Four hundred and twenty-six participants
from 59 different countries took part in the 2007 Change Management Best Practices study. This report compares the
most recent data with the results from the four
previous studies (2005, 2003, 2000, 1998) to provide the most comprehensive body of
knowledge on change
management over the past nine years.
Table of contents
Executive overview
- Participant
profile
- Study
objective
- Impact of
effective change management
- Greatest
contributors to success
- Greatest
change management obstacles
- What to do
differently on the next project
- Biggest
changes in change management over the last several years
Methodology
- Did you use a particular change management methodology?
- When to start change management?
- What was the most effective change management tactic or
activity?
- What was the least effective change management tactic or
activity?
- What would you do differently next time regarding methodology?
- Change management effectiveness
Change management activities
- Change Management Activity Model
- Start-up activities
- Design activities
- Implementation activities
- Supplemental change management activities lists
Team resources and structure
- Change management lead
- FTE assigned to change management
- Budget for change management
- Education for the change management team
- Change management training throughout the organization
- Advice for new change management teams on resources and
structure
Sponsor role
- Most important sponsor activities
- Most common mistakes made by executive sponsors
- Sponsor’s understanding of role
- Sponsor authority
- Tactics for educating and coaching a sponsor
- Overcoming resistance from senior leadership
- Level of sponsor
- Consequences of sponsorship at the wrong level
Sponsor activities
- Sponsor
Responsibilities Model
- Sponsor start-up
activities
- Sponsor design
activities
- Sponsor
implementation activities
Managers and supervisors
- Most critical roles for managers and supervisors during change
- Most common mistakes made by managers and supervisors
- Most important skills, processes or tools for managers and
supervisors
Communications
- Most effective communication methods
- Most effective ways to create two-way communication with
employees
- Preferred senders of change messages
- Most important messages about change for employees
- Additional messages for managers and supervisors
- Frequency of communication
- What to do differently next time
- Complete listing of communication methods
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Resistance to change
- Primary reasons employees resist change
- Primary reasons managers resist change
- Identifying resistance
- Who was most resistant to change?
- Tactics to manage resistance
- Ineffective methods for dealing with resistance
- Impacts of using pain or fear to manage change
- Organization’s readiness to change
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Reinforcement and feedback
- Who should provide reinforcement?
- Most effective ways to reinforce change at the group level
- Most effective ways to reinforce change at an individual level
- Most effective methods for determining if employees were engaged
- Mistakes to avoid when reinforcing change
- How can performance appraisals and measures encourage change
adoption?
Change saturation
- Level of change saturation
- Symptoms of change saturation
- Tactics for coping with saturation
Consultants
- Why did you use a consultant?
- Key contributions from consultants
- Why did you choose not to hire a consultant?
- Would you use a consultant again?
- Consultants used
Building support for change management
- Most effective techniques for making the case for change
management
- Methods for engaging specific groups
- Resistance to change management
Change management deployment
- Change Management Maturity Model
- Change management deployment resources
- Top ten steps for deploying change management across an
organization
- Most important or highest impact deployment activities
- Messages from executives about the need for and importance of
change management
- What would you do differently the next time on a change
management deployment?
Project management
- Level of project management competency
- Common project management methodology
- Integration of change management and project management
methodologies
About the projects
- Project stage
- Project type
- Motivation for change
- Size of projects
- Process or business being changed
- Meeting project objectives, budget and timeframe
About the participants
- Participant profile
- Organization profile
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