8 Key Steps to Take Before and During Change Implementation

For leaders, change practitioners and anyone affected by a change, the process to implement it can be complex and challenging. Follow the eight must-do steps before and during a change implementation to set up any initiative for success.


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Fundamental steps for every change

These eight key steps are integrated and supported within Managed Change – LaMarsh Global’s change management methodology. Our approach to change management guides leaders and change practitioners to identify and prioritize the aspects that are most important to successful organizational change.

Ensure leaders are committed

The most important factor of every change is the leadership. Effective executive and business unit leaders must be   willing and committed to the change – they accept it, own it and demonstrate active support.

Define the governance structure

Design a model for how teams will operate to ensure effective teamwork and problem resolution. Local teams should customize implementation for their own business unit and work in collaboration with the executive-level change leader  or steering committee.

Clarify the definition of the desired state

The short and long-term strategic vision and tactical goals of the change initiative must be well-defined. Review and clarify the definition from the perspective of the organization’s structure, process, people and culture. To monitor progress, identify business metrics and their targets when the desired state is achieved.

Utilize a proven change management model

Leverage a change management methodology to identify risks, prioritize mitigation tactics and report on progress. Change practitioners can use a proven methodology to focus their time and efforts on the aspects of the change that have the largest contributions to successful implementation.

Manage risks

Managing risk to the acceptance and adoption of the change is the process of identifying the critical success factors that are weak or missing, and then prioritizing actions to mitigate or accept the risks. Most importantly, the people that have to change are documented and their reactions to the change are acknowledged.

Communicate effectively

Help stakeholders and employees stay up-to-date on their responsibilities and expectations through the transition to the desired state. This often includes introducing new communication channels, repairing broken channels and coordinating communications within a central hub for all concurrent change projects.

Use a one-team approach

Organizational change is rarely discrete. Both leaders and employees face multiple changes at the same time, and there is an overlap between the impacts and opportunities of these changes. Provide multiple opportunities to collaborate and work in partnership with cross-functional representatives and experts.

Guarantee resources are available and willing

Provide and leverage the right internal and external resources who are willing to learn. Change management resourcing is a business decision based on your organization’s change capability and the nature of the current change initiatives.

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