Peter F. Gallagher's Blog

Video: Leadership of Change® - Change Management Body of Knowledge (CMBoK) Overview

We have released this short video to show how the Leadership of Change® books and models fit together.

Leadership of Change®
The Leadership of Change® encompasses change management concepts, models, depictions, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework®. The delivery vehicles are change management books, change management gamification workshops using an app, leadership alignment workshops and self-paced online masterclasses.


Practical Change covering Five Key Change Implementation Elements

The change models and aligned books are listed below:

a2B Change Management Framework® (a2BCMF®)
- Change Management Fables - Leadership of Change® Volume 1
- Change Management Pocket Guide - Leadership of Change® Volume 2
- Change Management Handbook - Leadership of Change® Volume 3

AMI® Change Leadership Model
- Change Management Leadership - Leadership of Change® Volume 4

AUILM® Employee Change Adoption Model
- Change Management Adoption - Leadership of Change® Volume 5

a2B5R® Employee Behaviour Change Model
- Change Management Behaviour - Leadership of Change® Volume 6

AMI® Change Sponsorship Model
- Change Management Sponsorship - Leadership of Change® Volume 7


Change Management Gamification - Workshop Manuals

Change Management Gamification Leadership - Leadership of Change® Volume A
Change Management Gamification Adoption - Leadership of Change® Volume B
Change Management Gamification Behaviour - Leadership of Change® Volume C
Change Management Gamification Sponsorship - Leadership of Change® Volume D
Change Management Gamification Leadership Teams - Leadership of Change® Volume E


Video Blog Source: https://www.peterfgallagher.com/singl...

For further reading please refer to Change Management Leadership - Leadership of Change® Volume 3.

Peter consults, speaks, and writes on the Leadership of Change®.

Peter consults, speaks, and writes on the Leadership of Change®. He advises CEOs on how to prepare and align their corporate leadership teams to successfully lead their organisation's change.
Peter.gallagher@a2B.consulting

For further reading please visit our websites: https://www.a2b.consulting
https://www.peterfgallagher.com https://www.amazon.com/Peter-F-Gallag...

Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

Change Management Handbook: The Leadership of Change Volume 3

Post Change Programme Reintegration Questions for The Sponsor

a2B Change Management Framework
ACMP
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Peter F Gallagher
Aug 23
Post Change Programme Reintegration Questions for The Sponsor
"Following their secondment to the change team, employees may develop different career expectations, the sponsor needs to be cognisant of these during and after the change programme"

An often-overlooked element in many change programmes is planning for the reintegration of seconded employees back into the organisation after the change comes to an end. It is up to the sponsor to ensure that any seconded change team members are recognised for their work on the change programme and that they will have a role when the change dissolves. This can cause problems for the sponsor both during the change and after it closes:


Change team members often get nervous about having a position after the change team dissolves. This prompts them to initiate a search for their next position, either within or outside the organisation, and the sponsor only finds out when they hand their notice in.

Seconded employees leave the change programme before it closes:

o Change programme implementation speed is disrupted, and some change activities might be dropped while a replacement is onboarded. Positive working relationships, trust between employees and other impacted stakeholders may suffer, etc.

o Attracting quality replacements becomes more difficult if other employees perceive someone leaving the change programme as negative, they may be put off from taking on the seconded role.

o The nearer to the end of the programme that a seconded employee leaves, the more impact it has. It will be a major challenge to replace the employee’s programme knowledge and capability which will impact critical planned activities, making it more difficult for the sponsor to successfully sustain and close the change programme.


Peter F Gallagher, Post Change Programme Team Reintegration, change management global thought leader, Change Management Body of Knowledge, Leadership of Change Volume 3, change management Books, Change Management Leading Authority, Change Management Trusted Adviser, Change Management speakers, Change Management Thought Leaders, Change Management speakers, Change Management Influencer, Change Keynote speakers, Change Management gurus,

Hopefully, the seconded change team members had a brilliant experience while working on the change programme. The change should have helped them to develop change management skills and knowledge, gain exposure to leaders, employees and impacted employees, as well as giving them the opportunity to undertake a different type of role from their previous work. Following this development and experience, their value to the organisation has increased. With the acquisition of new skills, employees may feel that going back to their old role is a step down, so the sponsor, their boss (pre-secondment) and the organisation will all have to acknowledge the employee’s work on the change programme and manage their new expectations going forward. Other reintegration questions for the sponsor and the employee’s (pre-secondment) boss might be:

How was the engagement between the seconded employee and their (pre-secondment) boss during their time on the change team?

Did the employee’s responsibilities and activities on the change programme cause friction with their old department or team, which might impact working relationships after integration?

What roles are available within the organisation that match the employee’s new experience, skills, and expectations?

Has the employee missed out on a promotion opportunity while seconded to the change team?

What are the challenges if an employee has to report to a former peer following their release from the change programme?

“Sponsorship is the single most important factor in change success”

Blog Source: https://www.peterfgallagher.com/singl...

For further reading please refer to Change Management Leadership - Leadership of Change® Volume 3.

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting
https://www.peterfgallagher.com https://www.amazon.com/Peter-F-Gallag...

Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

Change Management Handbook: The Leadership of Change Volume 3

3rd Anniversary of my Change Management Handbook - Pivotal in Completing My CMBoK

Change Management Handbook - Leadership of Change® Volume 3

“Change waits for no leader”

I am celebrating the third anniversary of the release of my Change Management Handbook - Leadership of Change® Volume 3. This was my third book and was the built on the foundations of both Change Management Fables and the Pocket Guide. After publishing the Handbook, I have concentrated on developing and publishing the Leadership of Change® - Change Management Body of Knowledge (CMBoK) Volumes 4 to 7 & A to E.

Change Management Textbooks.

Fables - Volume 1
Ten change management fables about the leadership paradox of implementing organisational change management versus delivering normal day-to-day operations, structured on the a2B Change Management Framework®.

Pocket Guide - Volume 2
Contains over thirty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap, and glossary, structured on the ten-step a2B Change Management Framework®.

Handbook - Volume 3
Contains over fifty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary, structured on the ten-step a2B Change Management Framework® each with a practical case study.

Leadership - Volume 4
Organisational change leadership is about effectively and proactively articulating the vision, modelling the new way and intervening to ensure sustainable change. This book outlines the three main responsibilities all change leaders should perform.

Adoption - Volume 5
This book outlines the five key life cycle stages of the AUILM® Employee Adoption Model (Awareness, Understanding, Involvement, Learning, and Motivation) to support employee adoption.

Behaviour - Volume 6
This book outlines the five key life cycle stages of the a2B5R® Employee Change Behaviour Model (Recognise, Redesign, Resolve, Replicate and Reinforce) to support employee behavioural change.

Sponsorship - Volume 7
This book outlines the three critical sponsorship responsibilities to successfully implement change; Say - communicating the change, Support - providing resources and Sustain - embedding the change. Without a proactive and effective change sponsor most change programmes or initiatives will fail

Gamification Workshop Manuals

The above textbooks are being developed as gamification offerings (volumes A - E): Leadership, Adoption, Behaviour, Sponsorship and Leadership teams. I am a big supporter of moving away from static PowerPoint slides and using experiential learning. You cannot learn how your stakeholders will react to change or understand your own self-awareness from PowerPoint slides. I love gamification because it is an interactive and dynamic way for employees to learn both change management skills and knowledge using game characteristics. Knowledge is information acquired through sensory input reading, watching, and listening, but skills are the ability to apply knowledge to particular situations. Gamification provides both. The participants are given a change case study and work together in teams of four to assess, select and implement their chosen change tactics through ten/twelve change implementation rounds. They will discuss and choose a change tactic and get instant feedback on how the 13 stakeholders react which can be positive, neutral or negative. The team that moves the stakeholder the furthest around the game board wins, but the most important thing is the tested learning, both the skills and knowledge from the discussions and stakeholder reactions that can be applied immediately back in the workplace.

Change Management Gamification Leadership - Volume A
This change management gamification workshop manual supports organisational leaders to learn about change leadership in a workshop environment using a business simulation. It includes a business case study that enables experiential learning in a safe environment so the skills and knowledge can be immediately applied back in the workplace.

Change Management Gamification Adoption - Volume B
This change management gamification workshop manual supports change practitioners to learn about change implementation with a focus on employee change adoption in a workshop environment using a business simulation. It includes a business case study that enables experiential learning in a safe environment so the skills and knowledge can be immediately applied back in the workplace.

Change Management Gamification Behaviour - Volume C
This change management gamification workshop manual supports change practitioners to learn about change implementation with a focus on employee changing behaviours in a workshop environment using a business simulation. It includes a business case study that enables experiential learning in a safe environment so the skills and knowledge can be immediately applied back in the workplace.

Change Management Gamification Sponsorship - Volume D
This change management gamification workshop manual supports change sponsors to learn about change implementation with a focus on their three main change sponsorship responsibilities in a workshop environment using a business simulation. It includes a business case study that enables experiential learning in a safe environment so the skills and knowledge can be immediately applied back in the workplace.

Change Management Gamification Leadership Teams - Volume E
This change management gamification workshop manual supports leadership teams to learn about change implementation with a focus on their three main change management leadership responsibilities in a workshop environment using a business simulation. It includes a business case study that enables experiential learning in a safe environment so the skills and knowledge can be immediately applied back in the workplace.


Blog Source: https://www.peterfgallagher.com/singl...

For further reading please refer to Change Management Leadership - Leadership of Change® Volume 3.

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting
https://www.peterfgallagher.com https://www.amazon.com/Peter-F-Gallag...

Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

Change Management Handbook: The Leadership of Change Volume 3

Knowledge Transfer at the End of the Change Programme

“The knowledge transfer process at the end of change implementation can ensure key learning is transferred from a few experts to many, mistakes are not repeated, and future change will be more successful”

One of the greatest challenges at this stage of the change programme is to ensure that the experiences generated are shared with the rest of the organisation and not lost when the change team dissolves. Knowledge transfer is a practical method of ensuring that key information is captured and stored for the future. Materials, reports, assessments, and other documents from the programme should be organised and stored in a central location. This knowledge should be maintained and shared to make the organisation more efficient and effective, especially in the future when the next change comes along. Tacit and explicit knowledge if circulated widely within the organisation can be source of competitive advantage, so why would you not transfer this knowledge within the organisation so it can be utilised?

The information should be captured throughout the programme life cycle with the final structuring taking place at the end of the programme to incorporate lessons learned and final reports. The knowledge transfer process is to harvest the knowledge, define the knowledge type, develop the knowledge, provide access and the future management of the information or data.

The objective is to ensure the next change team member, either new or continuing, knows exactly how the previous team made their decisions, or at the very least, is able to identify someone who was centrally involved. It is always a challenge to transfer knowledge from the few experts to the organisation as a whole, and as the programme draws to a close this task becomes even more difficult.

“Closing the change programme should be done with governance oversight ensuring transfer of ownership is a controlled process, lessons learned are recorded and knowledge transfer captures key information which is stored for the future”

Blog Source: https://www.peterfgallagher.com/singl...

For further reading please refer to Change Management Leadership - Leadership of Change® Volume 3.

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting
https://www.peterfgallagher.com https://www.amazon.com/Peter-F-Gallag...

Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

Change Management Handbook: The Leadership of Change Volume 3

Change Management Leadership - Subset Responsibility 1.2: Provide Competent Resources

“Articulating a change vision without the provision of competent resources is just an illusion”
Change Management Leadership - Leadership of Change® Volume 4

Resources are the employees who work for the organisation to deliver customer value, services and products. Their capabilities help drive competitive advantage and are critical in delivering sustainable change. To successfully deliver organisational change, you need the right resources with the right capability at the right time. Getting the right capability takes time and requires investment in recruitment, staffing, training, coaching, compensation, communication, and other human resource areas. It will not happen by accident or just by having a training department. Developing competent resources should be part of the organisation’s long-term strategy and every senior leader should be responsible for it.
One of the first and most important steps in any organisational change, transformation or improvement initiative should be preparing the leadership team, so they are set-up to successfully deliver the change. Some organisational leaders think their responsibility in a change is to approve the change budget, send out an e-mail with an attached presentation outlining the change and offer up any free (not necessarily competent) resources. However, the best leadership teams have purpose, they are aligned on their strategic objectives, they are a high performing team and have change leadership skills to navigate the change.
We now live in a period of technological revolution that will continue to fundamentally alter the way we live, work, and communicate with each another. Large organisations will be continuously pursuing high-priority strategic change initiatives. The increasing pace, complexity and unpredictability of change means that being able to implement change effectively and efficiently will determine an organisation’s future competitiveness. Organisations will have to become change capable and develop leaders with change skills and knowledge, and those with superior internal change capability will stay ahead in the marketplace.

Subset Responsibility #1.2: Provide Competent Resources is part of Change Management Leadership Responsibility #1: Articulate the Vision.
The other two responsibilities are:
#2: Model the New Way
#3 Intervene to Ensure Sustainable Change.
For further reading please refer to Change Management Leadership - Leadership of Change® Volume 4.

This is an extract from: https://www.peterfgallagher.com/vol-4...

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting
https://www.peterfgallagher.com https://www.amazon.com/Peter-F-Gallag....

Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams

Change Management Leadership: Leadership of Change® Volume 4

Change Management Leveraging Diversity, Equity, and Inclusion (DE&I)

"Who we are born as is an accident of time and we are all different, but the important elements of our journey in life are diversity, equity, and inclusiveness"

John Hume, winner of the Noble Peace prize said, “Difference is the essence of humanity. Difference is an accident of birth, and it should therefore never be the source of hatred or conflict. Therein lies a most fundamental principle of peace: respect for diversity.” While John was speaking during a time of deep civil trouble, he recognised the importance of people’s differences. Without diversity, equity, and inclusion (DE&I) in the workplace, there may not be a sense of belonging, work life can be very challenging and lead to stress, dissonance, and higher staff attrition rates.

Diversity: The range of people in your workforce, it refers to anything that sets one individual apart from another. This means having employees with different nationalities, cultures, socioeconomic status, ages, religions, sex and sexual orientation, political perspective, people with disabilities, etc.

Equity: Providing support based on an employee’s specific needs, promoting justice, impartiality, and fairness, as well as reducing disparity.

Inclusion: An inclusive workplace means that employees feel valued at work, they can participate and contribute value. An inclusive work environment should lower the risk of negative behaviour, bullying, harassment and discrimination. More importantly, individuals or groups do not feel excluded based on their identity and will be given the same resources or opportunities.

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As leaders of change we must put people first and our objective is to provide employees with a positive change transition experience. Not only does a DE&I organisation drive better business results, but they are also more innovative. They help attract better and more talented employees, improving brand reputation. A DE&I environment can be a great foundation for successful change implementation.

Diversity Helps Change: Diverse views, perspectives, open and honest discussion, where everyone can contribute, leads to better change solutions and acceptance.

Equity Helps Change: Shaping and implementing a change that has equity considerations, that does not disadvantage any individual or group, will make it more palatable to the employees.

Inclusion Helps Change: Employees will feel engaged and more willing to become involved in the change design and implementation. They will feel that they are able to ask questions that might otherwise develop as resistance, questions that provide invaluable feedback and even improve the change approach.

Creating and ensuring there is a DE&I working environment will become something organisations and leaders cannot ignore. Millennials, and those that were part of the great resignation, want purpose and will demand it. A DE&I work environment is a lever to enable successful change management, with less time wasted on resistance, fewer cases of employee stress or associated mental health problems, higher adoption rates, high investment returns and the improvement of change and transformation success statistics.

"Diversity, equity, and inclusiveness (DE&I) is a human right. It should not exclude any group or individual and it should definitely not be used as a weapon to dishonestly promote the objectives of any single party to the detriment of others"

This blog is based on my book: Change Management Behaviour - Leadership of Change Volume 6

Book Details: https://www.amazon.com/Change-Managem...Change Management Behaviour: Leadership of Change® Volume 6

Blog Source: https://www.peterfgallagher.com/singl...

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites:
https://www.a2b.consulting https://www.peterfgallagher.com/
https://www.amazon.com/Peter-F-Gallag...

Incremental Change Versus Transformation

"An organisation’s ability to survive is determined by its capability to implement incremental change or to transform"
Winston Churchill is credited for the quotation, “to change is to improve, to improve often is to perfect.” An organisation’s ability to survive is determined by its capability to implement incremental change or to transform. The terms ‘change’ and ‘transformation’ are used interchangeably, and although both are about improving an organisation’s performance they differ in terms of complexity and effort.

The Leadership of Change® defines that an organisation can improve performance in one of two ways:

Incremental Change: Small strategic improvements or adjustments that will improve organisational performance but will not alter the organisation’s core.

Transformation: Fundamental change which takes the organisation in a different direction. This could alter the structure, processes, systems, culture or strategy to improve long-term performance or market position. Transformations are usually driven by the C-Suite as they could include a change to the operating model which would fundamentally alter the way an organisation operates.

t should be noted that these definitions will vary from organisation to organisation, as will the reasons for incremental change or transformation. However, for strategy execution to be successful, both incremental change and transformations will require change management support in terms of a change framework, models, processes and tools, including internal capability. These two change types are developed further below:
Incremental Change
Small strategic improvements or adjustments might include:
v Continuous or business improvement initiatives to make incremental improvements to manufacturing processes.
v Implementation of new computer systems to increase efficiencies.
v Reorganisation of a department to reduce the head count.
v Outsourcing the marketing department because it is no longer considered a strategic core capability.

Transformation
Fundamental changes to the organisation might include:
Digital transformation to integrate digital technology across the organisation.
The addition or removal of a product or service within the market.
Altering the distribution model, for example, a manufacturer starts to sell to the customers directly using e-commerce channels.
A shift in the business culture of an organisation.
Making the organisation more future proof to align with technology, competition, consumer trends, etc.
“Any organisation or leader who thinks they can implement a high number of major transformation programme simultaneously, probably does not understand the organisation capacity for change or their employee’s workload”

Other Considerations:
Organisation Change Capacity: An organisation only has so much capacity for change while normal day-to-day operations continue. Pushing too much change into the organisation will limit successful implementation. It could also put extra workload on the employees who may then resist the change or be unable to adopt the new way of working. There are typically four key organisational capacity components; normal day-to-day operations, unplanned work or rework, mandatory change capacity and finally strategic change capacity. A key question for organisation and leaders when implementing change is, ‘How much capacity for strategic change do we really have?’
Employee Workload: Workload and organisational change capacity should be a key consideration when changing technology, systems, or processes. If new and additional work is created by the change, then leaders need to remove some of employee’s original workload to enable them to have enough capacity for new activities. Employees who complete our change history assessment© (CHA©) consistently score ‘workload’ very low, indicating that the organisation does not consider their workload when implementing change.

“Organisation change capacity and employee workload are ignored in change implementation, until they become the reason for failure”


This blog is based on my book: Change Management Handbook - Leadership of Change Volume 3

Book Details: https://www.amazon.com/Change-Managem...

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites:
https://www.a2b.consulting https://www.peterfgallagher.com/
https://www.amazon.com/Peter-F-Gallag...

Blog Source: https://www.peterfgallagher.com/singl...

Change Management Handbook: The Leadership of Change Volume 3

Paperback Published April 2022 – Change Management Behaviour - Volume 6

Change Management Behaviour: Leadership of Change Volume 6
Released on Amazon April, 2022

Change Management Body of Knowledge (CMBoK) Volume 6

Change Management Behaviour: Sometimes in order for an organisation to successfully deliver change or transformation and achieve sustainable change and benefits realisation employee behaviour change is required. To change these behaviours, the organisation must then support the employees through the change transition by implementing five key change behaviour stage: Recognise, Redesign, Resolve, Replicate and Reinforce (a2B5R®).

"Five critical steps that all change professionals should follow to support their organisation's change management implementation with a focus on employee behaviour change, structured on the a2B5R® Employee Behaviour Change Model”

About the Book: This change management book focuses on how to achieve employee behaviour change which sometimes can be a critical part of successful organisational change. Sometimes a major organisation changes or transformation relies on employee behaviour change on safety, legal or financial compliance, improved customer service, following new processes or using new systems or there could be problems on bullying, fraudulent activities, etc. Occasionally if you do not change employee behaviour, you will not get organisational change.
The Leadership of Change® Volume 6, focuses on how to achieve employee behaviour change in a major organisation change or transformation using the a2B5R® Employee Behaviour Change Model. The a2B5R® Model outlines the five key life cycle stages of the change transition that change teams should take their organisation and employees through. The first stage is to get the organisation and its employees to Recognise there is a behaviour issue. Then the new behaviours need to be Redesigned, a Resolution made to implement them, then Replicate them and finally Reinforce the new way. Change implementation focuses on aligning employees, processes, systems and leaders, it is also supported by the a2B Change Management Framework® (a2BCMF®).

"If it is difficult to change the behaviour of people so they are healthier and live longer, how difficult will it be to change employee workplace behaviour”

Book Details: https://www.amazon.co.uk/dp/B09XMSD22...

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites:
https://www.a2b.consulting https://www.peterfgallagher.com/
https://www.amazon.com/Peter-F-Gallag....

Blog Source: https://www.peterfgallagher.com/singl...

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

Change Management Behaviour: Leadership of Change® Volume 6

Stakeholder Engagement and Communication Using the a2B Change Management Roadmap

“A change management roadmap can be a powerful tool to engage and communicate the high-level change strategy, objectives, risks, benefits, milestones and their deliverables, as well as interdependencies with the impacted stakeholders”

The change roadmap is a graphical time order representation of the programme’s intended direction and a set of documented success criteria for each of the scheduled events. It should depict the relationship between programme activities and expected benefits. It should outline the key dependencies between major milestones and communicate the linkage between the business strategy and the key activities of the change approach. It depicts the ten a2BCMF® steps and presents other information such as the:
 Strategy Statement.
 Change Objectives.
 Challenges or Risks.
 Programme Infrastructure.

The roadmap should be used as soon as it is approved, and when engaging the various stakeholder groups. When used in conjunction with the elevator speech, it becomes a powerful tool to gain buy-in and support for the change programme, while simultaneously reducing resistance of those impacted by the change.

Benefits: The roadmap will help to quickly communicate the high-level change plan, benefits and goals, manage stakeholder expectations and generate a shared understanding across the teams involved. It provides valuable input to help develop the detailed change and communication plans.

Change Roadmap - Insights:
❖ The roadmap appeals to all stakeholders as it provides a quick visual display of the change programme and helps gain change support.
❖ The roadmap should be updated regularly throughout the change programme, and openly displayed and shared with all stakeholders.

“There can be no substitute for the detailed programme change plan (PCP). The change roadmap and communication plan are helpful and aligned to the PCP, but they are only supplementary”

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites:
https://www.a2b.consulting https://www.peterfgallagher.com/
https://www.amazon.com/Peter-F-Gallag...

Blog Source: https://www.peterfgallagher.com/singl...

Change Management Handbook: https://www.peterfgallagher.com/volum...

#LeadershipOfChange #ChangeManagementLeadership #ChangeManagement

#a2BConsulting C-Suite Change Consulting, Change Leadership Alignment and Gamification

Change Management Handbook: The Leadership of Change Volume 3

Change Management Initiative - Business Case Importance

“It is always worth checking that the change programme is not a pet project caused by the hunch and launch syndrome, without strategic consideration or a plan on how the benefits will be realised”

The business case provides the commercial reasons for starting the change programme, as well as justifying the investment of the organisation’s resources, time and effort before starting. It is developed to assess the change programme’s balance between costs and benefits. The business case could either be basic and high-level, or detailed and comprehensive. The business case includes key parameters used to assess the objectives and constraints for the intended change programme. The business case may include details about problems or opportunities; business and operational impacts; cost benefit analysis; alternative solutions; and risks. The business case establishes the authority, intent and philosophy of the business need. It also serves as a formal declaration of the value that the programme is expected to deliver and a justification for the resources that will be expended to deliver it. The four typical components of the business case are:


 Cost Benefit Analysis: A technique used to compare the total costs of the change programme against its benefits, using common metrics (monetary units, market share, etc.). Change programme decisions are based on whether there is a net benefit or cost to the approach, i.e. total benefits minus total costs.

 Alternative Solutions: Assessing other possible courses of action, solutions or change programmes. It is about asking an independent and challenging question, ‘Are there alternatives and have they been investigated?’

 Risks: The probability of occurrence of a specific event that affects the pursuit of change objectives. Risks are not negative by definition. Risks are potential external events that could have a negative impact (although not always) on the change programme if they occur. Risk also refers to the combined likelihood of the event occurring and the impact on the change programme if the event does occur.

 Business and Operational Impacts: This relates back to organisational change capacity. The analysis of business and operational impacts could provide invaluable insights to the sponsor and change team. It is about performing a systematic process to determine and evaluate the potential impacts on normal day-to-day operations.

The business case may contain other relevant documents such as the programme charter, but this varies from organisation to organisation. The programme charter is a short document formally issued by the organisation which describes the change programme in its entirety. It provides the programme sponsor with the authority to apply organisational resources, it will also contain the objectives and constraints, solution direction, identified stakeholders, risks, statements about scope, etc.

“Unless the change initiative is continually aligned to the organisation’s strategy it will not deliver benefits or value to the organisation”

This blog is based on my book: Change Management Handbook – Leadership of Change® Volume 3

Blog Source: https://www.peterfgallagher.com/singl...

Peter consults, speaks, and writes on the Leadership of Change®. For further reading please visit our websites: https://www.a2b.consulting
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Leadership of Change® Body of Knowledge Volumes: Change Management Body of Knowledge (CMBoK) Volumes 1, 2, 3, 4, 5, 6, 7, A, B, C, D & E available on both Amazon and Google Play:
~ Leadership of Change® Volume 1 - Change Management Fables
~ Leadership of Change® Volume 2 - Change Management Pocket Guide
~ Leadership of Change® Volume 3 - Change Management Handbook
~ Leadership of Change® Volume 4 - Change Management Leadership
~ Leadership of Change® Volume 5 - Change Management Adoption
~ Leadership of Change® Volume 6 - Change Management Behaviour
~ Leadership of Change® Volume 7 - Change Management Sponsorship
~ Leadership of Change® Volume A - Change Management Gamification - Leadership
~ Leadership of Change® Volume B - Change Management Gamification - Adoption
Coming soon:
~ Leadership of Change® Volume C - Change Management Gamification - Behaviour
~ Leadership of Change® Volume D - Change Management Gamification - Sponsorship
~ Leadership of Change® Volume E - Change Management Gamification - Leadership Teams