Structure

Process
People
Culture
Mapping a Change Initiative
Time is one of the most important assets of any business and particularly a business undergoing change.
The smooth running of a project depends on a chain of events happening in the right order and at the right time.

And any large scale change has four elements that must be managed:
The structure: technological, organizational, and geographical
The processes that make that structure work
The skills and competencies people must have in the new structure and to use the new processes
The beliefs people have that drive how they behave
Timing of the changes in these four elements needs to be carefully planned in advance or the change itself will be undermined and may
even collapse. The chart below is a vital tool that enables you to map and align those elements and help you move from the Current State
to the Desired State. It will assist the process of making sure these are completed in the right order and are nished by the deadlines set.
First review the sample Change Management Map that weve lled out below. It will help you get a sense of which key milestones to
account for through your change during the Current, Desired and Delta States.
Desired
State
Defned
Organ.
Structure,
Roles &
Responsibilities
Defned
Organ.
Announced
Begin
High
Level
Process
Defnition
Skill
Training
Starts
Organ.
Reporting
Changes
Implemented
Refne
Roles &
Resp.
High
Level
Processes
Defned
New
Behaviors
Reinforced
Organization
Redefnition
Complete
5/10 6/5 6/7 6/20 6/24 7/1 7/15 8/15 8/30 10/1
Move on to the next page to see how you can use our proven framework in your organization today.
Ready to make a change? Call us directly at 312.464.1349 or send us an email at lamarsh@lamarsh.com.
For more on change management visit our website at www.lamarsh.com.
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Print the below Change Management Map or use the given framework as guidelines to create your own custom change map.
In either case, make sure to plot specifc dates for listed milestones, and importantly add your own as appropriate.
Now, take some time to analyze your change map framework, and adjust as needed:
Check that the
planned sequence
of actions you
have written out
will be completed
by the date you
wish to reach the
Desired State.
Determine whether the
sequence of the timeline
loads too much work into
any particular time interval.
Look for clashes between
other change projects or
assignments to see if any
particular group of workers
will be involved in too
much at once.
Align with
any key change
agents to test
your assumptions
about the
sequence and
logic of the
time you have
allocated.
Display the
change map
where everyone
working on the
change will be
able to see it.
This helps keep
everyone on the
same page.
Check progress along
the path at least once
a week. If deadlines are
missed, ask yourself
whether some or all
milestones need to
be rescheduled, or it
is merely a localized
problem.
Make sure
everyone knows
the consequences
of missed
deadlines, such
as extra costs and
loss of customers
to whom you cant
deliver as agreed.
Structure
Process
People
Culture
Desired
State
Defned
Organization
Redefnition
Complete