Framework 105 The Change Leader's Roadmap


The aim is to navigate the complexities of the organisation's transformation so that you achieve sustained results such as accelerated achievement of outcomes, reduced expenses, lessened stress on staff, etc. To do this you need to have a clear change strategy and plan.

There are 9 phases that can be tailored to your organisation's needs and will help identify areas that are performing well or need improving. This involves

"...moving your organisation from where it is today to where it needs to be to ensure continued success in your marketplace. As a roadmap, the model doesn't tell you what to change; instead, it provides guidance for how to change so that you get your intended business outcomes of simultaneously engaging your people in positive ways that bolster your culture, change readiness and capability to succeed..."
Linda Anderson et al, 2021

This methodology has 3 main elements:

i) Content (the organisational and technical areas needed to change)

ii) People (the changes in mindset, behaviour, culture, etc required to deliver sustainable content changes)

iii) Process (the activities needed to plan, design and implement your change content and people in an integrated and unified manner)


"... Embed essential human dynamics of transformation within the concrete tasks of changing structures, systems, processes, or technology..."
Linda Anderson et al, 2021

The human dynamics refer  to engagement, commitment, behaviour, mindset, relationships, culture, emotional intelligence, etc.

Nine Phases

It is organised like project management methodology, ie each phase consists of activities; each activity has tasks; work is concentrated at the task level. Activities and phrases are organised into tasks for a logical flow of better understanding and implementation. Each phase has task deliverables, work steps, techniques, tools, assessments and checklists.

The below diagram summarises the 9 phases


NB This is not a fixed 'step-by-step' or 'tick-and-flick' approach; change is too dynamic for this approach as its implementation requires constant recalibration. You may be working on multiple phases simultaneously or in parallel. It is a thinking discipline

"...that makes you aware of what change tasks you might need to engage in; it then helps you decide what to do and how to do only the key tasks that your change requires..."
Linda Anderson et al, 2021


1. Prepare to Lead the Change (this is the most important phase as it is laying the foundation and involves 6 activities

    i) selecting the best change leaders and expertise

    ii) developing a fair and accurate scope, or business case, of the change, including your desired outcomes

    iii) determining your organisation's current level of readiness and capability to take on an effective change

    iv) developing your staffs' capabilities to collectively commit to the change (this includes alignment and displaying mindsets and behaviours required for effective change)

    v) evaluating the organisational change strategy, governance, change process resources, project integration plans, employee engagement plan, communication plan, training plan, etc for achieving outcomes (include how you will engage communicate with your entire organisation in ways that reflect your values and guiding principles)

    vi) establishing the optimal conditions and change infrastructure to achieve your desired outcomes and preparing for the 'twists and turns' and unexpected that happen during change, ie

Furthermore, understand how to work as an unified team)

2. Create Organisational Vision, Commitment and Capability (announce the business case for change and its change strategy:

" the overall effort and sub-initiatives will be defined, integrated, and orchestrated over time. Your purpose here is to build organisation-wide understanding, commitment, momentum, skills, and the capacity to succeed in transformation, especially among key stakeholders..."
Linda Anderson et al, 2021

As with communications and engagement, all leaders need to model the behaviours and thinking required for an effective change.

Need to actively engage people in creating their collective new future, ie co-creating.

Need to create a compelling vision for the successful future.

Sometimes need bold actions to wake people out of their complacency, ie the old ways of operating have gone; people need to be motivated to change.

"...This phase mobilises the necessary understanding, builds readiness and capability, prepares all stakeholders for aligned action..."
Linda Anderson et al, 2021)

3. Assess the Situation to Determine Design Requirements (use the desired outcomes and visions created in phases 1 and 2 to generate design requirements for determining the actual future state you want to implement. This is done by assessing the current reality in the organisation from 3 key pieces of information

"...i) what you already have in place that serves your desired outcomes
    ii) what you must stop doing or dismantle
    iii) what you need to create afresh to make your vision a reality..."

You will also gather information from your customers, and identify important best practices in the industry that you want embeded in your desired state. These activities provide you with clear parameters to use to generate the best scenario for implementation. They also build the expectations for change within your organisation. In all these tasks, you use your engagement and communication plans to ensure employee involvement. The more you engage people......the more they will buy into the change..."
Linda Anderson et al, 2021)

4. Design the Desired State (focus on designing specific organisational and cultural solutions to successfully achieve your vision.

"...the resources and vehicles you use to design your desired state can be critical drivers of momentum and excitement - or deterrents - of the future..."
Linda Anderson et al, 2021

Even if you use external expertise, it is best to have maximum involvement of your key stakeholders (especially staff) who have the best understanding of the organisation strengths and weaknesses. This co-designing and co-creating with key stakeholders will create ownership of the change process. This stakeholder buy-in will increase the chances of success.)

5. Analyse the Impact (assess the magnitude of impact of your preferred-future-state design on your existing organisation (including culture, people, processes, systems, structure, technology, etc. This leads to planning a realistic implementation process.

"...Impact analysis is an essential step in understanding just how much work is required to put your desired future state in place..."
Linda Anderson et al, 2021

It goes beyond classifying impacts as high, medium or low.

You need to engage your resistors as they could be highlighting areas of concern that need attention to ensure a successful implementation.)

6. Plan and Organise for Implementation (from earlier phases you have a list of impacts and issues that need attention prior to implementation; develop an action plan; integrate and prioritise your action plan to maximise effectiveness and efficiency (includes developing an implementation timetable; ensure that you have adequate resources (expertise, time, money, capabilities, etc) for both implementation of the changes and to continue the ongoing operations.

"...a key part of your implementation plan includes human issues like training needs, emotional support, and continue communications and engagement..."
Linda Anderson et al, 2021)

7. Implement the Change (sometimes called deployment; need to continually review, monitor and evaluate the progress; be flexible to handle the unexpected; be willing to modify as required; people will react differently to what is happening and will need the appropriate support to handle their reactions as they let go of the past and prepare for the future)

8. Celebrate and Integrate the New State (celebrate achieving milestones, etc along the continuous change journey; reward and recognise supporters' achievements including new behaviours, work practices, etc that are making the change successful; everybody is on a steep learning curve as all are going into uncharted waters; rather than blaming and/or punishing people for mistakes, etc, they should be treated as having learning experiences.

" will plan working sessions and communications to ensure that your people learn what works, iron out remaining operational kinks, and continue to refine the new state as a learn experience in how to make it work most effectively. This occurs in individual workgroups as well as across departments, functions or processes, in support of the organisation as a whole..."
Linda Anderson et al, 2021

9. Learn and Course Correct (continually correctyour change roadmap with 4 activities:

"... i) creating mechanisms to continuously improve your new state
     ii) evaluating learning from your change strategy and change process plan...... on behalf of continuously improving your leaders' capabilities to lead change
     iii) improve your organisation's readiness and ability to lead future changes successfully
     iv) closing down the existing change process by dismantling your temporary change infrastructures and conditions that are no longer serving the needs of your organisation..."

Linda Anderson et al, 2021)

NB As change is a continuous process, you need to customise the process for each change.


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