L/BAA/Q/148: Managing Change - ABC Bookshop Change Strategy Report

This report, prepared by Yanique Townsend, details a change management strategy and implementation plan for ABC Bookshop. The report begins with an introduction and outlines the purpose of the change management strategy, followed by a description of the change management process, including the 3-Phase Method of Prosci. Various change strategy/management models are evaluated, including Lewin's, McKinsey 7-S, Kotter's, ADKAR, and Köbler-Ross models, with Kotter's model selected for implementation. The report also details measures and systems for monitoring the progress and effectiveness of the change strategy, and evaluates the role of leadership. Finally, the report includes an implementation plan for the chosen change strategy, as well as references and appendices.

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Managing Change
Unit code: L/BAA/Q/148
Name Yanique Townsend
Task 3 In the final section of your report, you need to develop a change strategy
which will achieve the aims and objectives of the organization. Your
strategy should:
 Use suitable models or frameworks
 Evaluate measures and systems that could be used to monitor the
progress and effectiveness of the change strategy.
Extension activities:
To gain a merit grade you must also: evaluate the role of the leader in
creating and implementing a change strategy.
To gain a distinction grade you must also: create an implementation plan for
the change strategy.
Word count 2447
Date November 2020.

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Company: ABC Bookshop
CEO: Samuel Jackson
Senior Change Manager: Yanique Townsend
Date: November 30, 2020
Contact email:

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Table of Contents
Page
1.0 Introduction 4
2.0 Change Management Process 4
3.0 Change Strategy/Management Models 6
4.0 Measures and Systems to be used to monitor the progress and
effectiveness of ABC Bookshop change strategy 11
5.0 Role of Leadership in creating and implementing a change strategy 13
6.0 ABC Bookshop Change Strategy Implementation Plan 14
Appendices 1 15
Appendices 2 15
Appendices 3 16
References 17

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1.0 INTRODUCTION
1.1 Purpose of the Change Management Strategy and Plan
Change Manager knows that organizational change is something that occurs on a daily
basis.
Change Management is usually referred to the change or transfer of individuals,
organizations, businesses and projects from one state to another. It is about
establishing a structure for any form of organizational change to be successful.
The Change Management Strategy includes a strategic roadmap for all phases of the
change management deliverables, including the execution of change impact
evaluations and activities, from defining what is changing to educating users on new
processes.
1.2 Team members
 Change Manager – Yanique Townsend
 Human Resources manager – Sheryl Grayson
2.0 CHANGE MANAGEMENT PROCESS
2.1 Change Process
When we speak of the change management process we can described it as a series of
activities that is followed by the change management team in order to apply the change
strategy to drive individual changes and ensure the project achieves its expected
outcomes. The following research elements have been described as core elements of an
effective change management process. These components are integrated into the 3-Phase
Method of Prosci.
The Prosci1 is one of the most commonly used strategies for introducing change within an
organization.

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Prosci’s 3-Phase Process
The components of an effective change management process include:
1. Readiness Evaluation – these are methods used to determine the organisation’s readiness
to adjust.
2. Communication and Communication Planning - raising awareness about the need for
change and creating a desire among employees is usually the first step in managing
change. As a result, initial communications are usually designed to raise awareness about
the business reasons for change and the danger of not changing.
3. Sponsor Events and Sponsor roadmaps - The change management team must create an
action plan and support key business leaders in the execution of these plans. Research
indicates that sponsorship is the most significant factor for success.
4. Change Management Training for Managers
5. Training Growth and Implementation – Training is the foundation of knowledge
building on change and the skills needed to succeed in the future. The primary function of

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management change is to ensure that affected individuals receive the training they need at
the right time.
6. Resistance Management – Resistance from managers and workers is common and can be
handled proactively. Hence the change management team needs to identify, recognize
and support leaders in handling opposition in the organization.
7. Employee input and corrective action – Managing change is not a one direction path;
employee participation is a critical and necessary aspect managing change.
8. Recognizing progress and strengthening change – Early adoption, success and long-
term successes must be acknowledged and celebrated.
9. After-Project Appraisal – The last phase in the change management process is a follow
up review. This is where you can sasses achievements and weaknesses, and recognize
process improvements for the next project.
3.0 CHANGE STRATEGY/MANAGEMENT MODELS
The Change Management framework is a structure to be followed while creating insights and a
change plan for your organization. It is an evolving process that takes time, experience,
commitment and efforts to implement and operate. It requires the participation of stakeholders of
the organization and can also result in these people being impacted by the changes. Before
adopting one of the many successful and common models for managing change, the company
must first find out why it needs to change and how it will benefited.
There are five main models used for change strategy:

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1) Lewin’s Change Management Model
One of the most common and effective methods for understanding organizational and
structured change is the Lewin’s Change Management Model. This model was developed
and designed by Kurt Lewin in the 1950s who was a physicist and social scientist, and is
still valid today.
Lewin’s model comprises of three major steps:
 Unfreeze: According to Lewin’s approach, the first step in the change process requires
the preparation for change. This means that the company must be prepared at this level
for transition and also for the fact that change is critical and inevitable.
 Change: In this step the actual transformation or change occurs. The process can take
time to happen, as people typically spend time on new technologies, developments,
and improvements. Strong leadership and encouragement are critical at this point,
since these factors not only contribute to a step in the right direction, but it also makes
the process simpler for workers or individuals involved.
 Refreeze: Once the change has been welcomed, accepted and enforced, the
organization is beginning to become steady again. That is why the stage is referred to
as refreezing. This is the moment when workers and systems are beginning to freeze,
and things are starting to go back to their usual speed and routine.
2) McKinsey 7 S Model
McKinsey 7-S model is among the few models that managed to thrive even though others
came in and out of fashion. This model was created by consultants working for McKinsey
& Company in the 1980s and consists of seven steps to handle change. The phases
includes:
 Strategy – the strategy is a plan designed to resolve competition and accomplish the
objectives.
 Structure – Structure is the feature of this model that refers to the manner whereby a
company is divided.
 Systems – The manner in which the day-today tasks are conducted in order to achieve a
company’s mission is what this stage is all about.
 Shared values – Shared values refer to the core or main principles of the entity under
which it operates.

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 Style – The manner in which improvements and leadership are embraced or introduced
is referred to as ‘style.’
 Staff – Employees apply to the workforce or employees and their capacity to operate.
 Skills – The competencies as well as other skills possessed by the workers working in
the organization.
3) Kotter’s change management theory
Kotter’s theory of change management is one of the most influential and adopted
worldwide. This model was devised by John P. Kotter, a professor at Harvard Business
School and author of many books on change management.
This change management theory is divided into eight steps, each of which concentrate on a
core concept associated with people’s reaction to change. The phases includes:
 Increase urgency – This included fostering a sense of urgency among people to inspire
them to move forward with the objectives.
 Develop a team – This phase of the Kotter’s change management theory is related to
having the right people on the team by choosing a combination of expertise, experience
and dedication.
 Get the vision right – This stage is linked to developing the right vision by taking into
account not only strategy, but also imagination, emotional connection and goals.
 Communicate – Communication with people about change and its needs is also an
integral part of Kotter’s theory of change management.
 Get things moving – In order to get started or delegate action, one needs to get help,
eliminate barriers and incorporate input in a positive way.
 Focus on short term goals – Concentrating on short term goals and splitting the overall
target into small and attainable measures is a successful way to achieve progress
without too much pressure.
 Don’t give up – Perseverance is the secret to success. It is vital not to give up when the
process of handling transition transpiring, no matter how difficult it might seem.
 Incorporate change – in addition to managing change efficiently, it is also imperative
to emphasize change and make it a part of the culture of the workplace.
4) ADKAR model
ADKAR model or change philosophy is a goal-oriented tool that helps the different change
management teams to concentrate on certain steps or tasks that are specifically relevant to
the goals they wish to accomplish. The objectives, as well as the outcomes obtained and
described using this model, are summative and in order. This suggests that by following
this model, a person must accomplish each of the results or outcomes in a certain orderly

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manner so that the transition can be maintained and enforced. The model should be used by
change managers to recognize the different deficiencies or gaps in the change management
process so that appropriate preparation can be delivered to workers.
ADKAR Model basically stands for Awareness, Desire, Knowledge, Ability and
Reinforcement
5) Kübler-Ross Five Stage Model
The five-stage Kübler-Ross model was built by Elisabeth Kübler-Ross after conducting her
research on the dying and death. This model is also known as the Grief Model, as it speaks
about the various emotional stages and phases that a person is going through as he/she
knows that he/she might be nearing their end.
The model can also be applied to other life conditions, such extended to other life
circumstances, such as job cuts, job changes and other less significant health issues. The
model helps to recognize and cope with personal trauma and has been widely recognized
around the world. The following are the different stages associated with Kübler-Ross
model:
 Denial
 Anger
 Bargaining
 Depression
 Acceptance
After analysing the above named models, ABC Bookshop have decided to adopt the Kotter’s
change management framework in its new business model as follows:

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In addition, the following general Change Management Model will be used as a guide by ABC
Bookshop Change management team:
DEFINE  Clarify roles in change management process
 Clarify what is changing and why
 Identify stakeholders
 Establish project timeframe
 Clarify success measures
PLAN  Conduct impact and stakeholder assessments
 Develop change and communication plans for stakeholders
 Identify threats and develop risk reduction strategies
 Design plans for communications and training
IMPLEMENT  Enable leaders
 Start communications and training plans
 Track and control resistance
 Deploy risk-mitigation plans
ABC
Bookshop
Big Opportunity
Create
A Sense of
Urgeny
BUILD
a guiding
coalition
FORM
a strategic
vision
ENLIST
a voluntary
team
ENABLE
action by
eliminating
barriers
GENERATE
victories in the
short term
SUSTAIN
acceleration
INSTITUTE
change

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SUSTAIN  Monitor adoption of change(s)
 Reinforce behaviors that are aligned to the change
 Measure impact of change(s)
 Adjust needed based on metrics.
4.0 MEASURES AND SYSTEMS TO BE USED TO MONITOR THE PROGRESS
AND EFFECTIVENESS OF ABC BOOKSHOP CHANGE STRATEGY
Change is daunting for both the employee and the organization as a whole. If you phase out a job
title or changing your business process or moving to different markets, your employees need to
know what to expect and the role they are playing in this new business venture. Continuous
monitoring is required to assess the success and efficacy of the change plan implemented.
Before completing the strategy, you need to agree on how and when it will be tracked and
reviewed and what details the Change Management committee wants to collect in order to
review progress.
A successful monitoring system would determine the following:
 The change management tasks that you are charged with completing, and
 The effects of these activities at both the individual and organizational levels
The following three categories will be used to measure the progress of ABC change strategy
after it has been implemented, namely:
1. Organisational performance
These activities are related to the project achieving the desired results for the
organization. Here are some examples:
 Performance improvements
 Adherence to the project plan
 Market and change readiness
 Project KPI measurements
 Realization of benefits and ROI
 Adherence to timeline
 Promptness of execution

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2. Individual performance
These indicators show whether the individuals affected by the transition are progressing
through their journeys of change. Since the participant is the unit of transformation, the
measurement of individual success may be a crucial measure of overall project
performance.
The following individual employee metrics are widely used by change management
practitioners to illustrate the efficacy of change management. The tools used to achieve
these measures include surveys, evaluation, interviews, observation, and performance
assessments:
 Adoption metrics
 Reports on usage and utilization
 Compliance and audit reports
 Proficiency measures
 Employee commitment, buy-in and involvement measures
 Input from employees
 Issue, compliance and error logs
 Service desk calls and service request
 Attentiveness and appreciation of the change
 Findings of behavioral change
 Employee readiness assessment results
 Employee satisfaction survey results
 Model surveys by ADKAR®
3. Change management performance
Change management performance is the final category for assessment. The metrics in this
group are related to the actual activities of the change management team. While it is
useful to track these activities, it is important to assess if the change management
activities are effective in the two other outcomes-oriented categories of individual and
project performance.
The most popular change management success indicators include:
 Monitoring the activities of change management carried out in accordance with
the plan
 Training tests and indicators for success
 Engagement in training and attendance numbers
 Coordination of deliveries
 Communication effectiveness
 Performance improvements

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 success and commitment to plan
 Business and change readiness
Regardless of the form of change, all formal change management programs should include the
following activities:
 Tracking of change management activities carried out in compliance with the plan
 Training tests and effectiveness measures
 Training participation and attendance numbers
 Communication deliveries
 Communication effectiveness
5.0 ROLE OF LEADERSHIP IN CREATING AND IMPLEMENTING A CHANGE
STRATEGY
The role that ABC Bookshop leadership will play in the management of change includes the
following:
 Explain and express the vision effectively,
 Remain linked to your staff,
 Be responsible and be clear,
 Be the figure head,
 Engage people in shaping the change, and in the planning of effectively implementing it,
 Create your enthusiasm,
 Lead from the top,
 Embrace nothing less than transformative change and aim for dynamic improvements,
 Communicate plans beforehand, communicate progress during and communicate
achievements as they happen.

6.0 ABC BOOKSHOP CHANGE STRATEGY IMPLEMENTATION PLAN
Communicating and
Implementing the Change
Create a Climate for Change. Help
stakeholder’s to understand the Process
Change
Trainin
Business Case:
“The Vision”
How will it change the current
business process?
Understand the change
Communications
Implementing change,
training
Why do we want the new system?
 Requirements
 Benefits
 Value Analyze how the changes impact on:
 Business
 Staff
 Customer
Where and who will the changes impact on:
 Business
 Staff
 Customer
Who wants to know what, how and
 Identify stakeholders
 Agree communication chan
 Agree vehicle for communi
Who will manage or run training
Who needs to be trained and when
Key successes?
Key barriers?
Moving forward/What’s left to do?
Identify &
define
benefits
Raising
awareness
As-is
impact
assessment
Readiness
workshop
Stakeholder’s
analysis
Taking
stock
Document
to-be &
training
On-
boarding/Get
ing buy-in

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Appendix 1
Change Management Tasks (Checklist & Overview)
TASKS DONE?
Assess the project
Conduct Stakeholder Analysis
Perform Change impacts’ Assessments
Complete a Target Audience Analysis
Conduct a Preliminary Organisation Readiness
Complete a Change Risk Analysis
Develop a Change Management Strategy
Establish a Change Management Group
Develop Detailed Change Plans
Execute Change Plans
Track and measure adoption
Appendix 2
Sample Action Plan
ACTION NAME DEALINE STATUS
Define changes and align them
to the company’s business
goals
Ongoing
Identify the impactss of
business operations
Ongoing
Incorporate a commnication
strategy for the success of
these changes
Ongoing
Evaluate the effectiveness of
the change process
Ongoing

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Appendix 3
Define budget
Description Quantity Price Total
Research Cost
Training materials
Professional Fees
TOTAL

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