End State

The description of the end of the change process. This would include all of the things that will be different but always in words that illustrate a new state rather than a disrupted current state.

Future State

The end of the change. I also use it to describe the end state before it is officially defined (pre-”Why”).

Current State

I am almost tempted to strikethrough this one.

This is the change at the beginning.

It is not struck-through because an end state process could still work BACK to this.

Transitional State

Everything from the End State back (or historically vice-versa).

Owner

The person(s) whose budget supports the change. In terms of connection, understanding, energy and capability this would be just like the on site owner of a business.

PMO/CMO

Project Management Organization. The entity within large organizations tasked with accomplishing the steps involved in a project. Sometimes called the Program Management Office because organizations tend to seed projects like privets on a windy day.

The role of the PMO and project manager within  every organization we have seen is to create lists and then cross off the tasks one by one. There is a slew of potential problems with this in connection to change efforts (look for a post on this later) including-

the list is 10 things but should it have been 3?

If you are focused on steps then how do you learn to see the whole list?

If you are trained to accomplish detail can you still take the time to communicate and listen?

We see the role of the PMO (and for now we will keep this buried in our glossary for the fire it will create http://foxyurl.com/rA3 ) as the leader of the plans. When they are strategists it is for process and our category of “How”. They are a part of the overall organizational change process. The ideal organization (we have not seen this but are eager to create for a client) is a CMO (or other acronym if Marketing already has this) that is at the corporate strategic level in the organization with the same leverage as the rest of the horizontal (SVP’s or VP’s in a smaller organization). The PMO would report into this entity. This gives the organization effectiveness vertically and within functions (PMO) as well as horizontally across the entire organization.

There is much, much more this entity can facilitate for regular operations sometimes in conjunction with change initiatives. Change integrated into operations and vice versa. This will be a post soon .

CCM Corporate Change Management

My working title until I can come up with a better one. A title for any change that is directly connected to corporate strategy (ex. contained in a three, five or ten year plan). It is a change that will in some way connect with every individual in the organization, will require horizontal collaboration at the first and or second level of the organization and has the potential to alter the current corporate culture.

Examples could be mergers, organizational redesigns, major disruptive IT initiatives, system wide HR changes and succession plans that will change the direction of the company (or be put in place to adapt to environmental change).

It is NOT-

single projects that fall within a vertical (even if they will touch the whole organization-IT as an example)

ongoing PMO initiatives

change control

OD unless it is truly a corporate strategic decision

Champion

Removed from our glossary (but prominent in every approach we have seen).  We are about positive change. Current approaches are about resistance battling.

Some definitions of champion- http://dictionary.reference.com/browse/champion?db=*

a person who fights for or defends any person or cause

a person who has defeated all opponents in a competition or series of competitions, so as to hold first place

anything that takes first place in competition

(Listen to my cheerleading because if you do not they will soon Make you do it).

Using the word champion and assigning the role (current change management approaches) will turn off your stakeholders before you get to the second syllable.

See Owner.

Current and Future State

Are you seeing a pattern here? This is where we are and this is where we expect to be. Stakeholder translation- My world will be turned upside down. My productivity and effectiveness will slowly die and I will still be rewarded for operational goals. And so my state is, Resistance. Which of course works well because that is what the change team will focus on.

See Resistance, End State.

Readiness

And Readiness Assessments. Here you can save some money. If you have had any change management initiatives to date then there is not readiness. There, we may have just saved you millions of dollars.

Readiness Assessments are the first tool and deliverable to use for failure. We warned you.

These assessments are the leverage point for dropping initiatives into the black hole of the middle of the organization and force feeding participants through sponsorship models, communication plans, training plans, coaching (or coercion depending on your perspective) and “sponsorship activities (see Champion)”.

Having a change structure, and better an official change entity at the strategic level of your organization, creates an environment, culture and language that informs stakeholders, engages them when necessary and motivates them because they trust the big picture and see the tie to their effort. Eliminate 2 or 3 future “Readiness Assessments” and you have probably covered the cost of the design of your change entity.

Resistance

All change management approaches (minus Vision to Work’s) take the assumption that change requires eliminating resistance. Which, if you take a breath and think about it is negative. If you base everything you do from that assumption how effective do you think you will be?

Yes there will be pushback for a variety of reasons. It is the responsibility of the owner and the Change Consultant to disconnect the change from current reality. If the end state cannot be made clear then any resistance that does happen is probably justified.

Horizontal Change Management (HCM)

Change management at the highest levels in the organization. Business+ people= results. Focused on the description of the end state and clear ties to corporate strategy. Requires collaboration and compromise at the first and second horizontals in an organization. Believes that clear direction can facilitate motivation and therefore change.

Your space to add more…

We will add more as we move through our blog categories. Feel free to suggest your own.

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