Development Of Strategic

Change Management
Processes

Table of Contents
Background......................................................................................................................................3
Introduction..................................................................................................................................3
Objectives....................................................................................................................................3
Content of and process for developing a change management strategy..........................................4
Training organisation’s objectives...............................................................................................4
Policies and procedures...............................................................................................................5
Outcomes of stakeholder analysis.................................................................................................10
Training organisation’s organisational mission, purpose, and values...........................................11
How the mission, vision and values guide the strategic direction of the organisation..............12
Potential strategic change risks that the training organisation can face........................................12
Different leadership styles for implementing a strategic change in the training organisation......13
Personal development planning methodologies............................................................................15
Organisational transformation and the management of the stages of change...............................15
References......................................................................................................................................17
Background
Introduction
Each organisation with the ability to change should have its own set of rules and procedures for
managing change. These regulations don't have to be very detailed or intricate. They can be
produced quickly because even a few pages are sufficient. This process' goal is to control how a
change is introduced into production by ensuring that the right procedures are being followed,
the right documentation has been finished, the right testing has been done, and the right approval
is in place

Objectives
The goal of the change management process is to manage the whole change lifecycle, allowing
for the implementation of good changes with the least possible impact on IT services.

The following are the goals of the change management process:

 Respond to the business and IT requests for change that will align the services with the
demands of the customer's evolving business requirements while optimising value and
minimising incidents, interruption, and rework
 Make sure approved modifications are prioritised, planned, tested, executed, documented,
and reviewed in a controlled way.
 Make sure configuration item changes are logged in the configuration management system.
Content of and process for developing a change management strategy
Training organisation’s objectives
1. Create a culture that values innovation

If your culture has a history of opposing change, any change will be challenging. Every change
management technique has as a top focus creating a culture that is open to innovation and
change.

2. Defining Change Principles

The concepts of change management are what keep your innovation culture alive. They
established standards for everyone in your company, saying things like, "We actively innovate
and change.

3. Create Creative Approaches

A game of strategy is change management. Make strong cultural, communication, and

performance management plans, then put them into action.

4. Develop Innovative Best Practices

Develop tactical change management best practises.

5. Train change agents

In your business, leading change is a leadership action at every level. Develop your change-
leaders.

6. Support Change Agents

Leaders of change should be given enough power, and they should be encouraged.

7. Determine Accountability & Responsibility for Change

Establish explicit guidelines for responsibility and accountability for change.

8. Match Employee Goals to Change

Make a plan to evaluate each employee in light of the change objectives. Establish performance
standards with each employee and ask for commitment.

9. Share Information & Socialize Change

Reducing resistance to change requires communication and socialisation of the change

10. Address issues and strengthen change

Promote change with the sincere goal to make it better. Respond to employee concerns and take
action on insightful comments.

Policies and procedures

Policies

Information resource changes must be handled and carried out in accordance with a proper
change control methodology. The control process will make sure that any changes are evaluated,
approved, tested, implemented, and made public in a controlled way. It will also make sure that
the progress of each change is tracked. It is necessary to abide by the following assertions in
order for this policy to be effective:

 The information system and its components must be designed, documented, and kept in
accordance with a current baseline configuration.
 It is required to create, document, and maintain a current inventory of the information
system's parts and its owner.
 The installation of information system components must include updating the information
system's baseline configuration.
 The adoption of a formal change control method is required for the authorization,
documentation, and management of changes to the information system.
 Through configuration verification and audit processes, changes in the information
system's configuration must be kept track of.
 The information system must be set up to only supply those features that are absolutely
necessary, and it must also forbid or restrict the usage of certain features, ports, protocols,
 and/or services. It is required to specify and identify any functions, ports, protocols, etc.
that are either forbidden or limited.
 The installation of the component should include updating the inventory of the
information system components.
 To keep the information system's configuration current, complete, dependable, accurate,
and easily accessible, automatic mechanisms and tools must be used.
 To start modifications or change requests, contact the necessary approval authority, and
record approval and implementation information, automatic mechanisms or tools must be
used.
 The information system must be examined with a specific regularity in order to spot and
get rid of pointless features, protocols, ports, and/or services.

Procedures

All communications, including emails and meeting minutes, must be in written for compliance
reasons. The Change Management Controller will keep a copy of this documentation and save it
alongside the change's related change documentation. Because of this, verbal requests and
approval are not accepted.

 Risk

If changes are not adequately managed, they might have a detrimental effect on the company and
prohibit employees from doing their duties. People who are not completely aware of the
influence on other sections of the business may make changes. Change must be managed or the
business may become a target of fraud.

 Roles

Communication between the Department Manager seeking the change and any other impacted
Department Managers, who will be referred to as the Stakeholders, is the responsibility of the
Change Management Controllers. The collection of requirements, creation of plans, scheduling
of projects, and coordination of all paperwork will be handled by the change management
controller.
 The Change Request Form be submitted

Fill out the Change Request Form. IT Manager has this form and instructions on how to fill it. In
the Request Details area, be as specific as you can. Please provide the department managers'
names in the Other Departments Affected area if this change will have an impact on other
departments.Use the branch or office scanner to complete the form, then scan and send the
authorised form to the IT Help desk.

 Review the requirements

The Change Management Controller will evaluate the change request form and gather more data
before adding impacted Department Managers and scheduling meetings. The Modification
Management Controller then draughts a Specification outlining every element of the change and
distributes it to all Stakeholders. All of the requirements should be included in the specification.

o To make sure that all of the needs and their specific interests are met, the Change
Stakeholders thoroughly go over the Specification.
o The specification will require email approval from the change stakeholders.
 The Risk Assessment

A risk analysis will be carried out by the Change Management Controller using the agreed-upon
specification. All the systems and procedures impacted by the suggested change will be
examined, and any potential danger zones will be noted. To make sure that any risk to the
business has been recognised and addressed, the Risk Assessment is utilised to develop a change
recommendation.

o To be sure that nothing has been overlooked, thoroughly review the Risk
Assessment and Recommendation.
o Send an email to the Change Management Controller to alert them to any
omitted risks or issues with the recommendation.
o Send an email approving the risk assessment and recommendation.
 Implementation Strategy
The Test Plan and Roll Back Strategy are both included in the Implementation Plan, which
outlines all the steps needed to handle the change successfully. This may also contain a project
timetable and deadline for improvements that are more complex.

o Examine the implementation strategy.

o Any modifications or adjustments should be communicated to the Change Management
Controller.
o Note the schedule, any training or testing, and the impact on the department employees.
o Make a list of any reliant chores (i.e. if one department is unable to make a change until
another has completed theirs).
o Send an email approving the implementation plan.
 Pre-Change
It is crucial that the personnel in each department be informed of what has to be done, when it
needs to be done, and by whom once the Implementation Plan has been approved.
Ensures that all components of the change are proceeding according to plan by engaging with
other stakeholders and the change management controller.
 Change

Make sure the plan is adhered to as closely as possible and that any problems are brought to the
attention of the Change Management Controller as soon as they arise. All of the Stakeholders'
communications will be coordinated by the Change Management Controller. Make sure the
Implementation Plan is followed by all employees.

 Post-implementation review:

It's crucial to assess the situation after a change is done in order to spot any issues that might be
fixed or future issues that could be avoided. A Post Implementation Review will be conducted by
the Stakeholders one month after the modification has been promoted to Live .The Stakeholders
will undertake another evaluation two months after the measure has been put into effect. The
Change Documentation and Follow-Up Material will be reviewed by the Management Executive
Committee every quarter. The Change Documentation contains the minutes and action items
from these reviews.
 Group Internal/External Priority Direct/Indirect Relationship with / Impact on Project
(High/ Med/ Involvement Interest in project
Low)

Development Internal High Direct Project Owner Over-all control

Team

QA Team Internal High Direct Manager Day-to-day management

 IT Division Internal High Direct Project Owner Day-to-day management
Sales Division Internal High Direct Manager

Outcomes of stakeholder analysis.

Training organisation’s organisational mission, purpose, and values
Mission

Becoming indispensable to our clients by offering unique goods and services that aid in the accomplishment of their goals.

Purpose

The development of performance in their current position or educates them for a future position.

Values

 Integrity. Everyone who represents the organisation is committed to acting in a way that is consistent with the company's values.
 Honesty. Not only the optimal course of action. Being honest and trustworthy in your actions will win you the respect of your
coworkers, clients, and the general public.
 Fairness. demonstrating the basic civility that we all expect and demand from one another.
 Accountability. The best method to establish trust both internally and publicly is to take ownership of your actions (and inactions).
 Customer commitment. Being sincere with our words and the connections we build is the first step in providing excellent customer
service.
 Inclusion and diversity. Organizations prosper by integrating a variety of backgrounds and life experiences into a setting where
everyone has an equal chance.
 Learning. No one knows every solution. A fundamental tenet of successful businesses is a culture of humility and ongoing
learning.
 Teamwork. People are capable of building something bigger than themselves when they collaborate.
 Passion. being joyful about our job and the people around us as well, so that we may all be brave, inventive, and creative.
 Quality. The quality of a company's goods and services will determine how well it is perceived, hence the highest standards must
be upheld.
How the mission, vision and values guide the strategic direction of the organisation.

Mission and vision statements serve three crucial functions: they guide strategy creation, explain the organization's purpose to
stakeholders, and help create quantifiable goals and objectives that can be used to assess the strategy's effectiveness. First, an
organization's objective and vision may be communicated to all important stakeholders through its mission and vision statements.
Stakeholders are the important parties who have a say in how an organisation is run or an interest in its future. Suffice it to state for
now that some important stakeholders include employees, consumers, investors, suppliers, and institutions like governments. You will
learn more about stakeholders and stakeholder analysis later in this chapter. These comments would typically be widely disseminated
and frequently debated in order to ensure that their meaning is broadly accepted, shared, and internalised. Employees will be more
able to grasp a plan and how to implement it if they have a better understanding of the goal and vision of the company. Second,
mission and vision establish a goal for developing a plan. That is, one measure of a successful strategy is how effectively it contributes
to the company's goal and vision. Sometimes it helps to think of purpose, vision, and strategy as all being parts of a funnel to better
understand how they relate to one another. The mission statement's inputs are located at the funnel's widest portion. The vision
statement, which has condensed the mission so that it may direct the creation of the strategy, is located at the narrower area of the
funnel. The tactic is located in the funnel's narrowest section.

Potential strategic change risks that the training organisation can face
1. Accept risk and assume 

Teamwork may be used as part of the acceptance process to determine whether the potential risks of a project are acceptable, as well
as whether their effects. Team members can identify potential weaknesses that risks present as well as risks and their associated
repercussions. The goal of this strategy is to help bring these risks to the attention of the business so that everyone working on the
project has a shared understanding of the risks and consequences involved. This strategy is frequently used for identifying and
understanding the risks that can affect a project's output.

2. Avoidance of risk
The avoidance plan outlines the risks and outcomes of a project that have been acknowledged and assumed as well as provides
possibilities to mitigate those risks. Planning for risk and then taking preventative measures are two ways to adopt the avoidance
technique. For instance, a project team may opt to perform product testing to reduce the chance of product failure prior to the approval
of the final production. The avoidance approach can also be used in the ways illustrated by the following instances.

3. Managing risk

Members of the team may use a control method while reducing project risks. This tactic functions by taking into consideration dangers
that have been acknowledged and accepted before taking steps to lessen or eliminate their effects. The following illustrations show
how control techniques can be used to reduce risk.

4. Risk transference

Transference may be an effective method of consequence mitigation when hazards are recognised and taken into consideration. The
way the transference method operates is by shifting the burden of another party's risk and consequences. However, this might have its
own disadvantages, therefore when a company uses this risk reduction method, it should be done in a way that is acceptable to all
stakeholders. The use of transference tactics for risk mitigation is demonstrated in the scenario that follows.

Different leadership styles for implementing a strategic change in the training organisation.
1. Democratic leadership

Members of the group are taken into consideration while making decisions under this leadership style. The ultimate choice is reached
after a last conversation in which ideas are openly discussed. The team leader directs the entire team. Any organisation can use this
kind of leadership. This management approach is very adaptable. The leader has the power to make the final choice.

Advantages: Different concepts are easily discussed with one another. This kind of leadership is very successful and effective. The
employee's interest in and attitude toward the job improves.
Disadvantages: Maintaining group coordination is challenging. When people agree and disagree on a certain subject, communication
may suffer. Probabilities of untrained members coming up with bad ideas

2. Autocratic leadership

In this style of leadership, the leader makes decisions without taking other members' opinions into account. Here, group members do
not participate in decision-making; instead, they must just follow the instructions to achieve the goal. Here, the outcome—good or bad
—is all the leader's fault. There are very few organisations that exhibit this style of leadership.

Advantages: There is no communication chasm since only the leader makes decisions. Making a decision in this sort of situation takes
less time. Any unforeseen emergency or challenging circumstance may be managed more skillfully.

Disadvantages: This style of leadership is rarely successful. Since group members are not involved in decision-making, employee
morale may suffer as a result. Lack of trust between the group's leader and members is more likely.

3. Laissez-Faire leadership

The French phrase "Laissez-Faire" translates to "Let them do." As a result, this kind of leadership allows for individual decision-
making by its members. While this style of leadership boosts employee morale, it can occasionally produce unintended outcomes.
Most often, homes where kids are allowed to make their own decisions exhibit this type of leadership. Another illustration of this type
is the freedom given to kindergarten students to act in accordance with their own desires.

Advantages: Group members feel free to discover who they are. The members maintain effective interaction and coordination.

Disadvantages: If a group member is incapable, the likelihood of receiving an incorrect result increases.

4. Strategic leadership

It is a leadership style in which senior executives create strategies and a vision for the success of the organisation. They are crucial to
decision-making. Top management becomes more accountable for the end result as a result.

Advantages: They create a systematic and organised decision-making process, which increases target visibility and clarity.

Disadvantages: Forecasting could produce erroneous results. Due to defined plans and tactics, flexibility is challenging.
Personal development planning methodologies
Define your goals.

Every personal development strategy should begin with a vision statement. Imagine who you will be, where you will live, and what
you will be doing in ten years. The other portions of your personal development plan will be guided by this vision. You will be able to
make choices that are consistent with your aims and values once you have established your ultimate objective. Whether it's your
personal life, economics, professional alternatives, or how you spend your time, this is the most reliable technique to eliminate
ineffective options and narrow down the excellent ones.

Learn about your personality and your attributes.

An efficient visual organiser and approach that is frequently used to evaluate a situation is the SWOT (Strengths, Weaknesses,
Opportunities, and Threats) analysis. It may be used to map out a person's most important traits and future directions when utilised to
analyse an individual. Do not omit this phase from your preparation for personal growth. You must assess yourself and make room for
strategic, individual development.

Gather resources to start your personal development plan

Resources to aid in your implementation should be added to a personal development plan. Your idea could be nothing more than a
bunch of aimless clouds without them. Therefore, it's critical to maintain your composure and drive to go forward. You would have
determined your vulnerabilities and opportunities based on your SWOT analysis.

Review your strategy and make necessary changes.

It's common to feel as though your priorities in life change. After graduating from college, you could start to notice a lot of options for
paid internships. Your SWOT chart may alter as your personality does. You could find that your timeframe is ineffective and that you
would like to pursue an entirely other objective. Review the strategy again as you proceed.

Organisational transformation and the management of the stages of change

1. Strategic Change Transformation
The process of changing the general direction of an organisation, or a group inside an organisation, is known as strategic
transformational change management. Senior organisational executives frequently start strategic revolutionary change. Strategic
transformational change frequently entails a protracted process that calls for careful planning and preparation.

2. Structural Change

When we consider change, we frequently consider structural change. We often hear about this kind of change the most. It entails a
total overhaul of how something functions.

3. Corrective Change

The process of fixing something that has already gone wrong is known as remedial change. Don't try to mend something that isn't
broken. Allow the business to operate flawlessly within the framework of the current system, method, and procedure. The greatest
approach to prevent errors is to keep your surroundings orderly.

4. Change in Organizations That Focus on People

The organisational changes that are done with a focus on people have the greatest chance of success. The workers, clients, and other
stakeholders whose mindsets and actions the change will effect are the focus of people-centric change management. The organisation
concentrates on the feelings and internal motives of these stakeholders throughout this sort of transition. The premise of the change
management strategy for this kind of transition is that if your staff and customers are content, they will support your new offering and
comply with your new rules.
References
[1] Capital Placement. (2021). 4 steps to a successful personal development plan. [online] Available at: https://capital-

placement.com/blog/4-steps-to-a-successful-personal-development-plan/.

[2] Indeed (2020). Five Key Risk Mitigation Strategies (With Examples) | Indeed.com. [online] www.indeed.com. Available at:

https://www.indeed.com/career-advice/career-development/risk-mitigation-strategies.

[3] Hoory, L. (2022). What Is A Stakeholder Analysis? Everything You Need To Know. [online] Forbes Advisor. Available at:

https://www.forbes.com/advisor/business/what-is-stakeholder-analysis/.

[4] Mar, A. (2013). 22 Change Management Objectives. [online] Simplicable. Available at:

https://management.simplicable.com/management/new/22-change-management-objectives.

[5] Biswas, P. (2020). Example of Change Management Policy and Procedure. [online] PRETESH BISWAS. Available at:

https://preteshbiswas.com/2020/02/01/example-of-change-management-policy-and-procedure/.