12 Posts Found

Have you:

• Planned for the management of transition as you would for any critical business initiative by allocating the necessary leadership, resources, time, and executive-level attention?
• Considered how much change the organization can absorb over what period of time, and planned accordingly?
• Designed a process for creating an integrated change agenda that incorporates input from relevant constituencies and allows the CEO and executive team to shape and

… [ Read more ]

Source: Transition Leadership: A Guide to Leading Change Initiatives | Subject: Change Management Questions

The ACE approach is helpful for considering the caliber of a memo when launching a change implementation plan:

1. Actionable: Does the message set reasonable expectations and describe the path forward in now, next, and then terms?
2. Credible: Does the message provide the rationale for the decision?
3. Emotional: Does the message outline the relevant incentives?

Author: Tom Hunsaker | Source: How to Actually Execute Change at a Company | Subject: Change Management Questions

Bring the Future to Life

1. Case for Change. Have we convinced the organization that the status quo is unacceptable?
2. Compelling Intent. Is our story of the future meaningful to our people and securing emotional buy-in at all levels?
3. Credible Solutions. Are the proposed solutions appealing so the organization, and will they work in our culture?

Inspire Deep Commitment

4. Aligned Top Team. Do we have the right

… [ Read more ]

Authors: Charles Ormiston, Manny Maceda, Michael Garstka | Source: Choreographing a Full Potential Transformation | Subject: Change Management Questions

Is the roadmap clearly defined, logically structured, and readily implementable?

• Is ownership and accountability for the roadmap clearly established? Does the ownership structure tie logically to the content of the roadmap?
• Is the roadmap logically disaggregated into regular milestones that are sufficient for review of main actions and progress against plan?
• Are the milestones tangible enough to describe how the roadmap will really be achieved?
• Is the timing

… [ Read more ]

Authors: Huib Kurstjens, Kimberly Powell, Massimo Busetti, Michael Shanahan, Mike Lewis, Perry Keenan | Source: Changing Change Management: A Blueprint That Takes Hold | Subject: Change Management Questions

Modeling effective communication

• Am I communicating openly and honestly, and addressing key issues directly?
• Am I reinforcing the purpose for change in alignment with the leadership team?
• Am I displaying positive support for the change?

Modeling effective outreach and connection

• Am I establishing a personal connection broadly with my organization and deeply with key stakeholders?
• Am I actively listening to concerns and soliciting feedback? Am I leveraging that information

… [ Read more ]

Authors: Huib Kurstjens, Kimberly Powell, Massimo Busetti, Michael Shanahan, Mike Lewis, Perry Keenan | Source: Changing Change Management: A Blueprint That Takes Hold | Subject: Change Management Questions

To anticipate the future, it helps to use a predictive risk model and then to develop an explicit risk-mitigation plan. Fifteen specific risks, such as poor sponsorship and change overload, threaten to disrupt change efforts. These risks tend to occur in predictable patterns over the life cycle of a change, but only a handful of risks determine success or failure at each stage. A risk … [ Read more ]

Authors: Kevin Murphy, Patrick Litre | Source: Results Delivery: Managing the Highs and Lows of Change | Subject: Change Management Questions

There are four key areas that contribute to leaders’ ability to do the work we are asking them to do. This model has been adapted from the work of Elliott Jaques (Requisite Organization.)

1. Are they smart enough to manage the complexity of the judgments they will be asked to make? Can they get their head and arms around the work, or will it overwhelm them?
2. Do

… [ Read more ]

Author: Brian Brittain | Source: The leadership immunity to making things happen | Subject: Change Management Questions

Top performers understand that while a company can pursue outstanding holistic performance, it still must develop its reinvention muscles to respond effectively in times of uncertainty. The opposite is also true: an organization can push to reinvent itself, but if it doesn’t deliver financial results, the transformation won’t be sustainable.

After committing to a transformation, the executive team should ask questions in ten categories about the … [ Read more ]

Authors: Cesar Okajima, Fábio Stul, José Pimenta da Gama, Sara Pliego | Source: How bold is your business transformation? A new way to measure progress | Subject: Change Management Questions

Bring the Future to Life

1. Case for Change. Have we convinced the organization that the status quo is unacceptable?
2. Compelling Intent. Is our story of the future meaningful to our people and securing emotional buy-in at all levels?
3. Credible Solutions. Are the proposed solutions appealing so the organization, and will they work in our culture?

Inspire Deep Commitment

4. Aligned Top Team. Do we have the right top team? Is

… [ Read more ]

Subjects: Change Management Questions, Management Questions, Organization Questions

1. What do you think about this change?
2. How do you feel about this change?
3. What do you see your role as in this change?
4. What is your opinion about this change?
5. What is your experience with this type of change?
6. What are you working on and

… [ Read more ]

Subject: Change Management Questions

• What are the general behavioral implications of this change, for us and for staff?
• What specific behavioral changes must leadership make to convince staff of our sincerity?
• How will we ensure (not guess, hope, or assume) lower-level managers will make the behavioral transition?

Source:
Easing Fear of New Technology
by Tom Penderghast, DBA
Graziadio Business Report, Fall 1998

Subject: Change Management Questions

Following are some questions that may help you focus on areas that may still need to be addressed if you are planning some technological change.

• Are there any formal and/or informal norms that the planned technological change will impact?
• How much does your planned technological change build on the existing values and procedures used in your organization?
• Can you identify the positions or individuals that are

… [ Read more ]

Subject: Change Management Questions