Change Guides Newsletter
Spring 2018
The evolution of change management as a profession and a practice continues in many organizations today. Some are early in their journey, see our first article written by Stacy Aaron Use Change Management to Build a Change Competency while others have been on this journey for years, check out the second article by Gina Giannitelli and Carolyn Calkins The Creation of a Change COE at Kao Corporation.

We hope you enjoy the articles and don't forget to read our white paper on Building a Change Management Competency. Where are you on your journey? We'd like to hear from you. Feel free to post in our Linked In Group on the subject.
Use Change Management to Build a Change Competency
It’s takes change management to do change management. When building a change management competency, take a change management approach:

·         Define a vision and make a case for the change
·         Find a leader sponsor
·         Involve, communicate and educate
·         Train
·         Create short term wins and measure results

Like any organizational competency effort, building change management muscle takes time. It’s a journey. To define your scope, think about the maturity model. Where is your organization and what is the next step?
Ironically, some change leaders are guilty of forgetting the transition stage for their own efforts. They go for too much too fast, overwhelming users with many tools, inflexibility, and complicated processes, resulting in discouraged users and inconsistent efforts.

Instead of focusing on the whole scale, focus on that next step. Think of competency building as phases over time. For example, you want to build change management competency in your organization but the “as is” is ad hoc. The work is daunting when at the bottom of a maturity model. Optimized feels so far away! So, gain support for a goal of “repeatable,” focusing on developing a simple, consistent change management approach that others can easily understand and adopt.  

With many methodologies out there, determine your repeatable list of education slides and foundational tools. For example, topics could include:

Education (many times a common PPT with facilitator notes):
  • How will you define change management? 

  • How will you explain change management’s role and how it integrates with the business and project teams?

  • What are the key principles everyone must keep in mind? (be audience focused, seek feedback, etc.)

  • How will you scope the change management work?

  • What templates will be used for stakeholder impact identification, communication planning, and leadership involvement?

While determining this foundational set of vocabulary and tools, remember that scope creep is not your friend. Over analysis and adding complexity kills momentum and takes a toll on morale. Don’t get stuck in analysis paralysis. Recognize it’s a work in progress. Remind yourself and others that it’s only Phase I or you’ll end up with a 100-page PPT deck and 50 tools!

Once you have “repeatable” established, it’s time to move onto “Defined” and “Managed.” Good luck! 
The Creation of a Change COE at Kao Corporation
Many organizations have considered the benefits of creating a Change Center of Excellence. This was the case at Kao Corporation a few years ago. What follows is an interview between Gina Giannitelli, Director for Change Guides LLC and Carolyn Calkins, Transformation Services Senior Manager and key client contact at Kao Corporation. Gina and Carolyn have worked together on a variety of initiatives at Kao, including the creation and evolution of their Change COE.

Gina: Tell our readers about the history of change management as a discipline at Kao Corporation.

Carolyn: At Kao, change management was born in the IT division around twenty years ago. We worked within the global company to create a standard methodology, leveraging what was common in the industry including materials and training from Change Guides. At that point our focus was on initiative change needs. We provided change support through our internal change management team, augmented by external consultants as needed. 

Gina: What led you to consider the creation of a COE? How did you determine there was a need?

Carolyn: Demand increased as people in the business saw the benefits realized when change management was thoughtfully and methodically applied. We also saw acknowledgement from leadership that if we did not address the impact on stakeholders effectively up front, there was an impact on our timelines and budgets. Further, in recent years, the pace of change in our organization and the sheer number of initiatives created a demand our team could not meet. For Kao to respond to the ever-changing demands of customers and consumers, we had to support our organization in developing the skillsets required for change management – we had to teach people to fish. We needed to arm our full cross-functional business community with change knowledge and tools.

Click Below to watch a video on building competency in Change Management
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Our Change Management Certification Program has been approved as an ACMP's Qualified Education Provider™ (QEP™) Program indicating that our program aligns to  ACMP's Standard for Change Management  and adult education best practices.
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