Tag Archives: organizational change

Balancing Agility and Stability

Leave a reply

Strategies for managing organizational change during a digital transformation

Balancing Agility and Stability

GUEST POST from Art Inteligencia

In today’s fast-paced business environment, organizations must adapt and evolve continuously to stay competitive. The rapid pace of technological advancements has spurred the need for digital transformation, requiring organizations to embrace new technologies, processes, and ways of thinking. While digital transformation offers numerous benefits, including increased efficiency, improved customer experiences, and accelerated growth, it also presents significant challenges, particularly in terms of managing organizational change.

One of the key challenges organizations face during a digital transformation is striking a balance between agility and stability. On one hand, organizations must be agile enough to respond to the ever-changing business landscape and quickly adopt new technologies. On the other hand, they must also maintain a level of stability to ensure that the organization remains aligned with its strategic goals and objectives.

To navigate this balancing act successfully, organizations must develop strategies that prioritize both agility and stability. One effective approach is to create a culture that values experimentation, collaboration, and continuous learning. By fostering a culture of innovation, organizations can empower their employees to adapt to change more effectively and drive the digital transformation process forward.

Case Study 1: Netflix

As a pioneer in the digital streaming industry, Netflix has undergone several major transformations since its inception. One of the key factors driving Netflix’s success has been its ability to balance agility and stability effectively. By continuously experimenting with new technologies and business models, such as its shift from DVD rentals to online streaming, Netflix has remained at the forefront of the industry.

Netflix’s commitment to agility is exemplified by its famous “culture of freedom and responsibility,” which encourages employees to take risks and think outside the box. At the same time, Netflix also maintains a level of stability by setting clear strategic goals and objectives that guide decision-making at all levels of the organization.

Case Study 2: General Electric

General Electric (GE) provides another compelling example of how organizations can successfully manage organizational change during a digital transformation. In recent years, GE has embarked on a digital transformation journey aimed at leveraging the power of data and analytics to drive innovation and growth across its various business units.

To balance agility and stability, GE has implemented a comprehensive change management strategy that focuses on employee engagement, continuous learning, and cross-functional collaboration. By providing employees with the tools and support they need to adapt to new technologies and ways of working, GE has been able to drive significant improvements in efficiency, customer satisfaction, and business performance.

Conclusion

Managing organizational change during a digital transformation requires a delicate balance between agility and stability. By creating a culture of innovation, setting clear strategic goals, and empowering employees to adapt to change, organizations can navigate the challenges of digital transformation successfully. By learning from the experiences of companies like Netflix and General Electric, organizations can develop effective strategies for managing organizational change and driving long-term success in the digital age.

Bottom line: Futures research is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futures research themselves.

Image credit: Lit C1

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

What Are the Functions of Change Management?

Leave a reply

What Are the Functions of Change Management?

GUEST POST from Art Inteligencia

Change Management (OCM) is the process of managing and implementing changes within an organization. It involves planning, analyzing, and implementing changes in order to maximize efficiency and minimize disruption. Change management is an important part of any organization’s growth, as it allows for the organization to stay up-to-date with the latest technology, trends, and customer demands.

The primary functions of change management are to identify the areas of an organization which need to be changed, plan how to best implement these changes, and then execute the plan. OCM also helps to ensure that all stakeholders are informed of any changes and are given the opportunity to provide input.

The first step in the change management process is to identify which areas need to be changed and why. This is usually done by conducting a thorough analysis of the current state of the organization and its processes. Once the areas needing improvement have been identified, it is important to develop a plan of action which outlines how the changes will be implemented. This plan should include a timeline, resources, and steps which must be completed in order to reach the desired outcome.

The second function of change management is to ensure that all stakeholders are informed of the changes and are given the opportunity to provide input. It is important to ensure that all stakeholders feel heard and that their opinions are taken into consideration when making changes. This will make the transition to the new process smoother and ensure that everyone is on the same page.

The third function of change management is to implement the changes. This involves ensuring that the necessary resources are available and that the plan is followed. It also involves monitoring and evaluating the progress of the changes to ensure that they are effective.

OCM is an important part of any organization’s success. By properly planning, analyzing, and implementing changes, organizations can ensure that they remain competitive and successful in the ever-changing business environment. It is important to remember that change management is not a one-time event, but rather a continuous process which must be monitored and evaluated in order to ensure that the changes are successful and beneficial for the organization.

Image credit: Unsplash

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

What We Must Know About Organizational Change

Leave a reply

What We Must Know About Organizational Change

GUEST POST from Art Inteligencia

Organizational change is a necessary part of the modern business world, and it can bring both positive and negative results. Organizations need to be aware of the potential impacts of change and be prepared to manage them appropriately in order to ensure a successful transition.

One of the key elements of successful organizational change is effective communication. Organizations must ensure that all employees understand the change and its implications. It is important to clearly communicate the goals and objectives of the change and provide employees with the necessary tools and resources to succeed. Leaders should also be prepared to answer questions and address any concerns that employees may have.

Another important factor to consider when implementing organizational change is the impact it may have on existing processes and procedures. It is important to evaluate current practices and assess their relevance in the new environment. It may also be necessary to make adjustments to existing systems to ensure they are aligned with the new goals and objectives.

In addition, organizations should understand the potential risks associated with organizational change. It is important to identify potential problems and develop strategies to mitigate them. Organizations should also consider the potential impact of change on employee morale and morale.

Finally, organizations should recognize that the process of change can be difficult and complex. It is important to provide adequate training and support to employees to ensure they are equipped to handle the new environment. It is also important to ensure that the change is managed in a way that maximizes its positive benefits for the organization.

Organizational change can be a difficult but necessary process. Organizations should ensure that they are prepared to manage the process effectively in order to maximize its positive impacts. By understanding the potential risks and benefits of change, organizations can ensure a successful transition.

Image credit: Pexels

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

Introduction to the Change Planning Toolkit™

Leave a reply

Introduction to the Change Planning Toolkit

The business world is showing an increasing interest in the people side of change, and there is a very real reason for this…

Companies are spending an increasing amount of their budget on technology and working to transform their operations to be more digital in order to provide a better experience for customers, employees, partners and suppliers while simultaneously creating a more efficient and effective business.

Everyone knows that a lot of technology projects fail to achieve their intended objectives, timings, and budgets. This fact and the increasing investment levels are causing more executives to look for ways to de-risk these technology investments in digitizing the business.

That’s why we’re seeing an uptick in the hiring and certification of change management professionals, which is great, but companies are still thinking about the relationship between project management and change management backwards.

In most cases change management is brought to bear as an afterthought, a bolt on to project management when the reverse should be true. Managing a change is a bigger endeavor than managing a project, and in fact you could say that because every project changes something, that every project is a change initiative.

It is thinking about managing projects in this way that I sat down to begin managing a new project several years ago and like many project managers, I found myself sitting at my computer by myself starting at an empty Microsoft Word template for a project charter knowing the uphill battle I’m going to face trying to route this document around via email and succeeding at both getting any responses at all and at getting meaningful input and a diversity of perspectives to make my project charter a really strong document that anyone will actually look at after week two of the project. I also found myself thinking that there has to be a better to plan and execute change initiatives and projects.

ACMP Standard Visualization

And sure people like pull ADKAR (a modified version of AIDA from the marketing world) and the ACMP Standard for Change Management (see the visualization I created above and download it for free here) and John Kotter’s change leadership approach, but they all fall short of making the planning and execution of change initiatives and projects a more visual and collaborative process, so I found myself starting to create new tools to help people (intended to link up with the PMBOK and ACMP Standard for Change Management).

These tools started to collect until they formed a comprehensive and new visual, collaborative approach to planning and executing change initiatives, and yes projects. This collection of tools became known as the Change Planning Toolkit™ and was first introduced in my latest book Charting Change which pairs nicely with my first book Stoking Your Innovation Bonfire. Both are designed to pack more insights into each chapter than most books contain in the entirety of their pages. Two of the most important frameworks introduced in the book are the Five Keys to Successful Change:

Five Keys to Successful Change 550

And the Architecting the Organization for Change framework:

Architecting the Organization for Change

Both frameworks are designed to help people challenge the way they think about organizational change. They are designed to help people think about more than change management and to think differently about how organizations are transformed and how change management and project management relate to each other.

To help people begin their participation in changing change I’ve made ten free tools available for download from the 50+ tools in the Change Planning Toolkit™, and people who buy a copy of Charting Change get access to 26 of the 50+ tools (including the Visual Project Charter™ and the Change Planning Canvas™). The book does a great job of helping to explain the philosophy behind the toolkit and how to get started with the tools, but people who purchase access to all 50+ tools (including tools to help people think through their Digital Transformation) also get a QuickStart Guide to explain each tool.

But if we are going to truly work together to change how change is planned and executed I thought it would make sense to give people a more in depth sneak preview into what’s inside the toolkit and so I’ve created the following Introduction to the Change Planning Toolkit™ webinar recording:



I encourage you to reflect upon your own experiences planning and executing both projects and change initiatives and what you’ve found lacking in the tools you call upon from ProSci, PMI, ACMP or others and then check out the book and the webinar and then let me know if there are any tools that you feel are still missing – and if it makes sense, I’ll create them!

My goal in creating all of these tools for you after all is to help you beat the 70% change failure rate, so let’s work together at changing change so our organizations are capable with more capably transforming themselves as the environment changes around them.

You can let me know if there are any change tools that you still need (or if you’d like me to come show you and your team personally how to use them) via the contact form.

Let’s change change together!

Change Planning Toolkit Million Dollar Value

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

Send Me Your Questions About Change or Digital Transformation

2 Replies

Send Me Your Questions About Change or Digital Transformation

I’m planning on recording a webinar in the next couple of days titled An Introduction to the Change Planning Toolkit™ and before I do I would throw out an open call for questions:

  1. What have you always been curious about when it comes to organizational change?

  2. Where do you get stuck when it comes to achieving successful organizational change, adoption, or project completion?

  3. What do you think should be in the Change Planning Toolkit™?

  4. What have you always been curious about when it comes to the Change Planning Toolkit™ and how it helps you beat the 70% change failure rate?

  5. What have you always been curious about when it comes to digital transformation?

So, let me know what questions you have related to any of these five questions by Midnight (PDT) on Monday, April 9, 2018 in Seattle, WA (GMT -8:00) and I will do my best to answer them when I record the webinar.

Click here to send me your questions


Accelerate your change and transformation success

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

Transform Your Business with a Change Success Manager

Leave a reply

Transform Your Business with a Change Success Manager

“Stealing the role of customer success manager from the world of SaaS is the key to making your digital transformation efforts a success.”

I was speaking with a headhunter recently about some of the roles she was recruiting for and there was one that captured my attention. It was a posting she had for a customer success manager at one of your favorite three letter software companies. And, as she extolled the merits of the role I found myself thinking that the management practice of organizational change is still so immature. There are still so many missing tools and mindsets in the organizational behavior area of management science.

What I found so captivating about the responsibilities of a customer success manager, is that the kinds of tasks she described are exactly the kinds of activities that need to be performed as part of any organizational change effort. The difference is that software companies have recognized that they need to have people dedicated, ideally from the very beginning of the process, to help connect the cross-functional dots for the customer behind the scenes, actively manage expectations and outcomes, ensure a mutual understanding of what success looks like, and to make sure that it is ultimately achieved.

Technology companies everywhere seem to be racing to embrace the role of customer success manager as a new member of their army of service professionals. And, the customer success manager, above all else, strives to ensure that every customer moves beyond purchase, beyond installation, beyond first use, to productive use, deepening engagement, and the holy grail of retention and referral.

And retention is key in SaaS businesses because the churn rate (13% per year on adverage) is higher than other subscription type businesses (6-8% per year according to Recurly Research), but lower than the churn rate for some wireless carriers (which averages between 1-3% per month). Churn rate is a statistic measuring those customers who choose not to renew their service, or to switch their service to another subscription provider. A churned customer doesn’t write you a check for next year, or future years either.

The main reason SaaS customers churn, especially after their first year, is that the perceived value of the subscription is insufficient relative to the price to justify renewing it. They may have bought the software but didn’t install it, installed it but never really got up and running with it, or just found it too hard to get the value out of the software that they were promised. The old technology sales model didn’t care about these situations. Tech companies just focused on closing the sale, recognizing the revenue and moving on to close the next prospect. With the SaaS model, sales are no longer king, adoption and engagement are king. If the customer doesn’t adopt, engage and expand their footprint with your SaaS offering then it is easy for them to switch to an offering of a competitor.

So, if customer success managers are so instrumental to the success of technology companies in the era of the cloud, why shouldn’t they also be considered instrumental inside of our organizations as the key to successful change?

The problem is that too many organizations are still stuck in an upside-down paradigm where change management is seen as a bolt on to project management, instead of truly architecting our organizations for successful change.

Companies that want to be successful over the long term understand that change is not an event but a constant. They strategically select those capabilities and competencies needed for the next phase of their evolution, plan a portfolio of change initiatives that executes upon their strategy, and understand that change saturation and change readiness must always be considered. Companies that succeed in this era of unending change will constantly manage the expectations of their people around each change initiative and how the process will work and what the technology can and can’t do.

It is not surprising that companies would first embrace a role that adds tremendous value on the revenue generating side of the business first. Technology companies have determined customer success managers are critical to helping customer organizations adopt changes imposed by new technologies while ultimately increasing the lifetime value of each new customer. But for similar reasons internal to the organization, companies must also now embrace the need for a role I’d like to call the change success manager.

A change success manager is a change manager on steroids. However, in today’s business climate most people think of a change manager as the person a project manager brings in near the end of a software implementation project that does the training or communications. That may be how companies are doing the so-called people side of change today, but it is wrong!

This new role of change success manager is intended to lead each change initiative inside the organization from beginning to end. A change success manager is brought in at the beginning of the process to reach across the organization and identify a cross functional team specific to the needs of each change initiative for the purposes of convene as part of a change planning workshop. This change planning team will facilitate each change planning workshop using tools like the Change Planning Toolkit™ to identify the change leadership team that will take decisions and remove roadblocks for the change management team that will facilitate the actions necessary to advance the change initiative to its desired outcomes.

And, unlike the current model of change that many organizations follow, a change success manager will have one or more project managers on their change management team to identify the appropriate pace for the project, and the right size for the work packages, in order to maintain momentum across the entire duration of the change initiative and increase the adoption of internal change – just like a customer success manager increases the adoption of external changes!

This article originally appeared on CIO.com


Accelerate your change and transformation success

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

Free Change Planning Toolkit™ Access for All*

2 Replies

3 Free Change Planning Toolkit™ Site Licenses*According to multiple sources, including McKinsey, 70% of change efforts fail. The reason many change efforts fail is that they often lack a clear plan.

So, what’s a company struggling to keep up with the accelerating pace of change to do?

Why not revolutionize your ability to change faster than the competition using the Change Planning Toolkit™?

Change Planning Wall

The Change Planning Toolkit™ allows you to:

  1. Quickly visualize, plan and execute on your change initiative (from simple projects to complicated mergers or acquisitions)
  2. Deliver projects and change efforts on time
  3. Accelerate implementation and adoption
  4. Get a lot of valuable tools for a much lower cost than lesser offerings

Change Planning Toolkit Valuable Tools

I believe so much in the power of the Change Planning Toolkit™ that I am willing to offer a free* site license to the next three (3) firms to purchase a Change Planning Toolkit™ training session (which includes train-the-trainer).

For large companies like IBM, Accenture, Amazon, GE, Wells Fargo, Cognizant, HP Enterprise, Convergys, Oracle, or Microsoft, a free* site license represents a savings of up to $830,000 on tools with a value of nearly $500 million for a nominal investment in one day of training.

——————————————————————————–
Book a Training Session and get a free* site license
——————————————————————————–

The Change Planning Toolkit™ will help you increase:

  • Alignment
  • Collaboration
  • Engagement
  • Buy-In
  • Visibility
  • Transparency
  • Agility
  • Speed
  • Adoption

Change Planning Toolkit Benefits

While decreasing:

  • Project Risk
  • Failure
  • Cost Overruns
  • Late Deliveries
  • Surprises
  • Confusion
  • Resistance
  • In-Fighting
  • Staff Turnover

In addition, consulting firms will be able to increase their revenue and customer lifetime values using the Change Planning Toolkit™ and earn extra revenue as a reseller.

Change Planning Toolkit Benefits for Consulting Firms

Meanwhile, after the training, the QuickStart Guide and my book Charting Change (which training participants will receive**) will keep you (and your clients) on track and reinforce your learning.

——————————————————————————–
Book a Training Session and get a free* site license
——————————————————————————–

People can also get the Change Planning Toolkit™ for individual educational use for only $99.99/year (or $999.99 for a lifetime license).

* The site license is free for the first year. After 365 days it can be renewed for a very affordable $2/employee per year. Each employee gets access to tools that other companies might charge up to $20,000 for a single user to access.

** Depending on the country, book will be provided in either hardcover or digital form to training participants, but not both

——————————————————————————–
Book a Training Session and get a free* site license
——————————————————————————–


Accelerate your change and transformation success

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

Thinkers50 – Can I Count on You?

Leave a reply

2017 Thinkers50 Nominations Now OpenEvery two years Suntop Media ranks the top 50 management thought leaders and bestows the Thinkers50 Global Ranking of Management Thinkers. The ranking relies on nominations and voting from the community, meaning that the public decides who is selected.

NOMINATIONS CLOSE THIS FRIDAY (July 14, 2017)

Click here to nominate me by entering the following information:

Your Name
Your Email
Your Global Ranking Nominee: Braden Kelley
Notes (optional): Braden Kelley is an in-demand workshop leader and keynote speaker on the topics of innovation, digital transformation and organizational change. He is the creator of the revolutionary Change Planning Toolkit™ and the author of two popular books, ‘Charting Change’ from Palgrave Macmillan and ‘Stoking Your Innovation Bonfire’ from John Wiley & Sons. Braden has written hundreds of articles for publications including The Washington Post, Wired, and The Atlantic. And, in his spare time he created the site that became http://innovationexcellence.com – the world’s most popular innovation web site, and tweets from @innovate.

Click here to nominate me by entering the above information.

NOMINATIONS CLOSE THIS FRIDAY (July 14, 2017)

In addition, they are taking nominations for Distinguished Achievement Awards in the following categories:

  • Breakthrough Idea
  • Digital Thinking
  • Ideas Into Practice
  • Future Thinker
  • Innovation
  • Leadership
  • Strategy
  • Talent

The INNOVATION category is where I would greatly appreciate your nomination, but I also firmly believe the Change Planning Toolkit™ qualifies me for the BREAKTHROUGH IDEA and IDEAS INTO PRACTICE categories, but I’ll leave that up to you!

Click here to nominate me for the Distinguished Achievement Award by filling in the following fields with whatever information you would like (I’ve included some thought starters):

Your Name
Your Email
Your Nominee for Breakthrough Idea Award: Braden Kelley
Your Nominee for Ideas Into Practice Award: Braden Kelley
Your Nominee for Innovation Award: Braden Kelley

Notes (optional): Braden Kelley created the revolutionary Change Planning Toolkit™ to help organizations plan their projects and change initiatives in a more visual, collaborative way so that teams stand a better chance of beating the 70% change effort failure rate. He is the author of two popular books, ‘Charting Change’ from Palgrave Macmillan and ‘Stoking Your Innovation Bonfire’ from John Wiley & Sons, and continues to be an insightful innovation voice for publications including InnovationManagement.se, SAP’s Digitalist magazine, ProjectManagement.com, and Innovation Excellence. In his spare time he tweets from @innovate.

Click here to nominate me for the Distinguished Achievement Award by filling in the above fields.

NOMINATIONS CLOSE THIS FRIDAY (July 14, 2017)

There is also a short form at http://www.thinkers50.com/scanning/identify-new-thinkers/ that you can use for identifying new thinkers (and all of the above info works). 😉

I am deeply grateful for your continuing support.

Sincerely,

Braden

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

Latest Interview with the Everyday Innovator Podcast

Leave a reply

Everyday Innovator Podcast

I recently had the opportunity to sit down with Chad McAllister of The Everyday Innovator Podcast, about my work as a popular keynote speaker, workshop facilitator, and thought leader on the topics of continuous innovation and change, and some of my work with clients to create innovative strategies, digital transformations, and increased organizational agility.

But mostly in this information-packed interview, I reveal key lessons from the Change Planning Toolkit™ and my book Charting Change, including what’s hard about change, and how the visual, collaborative approach of the Change Planning Toolkit™ can revolutionize how we plan our projects and change initiatives.

Subscribe: iTunes | Android | RSS

1. Click here to visit the Everyday Innovator Podcast interview page

2. Click here to get your copy of Charting Change

3. Click here for more information on the Change Planning Toolkit™


Accelerate your change and transformation success

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.

Change Planning Toolkit™ Ask Me Anything Transcript

Leave a reply

Change Planning Toolkit™ Ask Me Anything Transcript

On Thursday, June 8th I took all questions about the Change Planning Toolkit™ on TWITTER via hashtag #cptoolkit and my contact form. Here were the questions and the answers:

1. I bought your insightful book Charting Change – How can I get the supplementary materials (26 of 50 Change Planning Toolkit™ tools) that go with the book?

Charting Change book buyers can contact me using my contact form here and get me their proof of purchase. Then I will send out the Change Planning Toolkit™ Basic License to them as an 11″x17″ scalable pdf download.

Book buyers can upgrade from the Basic License to the Bronze License or get their organization on the path to success with a site license at any time.

2. Who is the Change Planning Toolkit™ designed for?

The Change Planning Toolkit™ was designed for change leaders, project managers, and program managers to make it easier to successfully plan and execute projects, programs, change initiatives, business transformations, and digital transformations.

Change Planning Canvas

3. I’ve heard amazing things about the Change Planning Canvas™ – How can I get a copy of it? Is there a poster size?

Buy a copy of my latest book Charting Change, contact me with proof of purchase and I’ll send out the 11″x17″ of the Change Planning Canvas™ along with 25 other great tools!

Or, purchase a basic individual educational license and you’ll get instant access to these same 26 of 50+ tools along with a digital copy of the book (hardcover option in certain geographies).

Or, purchase a bronze individual educational license for the Change Planning Toolkit™ and you’ll get all 50+ tools, including the Change Planning Canvas™ in a scalable 11″x17″ pdf PLUS a Quickstart Guide PLUS several discounts.

There is a 35″x56″ poster size version of the Change Planning Canvas™ available for commercial site licensees. Consulting and training companies looking to grow their business, or organizations looking to increase their organizational agility and beat the 70% change failure rate should contact me about site licenses starting at $2/yr per employee.

4. What exactly is the Change Planning Toolkit™?

The Change Planning Toolkit is collection of 50+ tools to make change planning more visual, collaborative, and fun!

It is designed to be used by PMP’s in project management as well, and dovetails nicely with the ACMP Change Standard for change management professionals. In fact you can get a nice ACMP Standard Visualization in the ten free downloads.

5. What do people get when they purchase the Change Planning Toolkit™ Bronze License?

People who purchase the individual educational license of the Change Planning Toolkit™ Bronze License $1,200 worth of items for the extremely low price of $99.99/year (or $999.99 for a lifetime license) that will fundamentally transform how you plan and execute ALL of your projects and change initiatives, from this point forward, greatly increasing:

  • Project success rates
  • Organizational agility
  • Ability to beat the competition
  • Collaboration levels inside the organization
  • The innovation capacity of the organization
  • Employee retention
  • And more!

I answered most of the specifics in question three, but just to recap in a simpler way, if you purchase the bronze license, you get access to:

  • 11″x17″ scalable pdf version of all 50+ tools (including the Change Planning Canvas™)
  • QuickStart Guide
  • Use of the tools for individual educational use unless a commercial site license is purchased (starting at $2/yr per employee + small setup fee)
  • 35″x56″ poster size scalable downloads for key tools (COMMERCIAL SITE LICENSES ONLY)

6. What differentiates the Change Planning Toolkit™ from the competition?

First of all, I created the Change Planning Toolkit™ because so much of what project managers and change practitioners need to be successful didn’t exist!

So, it has been designed to play well with the Project Management Body of Knowledge (PMBOK) from the Project Management Institute (PMI), the Change Standard from the Association of Change Management Professionals (ACMP), and ADKAR from ProSci. But, the Change Planning Toolkit™ delivers value for project managers and change practitioners that those can’t.

In fact, I created a Visual Project Charter™ and a visualization of the ACMP Change Standard as free downloads to help ACMP and PMP practitioners be more successful within their existing frameworks.

So, no matter what project management or change management methodology you like to use, the Change Planning Toolkit™ will feel familiar, and will increase your ability to achieve success with the kinds of projects and change initiatives you’re already running!

7. What’s your view on change management versus project management?

Most people talk about change management as if it is a subset of project management, but that’s so not true!

People need to change this thinking because it’s a big reason why so many projects fail.

Instead what we need to do is to flip this thinking on its head and start seeing project management as a subset of change management. One of the 50+ tools in the toolkit (and in the book) visualizes what such a world can and SHOULD look like. It’s called Architecting the Organization for Change:

Architecting the Organization for Change

You’ll notice that all five of the Five Keys to Change Success are all represented here. 🙂

What’s next?

Look for more AMA (Ask Me Anything) sessions on the Change Planning Toolkit™ and The Experiment Canvas™ in future weeks!

FYI – On Twitter I am @innovate if you aren’t already following me.


Accelerate your change and transformation success

Subscribe to Human-Centered Change & Innovation WeeklySign up here to get Human-Centered Change & Innovation Weekly delivered to your inbox every week.