Used by successful individuals and organizations around the world, Changemethod gives you everything you need to lead, plan, implement, measure and sustain your organizational change program.
The Change Management Plan template describes the time-line, tasks, activities, dependencies and milestones that will move the people and organization from current to future state.
The heart of the plan will be the activities to address the change impacts identified which should move stakeholders along the commitment, facilitate adoption of the change solution and achieve anticipated business benefits. The Change Impact Assessment and Change Management Strategy deliverables are the key inputs; the output should be continually reviewed and refined throughout the program. The Stakeholder Management Plan template defines the set of activities aimed at moving stakeholders from their current to future positions along the Change Commitment Curve.
Change management is a critical part of any project that leads, manages and enables people to accept new processes, technologies, systems, structures and values. Use the Stakeholder Analysis as your key input and ensure that output is fed into the Change Management Plan. It’s the set of activities that helps people transition from their present way of working to the desired way of working. The focus of change management is to address the people and organizational factors that will both drive and obstruct change throughout the organization. The ultimate goal of any change initiative is to ensure everyone in the organization is ready, willing, and able to appropriately perform their role in the new environment. This series of articles provides guidance on change management for organizations that are specifically undertaking or contemplating a shared service or business process management (BPO) initiative.


These include: Managing the effective planning of the potential redeployment, relocation and release of staff.
Scheduling change to minimize the impact on the business units to enable maintenance of business as usual. Building involvement in the development and delivery of SSC to create the understanding of the need for change.
Embedding the cultural change and ways of working associated with a shift to a more customer-focused support service. Framework for Managing Change The extent of the change (both actual and perceived) and implications are significant. Organization This covers design of the new world, including the operating model, organizational structures, role definitions, competency frameworks, and governance and decision-making frameworks.
Leadership This activity aims to clarify how the organization will be led, and to equip the leaders to carry out their leadership roles.
People Capability This activity aims to establish the skills and competencies required for the new world, and how to meet those requirements, including skills audits, gap analysis, job and role definitions and career planning. Involvement of those who will lead the new organization is key to the success of this activity. It’s important to manage the expectations of all those impacted by the shared service initiative, so that they become accustomed to the idea that change will be a constant feature of the new model. Please note that in this example a Process and Technology stream is included for completeness, although this is not always included in a change management plan.


The table below shows the types of activities that are undertaken at each stage in a program, for each stage in the change wheel. The Communication work stream is responsible for stakeholder management and communications at all levels within the organization, and for liaising with external communications as appropriate. This work stream starts at the very beginning of the initiative and continues through its life and is typically supported by one FTE.
The Business Change work stream is responsible for implementing the agreed-upon changes across a range of disciplines. The work stream kicks off with early-stage activities such as change readiness assessment, and continues through the main implementation activities.
It’s typically supported by a small team of two to six FTEs depending on the size of the initiative.
The Training and User Support work stream is responsible for delivering the one-off and ongoing education and support necessitated by the changes.




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