely to be the only corporate initiative underway at any given point in time.
Ensure that the strategy and goals behind the programme are consistent with those of other organisational
initiatives, and that all are pointing in the same direction. Make sure that employees receive consistent
messages about the organisation's core values and beliefs in relation to all the initiatives.

2. Agree timeframes

Every change programme needs a start date. Also, aim to set a finite time span for the implementation,
regardless of whether it is being introduced incrementally or simultaneously across all divisions. The timetable
must be stretching enough to convey urgency, but attainable enough to be motivating and realistic.

3. Draw up detailed implementation plans

Draw up detailed implementation plans with each divisional or departmental head in line with both the strategy
and timetable which have been agreed. The team responsible for the changes can act as a source of advice
and consultancy when necessary, but line managers should be empowered to determine how to implement
the change in their areas of responsibility, in accordance with its overall goals. For senior management,
decide how progress will be monitored and whether stage reviews are necessary.

4. Set up a team of change champions

The change champion team will not necessarily include top management, but will benefit from a board level
champion. The team should include the key people involved in designing and delivering the change, as well
as those affected by it. This team has a key role to play in benefits realisation management – defining and
disseminating the benefits of the changes and communicating them effectively in their own parts of the
organisation.

5. Establish good programme management practices

Treat change in the same way as you would handle any project or programme. Consider using a recognised
project or programme management tool or methodology, such as ‘Managing Successful Programmes’. Keep
objectives in mind, set milestones and monitor progress in order to keep the programme on schedule and on
budget. Don’t assume that change will necessarily be wholly successful or painless. Undertake a risk analysis
and make any necessary contingency plans. It is imperative to flag up potential problems as early as possible.
Also keep track of the costs associated with implementing change and ensure that a contingency budget is in
place. Establish ground rules for the programme team, particularly with regard to information sharing,
decision-making and reporting.

6. Communicate clearly

The importance of good communications to the success of change programmes cannot be underestimated.
Good communications should be based on careful stakeholder analysis in order to ensure the right messages
get to the right stakeholders through the best channels. Identify your stakeholders, map them carefully, and
then communicate with each stakeholder group in a manner that will encourage their positive engagement
with the aims of the programme.

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Do all you can to ensure that employees at every level of the organisation understand the reasons for change
and know what will be happening, when it will be happening and what is expected of them. Often, it is
uncertainty rather than change that really worries employees. Provide as much information as possible and
quash inaccurate rumours as soon as they arise.

Don’t assume that everything is clear to everyone after a single message. Communication should be ongoing.
Provide opportunities for employees to seek clarification, where necessary and give regular updates and
progress reports. Make sure to report on early wins and celebrate successes.

7. Ensure participation and help to minimise stress

All change is stressful and it can be especially stressful if it is imposed without consultation or adequate
communication. This can have a detrimental effect on how well change is adopted and sustained in the
longer-term. There are, of course, instances when change has to be imposed to address an issue such as a
financial crisis, but mechanisms can be introduced to facilitate the process. Fear of the unknown rather than
change itself is often a major stress factor but its impact can be reduced by being as open as possible about
the consequences of change.

8. Personalise the case for change

Individual employees must feel they can take ownership of the change programme as it evolves. This is much
easier when they can personalise it and relate it to their own work and team. Ensure that line managers are
able to present the corporate case for change in terms which every individual in the company can relate to.
Consider what change will mean for each individual in terms of: status (job title, budget responsibility); habits
(changes to working time, new colleagues); beliefs and attitudes (move to a customer focus); and behaviour
(new working practices). Changes to working practices will need input from the HR department at the planning
stage and may require specific change activity or union consultation, for example.

9. Be prepared for conflict and manage it effectively

Change usually brings about conflict of one kind or another, simply because people have different views and
react to stressful situations in different ways. Try to bring conflict to the surface rather than allow it to fester;
tackle it by examining and analysing it with those involved and seeking ways to resolve the issues. Conflict
can often be put to positive use. For example, open discussion and clarification can lead to the resolution of
difficulties and the introduction of improvements.

When conflict cannot be resolved through explanation and discussion, you will have to negotiate and
persuade. This means avoiding getting into any entrenched positions yourself, and working out how to
influence others if they dig their heels in too deeply. It also means finding ways to reach agreement on the
best way forward without major loss of face for either side, while at the same time, being mindful not to
prejudice the underlying change initiative.

10. Motivate your employees

Sustained change requires very high levels of motivation and this will be difficult without strong relationships
of trust and respect across the organisation. Recognise that employees need to feel valued, to have their
efforts and achievements recognised, and to be developed and challenged. Be aware that different people are
motivated by different types of reward.

11. Develop skills

View the change programme as a learning process. Give attention to developing both technical and
interpersonal skills at all levels within the organisation and integrate this into corporate training and
development programmes. Specific training to enable change, such as providing an induction into new
systems and technologies may also be needed.

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Change also provides an opportunity to develop learning capability and build a culture of learning into the
organisation. Creating goals and plans that everyone can subscribe to will enable everyone to benefit. Turn
learning into something that people want to buy into, rather than a chore – help people to feel the 'buzz' of
discovery and involvement in new developments. Set an example by updating the skills of top management.

12. Maintain momentum

Incremental change is often a long process, consisting of very small and often imperceptible changes in
behaviour and attitudes. Accept that change may be a stop/start process. Watch out signs that initial
enthusiasm is flagging and the pace of change is slowing to an unacceptable rate. Plan for this and develop
strategies to create a sense of purpose and urgency and give fresh impetus. To gear the organisation up for
renewed efforts after setbacks, seek innovative ways to remind staff of the overall case for change and to
reinforce its value to them. A set of quick wins and visible success points is a useful framework for achieving
this. Leading indicators of potential benefits are also helpful in maintaining interest and demonstrating
progress.

Think about how to address problems which have prevented progress in the past. Ask yourself what and who
is preventing progress, and who can help to unblock the situation. You analysis of stakeholder groups, and of
their varying interests and perspectives, (as mentioned in point 6 above,) should help you to gain an
understanding of the forces in play. Aim to break the code of silence that engenders organisational
protectionism and maintains the status quo.

13. Monitor and evaluate

Monitor and evaluate the results of the change programme against the goals and milestones established in
the original plan. Are these goals still appropriate or do they need to be revised in the light of experience?
Existing performance measures may not be compatible with the changes being introduced and may hinder
change unless they are revised. Check that all the measures used are consistent with organisational vision
and goals, and if not, re-design them. Be honest in your assessment of progress. If there is a real divergence
between the planned goals and reality, admit this and take corrective action without delay. Be open about
failure and involve employees in setting new targets or devising new measures.

In some circumstances it may be necessary to engage an internal or external change agent as they will have
the skills and abilities needed to facilitate a difficult process of change. Organisations that are otherwise good
at what they do may nonetheless find it difficult to manage change effectively.

» POTENTIAL PITFALLS

Managers should avoid:

› trying to implement change without top management sponsorship and commitment

› going ahead without involving employees at every stage of design and implementation
› failing to anticipate resistance or prepare for it
› forgetting to take into account implementation costs,
› getting lost in the detail and losing sight of the vision
› failing to publicise successes to build up momentum and support.

» ADDITIONAL RESOURCES

BOOKS

Agile change management: a practical framework for successful change planning and
implementation, Melanie Franklin

All rights reserved. No part of this publication may be reproduced in a retrieval system, or transmitted, in
any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the
prior permission of the publisher.
London: Kogan Page, 2014
This book is also available as an e-book

Making sense of change management: a complete guide to the models, tools and techniques of
organizational change, Esther Cameron, Mike Green
London: Kogan Page, 2012

The change book, Mikael Krogerus, Roman Tschappeler

London: Profile Books, 2012

The transformation roadmap: accelerating organisation change, Paul Mooney,

Cork, Ireland: Oak Tree Press, 2012

Change leadership: developing a change-adept organization, Martin Orridge

Farnham: Gower, 2009
This book is also available as an e-book.

Change strategy and projects at work, Roger Jones, Neil Murray

Oxford: Butterworth Heinemann, 2008
This book is also available as an e-book.

This is a selection of books available for loan to members from CMI’s library. More information at:
www.managers.org.uk/library

JOURNAL ARTICLES

Change for the better, Tracy Chisholm, Annette Martell

Communication World. Dec 2013, vol. 30 no 9, pp 22-25

Managing change: nine common blunders-and how to avoid them, Tim Toterhi, Ronald J Recardo
Global Business & Organizational Excellence. Jul/Aug 2012, vol. 31 no 5, pp 54-69

Successful change management, J S Oakland, Stephen Tanner

Total Quality Management & Business Excellence. Jan-Mar 2007, vol 18 no pp 1-19

Why do change efforts so often fail? Richard McBain

Henley Manager Update. Spring 2006, vol 17 no 3, pp 19-29

These articles are available for members to download from CMI’s library. More information at
www.managers.org.uk/library

RELATED CHECKLISTS

015 Pioneer of empowerment and change

038 Mapping an effective change programme
050 Change management and group dynamics

» NATIONAL OCCUPATIONAL STANDARDS FOR MANAGEMENT & LEADERSHIP

This checklist has relevance for the following standards:

› Unit CA3: Engage people in change

› Unit CA4: Implement change
› Unit CA5: Evaluate change

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any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the
prior permission of the publisher.
» MORE INFORMATION

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This publication is for general guidance only. The publisher and expert contributors disclaim all liability for any
errors or omissions. You should make appropriate enquiries and seek appropriate advice before making any
business, legal or other decisions.

Revised September 2014

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