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Change Navigator

The Change Navigator shows the most important stages in any change process and offers an insight into the most critical tasks and key questions for successful change leadership.

PM Navigator

Initiation

Core tasks at Initiation:

  • Create awareness around need for change in the management team (sense of urgency)
  • Articulate the changes required
  • Force fields and stakeholder analysis

Key questions at the Initiation stage:

  • What are the main characteristics of the current situation?
  • What is the management team view of the need for change?
  • How high is the willingness and ability of the organization to change?
  • Whose interests and concerns are affected by the change?
  • What needs to stay as it is?

Structuring

Core tasks in structuring:

  • Agree targets and performance indicators
  • Set the decision making and governance structure
  • Define projects and actions
  • Develop communication architecture (Roadmap)

Key questions for structuring:

  • What specific goals should be achieved with the change project?
  • What external influences have an impact on the change project?
  • Which projects and initiatives need to be set-up?
  • What roles and responsibilities need to be assigned?
  • How do you create meaningful integration of management and employees?

Mobilization

Core tasks in mobilizing:

  • Generate optimism
  • Start projects - clarify goals, roles, procedures
  • Ensure key stakeholder involvement
  • Deliver quick wins

Key questions for mobilization:

  • Who is involved in the projects?
  • How can you create short-term success and celebrate achievement?
  • How is the organisation responding to the change process?
  • How do you ensure effective communication between the sub-projects/workstreams?
  • Which controlling and feedback loops are useful?

Implementation

Core tasks in the implementation:

  • Integrate opposing interests and resistors
  • Control sub- projects/worstreams
  • Controlling and Reporting
  • On going course corrections

Key questions for implementation:

  • Where do you stand in terms of achieving the set goals?
  • What are the possible roots causes of resistance during the process?
  • What insights do you derive from the feedback by managers and employees?
  • What further action is necessary?

Anchoring

Core functions for anchoring:

  • Ensuring a high quality hand-over to the organisation
  • Create incentives to build new routine
  • Foster inter-departmental dialogue
  • Reflect on the change process (Lesson learnt)

Key questions for anchoring:

  • Which incentives support the anchoring of changes in the organisation?
  • How do you ensure an active communication between the new interfaces in the organisation?
  • How do capture the lessons learnt from the change process?