You have identified an opportunity in your company that could potentially; improve profits, client/employee satisfaction or general efficiencies. Now that you have identified the potential opportunity, it’s time to consider action. Where do you start, what are the processes for change management, what is necessary to create a culture of change? All of these questions and more will be addressed in the article below.
However; before you embark on your venture of change management, you must ask your self two simple questions;

1) Do you have what it takes to create change; can you deal with constant resistance and general political challenges?
2) Do you have a relentless drive in the face of others who are perfectly happy with the way things are?

If you do not have the previous qualities, stop here and do not attempt to be a Change Agent. If you do have the key qualities, congratulations, you are in for the ride of your career from a challenge and reward perspective!

Before we get into the necessary change management process steps, please consider and digest the following two quotes:

If you want to make enemies, try to change something
---Woodrow Wilson

It's not the strongest species that survive, nor the most intelligent, but the most responsive to change
--- Charles Darwin

The preceding two quotes really summarize the challenges and opportunities for the Change Manager.

Every case for change must start with the simple premise,
“What will this potential change do for the company?”

 Does it improve the financial position for the company?
 Does it improve efficiency?
 Does it improve the customer experience?
 Does it increase the competitive situation?
 Don’t kid yourself; it’s always all about the Bottom-line!

Efficiency, customer experience and competitive situation all relate back to PROFITS!

It is imperative that you formalize your idea and establish a compelling reason for change. The compelling reason for change must be a solid well thought out business plan. There are books published regarding writing a business plan. I suggest that you utilize a professional business plan format.
Really take the time to think about every possible obstacle in advance of your presentation. The more solid your business plan, the higher likelihood that your change plan will be accepted. The case for change should include the following:

 Current situation
 Voice of the customer
 Mission Statement
 High level project plan
 Transition plan
 Governance old vs. new (Organizational Chart)
 Headcount involved
 Key metrics for the future
 Return on investment or projected savings

The following are the Ten Principals of Change Management:
(Source: John Jones Change Management)

1) Address the Human side-Employees will be uncertain and resistant

2) Start at the Top of the Organization-The hammer

3) Involve Every Layer in the Company-Involve all with the vision

4) Make a Formal Case-Why change? (WIIFM)

5) Create Ownership-Individuals need to accept responsibility

6) Access the Cultural Landscape-Obstacles to change

7) Define the end state of transition

8) Prepare for the Unexpected-The environment may shift

9) Speak to the Individual-What is expected, what will be measured, reward the change agents, remove the road blocks

10) Never give up on your plan

The following addresses how to work within the frame work of the ten principals of change management:

1) It is human nature to resist change, regardless if it is good for the company. As a Change Agent, you must be sensitive to people’s natural resistance and present your idea in a non-threatening manner.

2) Your idea will require Executive Sponsorship or it will never get off the ground. When resistance occurs and it inevitably will, you will require your executive “hammer” to get everyone in compliance with the plan.

3) It is imperative that you establish a P.R. campaign to sell your change idea. All levels within the organization should be aware of your plan.

4) Make a formal case for “Why Change.” It is human nature to look at things from

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