Execute Phase II: Change Management Framework® (a2BCMF®) Steps 5 - 8
The second phase of the a2B Change Management Framework® (a2BCMF®), steps five to eight, focuses on change implementation. This phase involves implementing the change by constantly communicating the change, assessing if the organisation is ready for the change, managing resistance, and developing new skills and behaviours. Numerous statistical analyses indicate that organisational changes and transformations frequently fall short of achieving their intended advantages. While there might be debates about the precise success rate, the reality remains that a significant number of organisations do not fully realise the expected benefits. In many instances, these initiatives struggle to achieve a positive return on investment (ROI). Equally disconcerting to shareholders is the failure to bring the envisioned goals to fruition, indicating that the organisation’s strategic plans have not been effectively executed. Even when both the organisation and its leadership acknowledge the necessity of these changes for the organisation’s future, formidable challenges persist. Listed below are change Execute phase organisation implementation challenges based on the a2B Change Management Framework® (a2BCMF®) Steps 5 - 8.
Change Implementation Challenges - Execute Phase:
a2BCMF® Step 5. Poor Communication: Lack of engagement and communication.
• Focus - Communicate the Change: This step provides guidance on how to create a change communication plan (CCP) and insights into the importance of communication.
“Effective change communication is at the heart of successful change, it acts like the blood in our bodies, but instead of supplying vital oxygen and nutrients, communication supplies information and motivation to the impacted stakeholders”
a2BCMF® Step 6. Ignoring Change Readiness Input: Perform the change readiness assessment and adhere to the results.
• Focus - Assess Readiness: This step provides guidance on how to create a change readiness assessment (CRA) and explains why this is critical to achieving sustainable change.
“Readiness is about ensuring the sponsor and leadership get the organisation and its employees ready so that resistance is limited and adoption is maximised”
a2BCMF® Step 7. Thinking there is No Resistance: There will always be resistance, even if it is not overt.
• Focus - Manage Resistance: This step outlines three typical employee resistance standpoints to change, reasons for change resistance, and actions to reduce resistance.
"Nothing negatively impacts organisation performance quicker than an employee who resists change and who believes that the way they work today is the way they will work tomorrow”
a2BCMF® Step 8. Ignoring the Importance of Behaviours: If you do not change employee behaviour, you will not get organisational change.
• Focus - Develop New Skills and Behaviours: This step defines the processes to develop the new skills and behaviours required for the new way of working. This step is supported by both the a2BDNS© Developing the New Skills Model and the a2B5R® Employee Behaviour Change Model.
“If you do not change employee behaviour, you will not get organisational change and performance improvement"
About the a2B Change Management Framework® (a2BCMF®)
The a2BCMF® is a structured and disciplined approach to support organisations, leadership teams, and individuals going through a change, the transition from the current ‘a’ state to the improved future ‘B’ state. The a2BCMF® has three phases and ten key process steps. Each phase provides change strategies, principles, analysis, and tactics to move from one phase to the next.
The framework is based on over thirty years of international change experience and brings together leading practice in change, people and programme management. The structured programme approach, processes, techniques, and tools focus on overcoming the failures of previous changes by incorporating ten key steps and success elements for achieving organisational change. It supports strategic change implementation in terms of context, content, and process. The framework is a comprehensive management model that allows executives, managers, and change practitioners to successfully deliver and achieve organisational change. It requires a holistic approach, and some steps can be performed simultaneously.
Find out more:
Further Reading: Change Management Handbook - Leadership of Change Volume 3
Peter consults, speaks, and writes on the Leadership of Change®.
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Peter F Gallagher is a Change Management Global Thought Leader, Guru, Expert, International Speaker, Author and Leadership Alignment Coach.
Listed #1 by leadersHum Top 40 Change Management Gurus You Should Follow in 2022 (Mar 2022).
Ranked #1 Change Management Global Thought Leader: Top 50 Global Thought Leaders and Influencers on Change Management (2023-2022-2021-2020) by Thinkers360.
Ranked #1 Business Strategy Global Thought Leader: Top 50 Global Thought Leaders and Influencers on Business Strategy (2022) by Thinkers360.
Ranked #2 Leadership Global Thought Leader: Top 50 Global Thought Leaders and Influencers on Leadership (Aug 2020) by Thinkers360.
Business Book Ranking
Change Management Behaviour - Leadership of Change® Volume 6, listed among the 50 Books from Thinkers360 Thought Leaders to read in 2022.
Change Management Adoption - Leadership of Change® Volume 5, listed among year-to-date’s (Jul 2021) most popular books on business and technology from Thinkers360 member thought leaders.
Change Management Handbook - Leadership of Change® Volume 3, listed among the 50 Business and Technology Books from Thinkers360 Thought Leaders to read in 2021.
Change Management Pocket Guide - Leadership of Change® Volume 2, ranked within the top 50 Business and Technology Books (Jan 2020) from Thinkers360 Thought Leaders.