research proposal on change management

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Change Management: From Theory to Practice

Jeffrey phillips.

1 University Libraries, Florida State University, 116 Honors Way, Tallahassee, FL 32306 USA

James D. Klein

2 Department of Educational Psychology & Learning Systems, College of Education, Florida State University, Stone Building-3205F, Tallahassee, FL 32306-4453 USA

This article presents a set of change management strategies found across several models and frameworks and identifies how frequently change management practitioners implement these strategies in practice. We searched the literature to identify 15 common strategies found in 16 different change management models and frameworks. We also created a questionnaire based on the literature and distributed it to change management practitioners. Findings suggest that strategies related to communication, stakeholder involvement, encouragement, organizational culture, vision, and mission should be used when implementing organizational change.

Organizations must change to survive. There are many approaches to influence change; these differences require change managers to consider various strategies that increase acceptance and reduce barriers. A change manager is responsible for planning, developing, leading, evaluating, assessing, supporting, and sustaining a change implementation. Change management consists of models and strategies to help employees accept new organizational developments.

Change management practitioners and academic researchers view organizational change differently (Hughes, 2007 ; Pollack & Pollack, 2015 ). Saka ( 2003 ) states, “there is a gap between what the rational-linear change management approach prescribes and what change agents do” (p. 483). This disconnect may make it difficult to determine the suitability and appropriateness of using different techniques to promote change (Pollack & Pollack, 2015 ). Hughes ( 2007 ) thinks that practitioners and academics may have trouble communicating because they use different terms. Whereas academics use the terms, models, theories, and concepts, practitioners use tools and techniques. A tool is a stand-alone application, and a technique is an integrated approach (Dale & McQuater, 1998 ). Hughes ( 2007 ) expresses that classifying change management tools and techniques can help academics identify what practitioners do in the field and evaluate the effectiveness of practitioners’ implementations.

There is little empirical evidence that supports a preferred change management model (Hallencreutz & Turner, 2011 ). However, there are many similar strategies found across change management models (Raineri, 2011 ). Bamford and Forrester’s ( 2003 ) case study showed that “[change] managers in a company generally ignored the popular change literature” (p. 560). The authors followed Pettigrew’s ( 1987 ) suggestions that change managers should not use abstract theories; instead, they should relate change theories to the context of the change. Neves’ ( 2009 ) exploratory factor analysis of employees experiencing the implementation of a new performance appraisal system at a public university suggested that (a) change appropriateness (if the employee felt the change was beneficial to the organization) was positively related with affective commitment (how much the employee liked their job), and (b) affective commitment mediated the relationship between change appropriateness and individual change (how much the employee shifted to the new system). It is unlikely that there is a universal change management approach that works in all settings (Saka, 2003 ). Because change is chaotic, one specific model or framework may not be useful in multiple contexts (Buchanan & Boddy, 1992 ; Pettigrew & Whipp, 1991 ). This requires change managers to consider various approaches for different implementations (Pettigrew, 1987 ). Change managers may face uncertainties that cannot be addressed by a planned sequence of steps (Carnall, 2007 ; Pettigrew & Whipp, 1991 ). Different stakeholders within an organization may complete steps at different times (Pollack & Pollack, 2015 ). Although there may not be one perspective change management approach, many models and frameworks consist of similar change management strategies.

Anderson and Ackerman Anderson ( 2001 ) discuss the differences between change frameworks and change process models. They state that a change framework identifies topics that are relevant to the change and explains the procedures that organizations should acknowledge during the change. However, the framework does not provide details about how to accomplish the steps of the change or the sequence in which the change manager should perform the steps. Additionally, Anderson and Ackerman Anderson ( 2001 ) explain that change process models describe what actions are necessary to accomplish the change and the order in which to facilitate the actions. Whereas frameworks may identify variables or theories required to promote change, models focus on the specific processes that lead to change. Based on the literature, we define a change strategy as a process or action from a model or framework. Multiple models and frameworks contain similar strategies. Change managers use models and frameworks contextually; some change management strategies may be used across numerous models and frameworks.

The purpose of this article is to present a common set of change management strategies found across numerous models and frameworks and identify how frequently change management practitioners implement these common strategies in practice. We also compare current practice with models and frameworks from the literature. Some change management models and frameworks have been around for decades and others are more recent. This comparison may assist practitioners and theorists to consider different strategies that fall outside a specific model.

Common Strategies in the Change Management Literature

We examined highly-cited publications ( n  > 1000 citations) from the last 20 years, business websites, and university websites to select organizational change management models and frameworks. First, we searched two indexes—Google Scholar and Web of Science’s Social Science Citation Index. We used the following keywords in both indexes: “change management” OR “organizational change” OR “organizational development” AND (models or frameworks). Additionally, we used the same search terms in a Google search to identify models mentioned on university and business websites. This helped us identify change management models that had less presence in popular research. We only included models and frameworks from our search results that were mentioned on multiple websites. We reached saturation when multiple publications stopped identifying new models and frameworks.

After we identified the models and frameworks, we analyzed the original publications by the authors to identify observable strategies included in the models and frameworks. We coded the strategies by comparing new strategies with our previously coded strategies, and we combined similar strategies or created a new strategy. Our list of strategies was not exhaustive, but we included the most common strategies found in the publications. Finally, we omitted publications that did not provide details about the change management strategies. Although many of these publications were highly cited and identified change implementation processes or phases, the authors did not identify a specific strategy.

Table ​ Table1 1 shows the 16 models and frameworks that we analyzed and the 15 common strategies that we identified from this analysis. Ackerman-Anderson and Anderson ( 2001 ) believe that it is important for process models to consider organizational imperatives as well as human dynamics and needs. Therefore, the list of strategies considers organizational imperatives such as create a vision for the change that aligns with the organization’s mission and strategies regarding human dynamics and needs such as listen to employees’ concerns about the change. We have presented the strategies in order of how frequently the strategies appear in the models and frameworks. Table ​ Table1 1 only includes strategies found in at least six of the models or frameworks.

Common strategies in the change management literature

A = ADKAR (Hiatt, 2006 ); AA = Ackerman Anderson and Anderson ( 2001 ); B = Bridges ( 1991 ); BB = Buchanan and Boddy ( 1992 ); BH = Beckhard and Harris ( 1987 ); C = Carnall ( 2007 ); CW = Cummings and Worley ( 1993 ); FB = French and Bell ( 1999 ); GE = GE CAP model (Neri et al., 2008 ; Polk, 2011 ); K = Kotter ( 2012 ); KSJ = Kanter et al. ( 1992 ); L = Lewin’s Three-step model (Bakari et al., 2017 ; Lewin, 1951 ); LK = Luecke ( 2003 ); M = McKinsey’s 7-S framework (Cox et al., 2019 ; Waterman et al., 1980 ); N = Nadler and Tushman ( 1997 ); PW = Pettigrew and Whipp (1993)

Strategies Used by Change Managers

We developed an online questionnaire to determine how frequently change managers used the strategies identified in our review of the literature. The Qualtrics-hosted survey consisted of 28 questions including sliding-scale, multiple-choice, and Likert-type items. Demographic questions focused on (a) how long the participant had been involved in the practice of change management, (b) how many change projects the participant had led, (c) the types of industries in which the participant led change implementations, (d) what percentage of job responsibilities involved working as a change manager and a project manager, and (e) where the participant learned to conduct change management. Twenty-one Likert-type items asked how often the participant used the strategies identified by our review of common change management models and frameworks. Participants could select never, sometimes, most of the time, and always. The Cronbach’s Alpha of the Likert-scale questions was 0.86.

The procedures for the questionnaire followed the steps suggested by Gall et al. ( 2003 ). The first steps were to define the research objectives, select the sample, and design the questionnaire format. The fourth step was to pretest the questionnaire. We conducted cognitive laboratory interviews by sending the questionnaire and interview questions to one person who was in the field of change management, one person who was in the field of performance improvement, and one person who was in the field of survey development (Fowler, 2014 ). We met with the reviewers through Zoom to evaluate the questionnaire by asking them to read the directions and each item for clarity. Then, reviewers were directed to point out mistakes or areas of confusion. Having multiple people review the survey instruments improved the reliability of the responses (Fowler, 2014 ).

We used purposeful sampling to distribute the online questionnaire throughout the following organizations: the Association for Talent Development (ATD), Change Management Institute (CMI), and the International Society for Performance Improvement (ISPI). We also launched a call for participation to department chairs of United States universities who had Instructional Systems Design graduate programs with a focus on Performance Improvement. We used snowball sampling to gain participants by requesting that the department chairs forward the questionnaire to practitioners who had led at least one organizational change.

Table ​ Table2 2 provides a summary of the characteristics of the 49 participants who completed the questionnaire. Most had over ten years of experience practicing change management ( n  = 37) and had completed over ten change projects ( n  = 32). The participants learned how to conduct change management on-the-job ( n  = 47), through books ( n  = 31), through academic journal articles ( n  = 22), and from college or university courses ( n  = 20). The participants had worked in 13 different industries.

Characteristics of participants

( n  = 49)

Table ​ Table3 3 shows how frequently participants indicated that they used the change management strategies included on the questionnaire. Forty or more participants said they used the following strategies most often or always: (1) Asked members of senior leadership to support the change; (2) Listened to managers’ concerns about the change; (3) Aligned an intended change with an organization’s mission; (4) Listened to employees’ concerns about the change; (5) Aligned an intended change with an organization’s vision; (6) Created measurable short-term goals; (7) Asked managers for feedback to improve the change, and (8) Focused on organizational culture.

Strategies used by change managers

Table ​ Table4 4 identifies how frequently the strategies appeared in the models and frameworks and the rate at which practitioners indicated they used the strategies most often or always. The strategies found in the top 25% of both ( n  > 36 for practitioner use and n  > 11 in models and frameworks) focused on communication, including senior leadership and the employees in change decisions, aligning the change with the vision and mission of the organization, and focusing on organizational culture. Practitioners used several strategies more commonly than the literature suggested, especially concerning the topic of middle management. Practitioners focused on listening to middle managers’ concerns about the change, asking managers for feedback to improve the change, and ensuring that managers were trained to promote the change. Meanwhile, practitioners did not engage in the following strategies as often as the models and frameworks suggested that they should: provide all members of the organization with clear communication about the change, distinguish the differences between leadership and management, reward new behavior, and include employees in change decisions.

A comparison of the strategies used by practitioners to the strategies found in the literature

Common Strategies Used by Practitioners and Found in the Literature

The purpose of this article was to present a common set of change management strategies found across numerous models and frameworks and to identify how frequently change management practitioners implement these common strategies in practice. The five common change management strategies were the following: communicate about the change, involve stakeholders at all levels of the organization, focus on organizational culture, consider the organization’s mission and vision, and provide encouragement and incentives to change. Below we discuss our findings with an eye toward presenting a few key recommendations for change management.

Communicate About the Change

Communication is an umbrella term that can include messaging, networking, and negotiating (Buchanan & Boddy, 1992 ). Our findings revealed that communication is essential for change management. All the models and frameworks we examined suggested that change managers should provide members of the organization with clear communication about the change. It is interesting that approximately 33% of questionnaire respondents indicated that they sometimes, rather than always or most of the time, notified all members of the organization about the change. This may be the result of change managers communicating through organizational leaders. Instead of communicating directly with everyone in the organization, some participants may have used senior leadership, middle management, or subgroups to communicate the change. Messages sent to employees from leaders can effectively promote change. Regardless of who is responsible for communication, someone in the organization should explain why the change is happening (Connor et al., 2003 ; Doyle & Brady, 2018 ; Hiatt, 2006 ; Kotter, 2012 ) and provide clear communication throughout the entire change implementation (McKinsey & Company, 2008 ; Mento et al., 2002 ).

Involve Stakeholders at All Levels of the Organization

Our results indicate that change managers should involve senior leaders, managers, as well as employees during a change initiative. The items on the questionnaire were based on a review of common change management models and frameworks and many related to some form of stakeholder involvement. Of these strategies, over half were used often by 50% or more respondents. They focused on actions like gaining support from leaders, listening to and getting feedback from managers and employees, and adjusting strategies based on stakeholder input.

Whereas the models and frameworks often identified strategies regarding senior leadership and employees, it is interesting that questionnaire respondents indicated that they often implemented strategies involving middle management in a change implementation. This aligns with Bamford and Forrester’s ( 2003 ) research describing how middle managers are important communicators of change and provide an organization with the direction for the change. However, the participants did not develop managers into leaders as often as the literature proposed. Burnes and By ( 2012 ) expressed that leadership is essential to promote change and mention how the change management field has failed to focus on leadership as much as it should.

Focus on Organizational Culture

All but one of the models and frameworks we analyzed indicated that change managers should focus on changing the culture of an organization and more than 75% of questionnaire respondents revealed that they implemented this strategy always or most of the time. Organizational culture affects the acceptance of change. Changing the organizational culture can prevent employees from returning to the previous status quo (Bullock & Batten, 1985 ; Kotter, 2012 ; Mento et al., 2002 ). Some authors have different views on how to change an organization’s culture. For example, Burnes ( 2000 ) thinks that change managers should focus on employees who were resistant to the change while Hiatt ( 2006 ) suggests that change managers should replicate what strategies they used in the past to change the culture. Change managers require open support and commitment from managers to lead a culture change (Phillips, 2021 ).

In addition, Pless and Maak ( 2004 ) describe the importance of creating a culture of inclusion where diverse viewpoints help an organization reach its organizational objectives. Yet less than half of the participants indicated that they often focused on diversity, equity, and inclusion (DEI). Change managers should consider diverse viewpoints when implementing change, especially for organizations whose vision promotes a diverse and inclusive workforce.

Consider the Organization’s Mission and Vision

Several of the models and frameworks we examined mentioned that change managers should consider the mission and vision of the organization (Cummings & Worley, 1993 ; Hiatt, 2006 ; Kotter, 2012 ; Polk, 2011 ). Furthermore, aligning the change with the organization’s mission and vision were among the strategies most often implemented by participants. This was the second most common strategy both used by participants and found in the models and frameworks. A mission of an organization may include its beliefs, values, priorities, strengths, and desired public image (Cummings & Worley, 1993 ). Leaders are expected to adhere to a company’s values and mission (Strebel, 1996 ).

Provide Encouragement and Incentives to Change

Most of the change management models and frameworks suggested that organizations should reward new behavior, yet most respondents said they did not provide incentives to change. About 75% of participants did indicate that they frequently gave encouragement to employees about the change. The questionnaire may have confused participants by suggesting that they provide incentives before the change occurs. Additionally, respondents may have associated incentives with monetary compensation. Employee training can be considered an incentive, and many participants confirmed that they provided employees and managers with training. More information is needed to determine why the participants did not provide incentives and what the participants defined as rewards.

Future Conversations Between Practitioners and Researchers

Table ​ Table4 4 identified five strategies that practitioners used more often than the models and frameworks suggested and four strategies that were suggested more often by the models and frameworks than used by practitioners. One strategy that showed the largest difference was provided employees with incentives to implement the change. Although 81% of the selected models and frameworks suggested that practitioners should provide employees with incentives, only 25% of the practitioners identified that they provided incentives always and most of the time. Conversations between theorists and practitioners could determine if these differences occur because each group uses different terms (Hughes, 2007 ) or if practitioners just implement change differently than theorists suggest (Saka, 2003 ).

Additionally, conversations between theorists and practitioners may help promote improvements in the field of change management. For example, practitioners were split on how often they promoted DEI, and the selected models and frameworks did not focus on DEI in change implementations. Conversations between the two groups would help theorists understand what practitioners are doing to advance the field of change management. These conversations may encourage theorists to modify their models and frameworks to include modern approaches to change.

Limitations

The models and frameworks included in this systematic review were found through academic research and websites on the topic of change management. We did not include strategies contained on websites from change management organizations. Therefore, the identified strategies could skew towards approaches favored by theorists instead of practitioners. Additionally, we used specific publications to identify the strategies found in the models and frameworks. Any amendments to the cited models or frameworks found in future publications could not be included in this research.

We distributed this questionnaire in August 2020. Several participants mentioned that they were not currently conducting change management implementations because of global lockdowns due to the COVID-19 pandemic. Because it can take years to complete a change management implementation (Phillips, 2021 ), this research does not describe how COVID-19 altered the strategies used by the participants. Furthermore, participants were not provided with definitions of the strategies. Their interpretations of the strategies may differ from the definitions found in the academic literature.

Future Research

Future research should expand upon what strategies the practitioners use to determine (a) how the practitioners use the strategies, and (b) the reasons why practitioners use certain strategies. Participants identified several strategies that they did not use as often as the literature suggested (e.g., provide employees with incentives and adjust the change implementation because of reactions from employees). Future research should investigate why practitioners are not implementing these strategies often.

Additionally, the COVID-19 pandemic may have changed how practitioners implemented change management strategies. Future research should investigate if practitioners have added new strategies or changed the frequency in which they identified using the strategies found in this research.

Our aim was to identify a common set of change management strategies found across several models and frameworks and to identify how frequently change management practitioners implement these strategies in practice. While our findings relate to specific models, frameworks, and strategies, we caution readers to consider the environment and situation where the change will occur. Therefore, strategies should not be selected for implementation based on their inclusion in highly cited models and frameworks. Our study identified strategies found in the literature and used by change managers, but it does not predict that specific strategies are more likely to promote a successful organizational change. Although we have presented several strategies, we do not suggest combining these strategies to create a new framework. Instead, these strategies should be used to promote conversation between practitioners and theorists. Additionally, we do not suggest that one model or framework is superior to others because it contains more strategies currently used by practitioners. Evaluating the effectiveness of a model or framework by how many common strategies it contains gives an advantage to models and frameworks that contain the most strategies. Instead, this research identifies what practitioners are doing in the field to steer change management literature towards the strategies that are most used to promote change.

Declarations

This research does not represent conflicting interests or competing interests. The research was not funded by an outside agency and does not represent the interests of an outside party.

Publisher's Note

Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

Contributor Information

Jeffrey Phillips, Email: ude.usf@spillihpbj .

James D. Klein, Email: ude.usf@nielkj .

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How to Write a Change Proposal? – A Comprehensive Guide 

Change proposals are powerful tools that communicate not just the ‘what’ and ‘why’ of change, but also the ‘how’. 

Whether you want to improve processes, adopt new technology, or shift strategies, knowing how to create a convincing change proposal is crucial for making your ideas happen.

But writing a change proposal that captures attention, addresses key concerns, and garners support is no small feat.

It requires a blend of strategic thinking, detailed planning, and persuasive communication.

In this blog post, we’ll walk you through every step of how to write a change proposal that not only persuades decision-makers but also lays a clear roadmap for implementation.

Whether you’re a seasoned manager or just starting your career, our comprehensive guide will equip you with the knowledge and tools to write a change proposal that makes an impact.

Let’s dive in and transform your ideas into actionable plans!

What is organizational change?

Organizational change refers to the process through which a company or any other type of organization undergoes a transition to reach a desired future state.

This change can be driven by internal or external factors and can involve a wide range of activities, including but not limited to:

Strategic Changes: These involve changes in the organization’s overarching goals, objectives, mission, or vision. This might include shifting focus to new markets, altering the company’s trajectory, or redefining its business model.

Structural Changes: These changes involve modifications to the organizational structure, such as the hierarchy, departmental configuration, or distribution of responsibilities. This can include mergers, acquisitions, downsizing, or departmental reorganizations.

Process Changes: These kind of changes refer to implementing new or revised methods and procedures for carrying out work. This could involve introducing new technologies, optimizing workflows, or improving efficiency in existing processes.

Cultural Changes: These changes are all about adjusting the organization’s culture, values, and norms. This often focuses on aspects like improving workplace diversity, fostering a more inclusive environment, or changing the organizational mindset and attitudes.

People Changes: Changes relating to personnel, including leadership transitions, staff retraining, role redefinitions, or changes in staff motivation and engagement methods.

What is Change Proposal?

A Change Proposal is a formal suggestion put forward to modify existing methods, processes, structures, or strategies within an organization. 

It is a structured plan that outlines the need for change, the proposed adjustments, and the expected outcomes. 

A well-crafted Change Proposal is crucial for gaining support and approval from decision-makers and stakeholders. It demonstrates a thoughtful, strategic approach to making improvements and is essential for successful change management in any organization.

Learn more about: A Step-by-Step Guide for Organizational Change Proposal

Why is it important to write a change proposal?  

Writing a change proposal is an essential step in the process of organizational change. It serves several important functions, each contributing to the success and smooth implementation of the proposed changes:

Provides a Structured Approach:  

A change proposal creates a structured framework for considering and implementing change. It compels the proposer to thoroughly analyze the current situation, identify specific issues or opportunities, and develop a detailed plan for addressing them.

This structured approach ensures that all aspects of the change are carefully thought out, including objectives, resources needed, potential risks, and the impact on various stakeholders.

Facilitates Clear Communication: 

Effective communication is vital for successful change. A good change proposal clearly explains why the change is needed, its benefits, and how it will happen. It’s kind of a reference document for change idea that everyone can reflect on and discuss, express their feedback and concerns.

Helps in Gaining Support and Approval: 

For any change to be implemented, it often requires the approval and support of various stakeholders, including top management, employees, and sometimes external parties like investors or board members. A comprehensive change proposal demonstrates the thought and analysis that has gone into the proposed change.

It shows that the proposer has considered the implications and is prepared to manage the risks. This thoroughness and professionalism can be crucial in persuading decision-makers and gaining their buy-in.

Enables Effective Planning and Resource Allocation: 

A change proposal outlines the resources—such as time, budget, and personnel—required to implement the change. This allows for effective planning and allocation of resources, ensuring that the change process is not hindered by resource constraints. The proposal can also serve as a guide to prioritize activities and allocate resources in a way that maximizes efficiency and impact.

Assists in Risk Management: 

By requiring a detailed risk assessment, a change proposal helps in identifying potential challenges and obstacles that could impede the success of the change. This proactive identification allows for the development of mitigation strategies and contingency plans. 

Provides a Basis for Evaluation: 

A change proposal sets out specific goals and metrics for evaluating the success of the change. This provides a clear basis for ongoing evaluation and allows the organization to measure progress, assess the effectiveness of the change, and make necessary adjustments. Regular evaluation based on the initial proposal ensures that the change remains aligned with organizational objectives and delivers the intended outcomes.

15 Key Sections of Change Proposal 

Here is the breakdown of key sections that will guide you about how to write a change proposal.

1. Identification of the problem or Need of Change:

The first element of a change proposal, the identification of the problem or need for change, is foundational in setting the stage for the entire proposal. This step involves a comprehensive analysis of the current state of affairs to pinpoint specific issues or areas where improvement is necessary.

It requires a deep understanding of the organization’s operations, market conditions, internal challenges, or external opportunities that prompt the need for change.

The identification process is not merely about stating a problem; it’s about articulating it clearly and precisely, often backed by data, insights, and a thorough understanding of its implications.

This clarity is crucial as it directly influences the direction of the proposed solution, ensuring that the change initiative is relevant, targeted, and addresses real issues that impact the organization’s performance or potential.

Learn more about: Identifying the Need for Change in an Organizationa – Explained

2. Stating Goals and Objectives of Change: 

Sating the goals and objectives of the change is a crucial because it defines what the change aims to achieve. It provides a clear target for the proposed actions. Goals and objectives should be SMART: specific, measurable, achievable, relevant, and time-bound. 

This ensures they are clear and realistic, aligning with the organization’s strategic direction.

Well-defined goals and objectives serve as a guidepost throughout the change process, helping to keep the project on track, measure progress, and evaluate success upon completion.

They also play a vital role in communicating the purpose of the change to stakeholders, helping to build understanding, support, and engagement with the change initiative.

3. Rationale of Change:

This part of the section delves into the reasoning behind the proposed change. It involves explaining why the change is necessary and timely. This could be due to various factors such as evolving market dynamics, internal operational challenges, technological advancements, compliance requirements, or to leverage new opportunities.

The rationale should be backed by solid evidence, data, and analysis to make a compelling case. It’s about connecting the dots between the current challenges or opportunities (identified in the initial part of the proposal) and the proposed solution, showing how the latter addresses the former.

4. Proposed Solution or Approach:

The “Proposed Solution or Approach” is a crucial element of a change proposal, as it outlines the specific strategies or actions that will be implemented to achieve the defined goals and objectives.

This section goes into the details of the ‘how’ – how the change will be executed, what methodologies will be used, and what steps will be taken to transition from the current state to the desired future state.

It should include a clear description of the proposed changes, whether they involve new processes, technologies, organizational structures, or behavioral shifts.

A well-articulated solution should be logical, feasible, and backed by research and analysis. It should address the issues or opportunities identified in the first element of the proposal and align with the goals and objectives stated in the second element.

This part of the proposal often includes an outline of the anticipated phases or stages of implementation.

5. Benefits of Change:

The change proposal should enumerate the benefits of the proposed change. These benefits should be specific, quantifiable (where possible), and directly tied to the goals and objectives previously outlined.

Benefits could range from improved efficiency, cost savings, increased revenue, better customer satisfaction, enhanced employee morale, to staying competitive in the market.

The key here is to articulate these benefits in a way that resonates with the stakeholders, clearly showing the value addition or positive impact the change will bring.

This section essentially answers the ‘what’s in it for us’ question that most stakeholders will have. It’s about painting a picture of a better future post-change, providing a persuasive argument that the benefits of the change outweigh the costs and efforts involved.

Learn more about: Step-by-Step Guide to Calculate ROI of Change Management

6. A Detailed Implementation Plan:

The implementation plan is a pivotal element of a change proposal. It is a roadmap outlining how the proposed change will be put into action. It breaks down the somewhat abstract concepts of the proposal into concrete, actionable steps, making the change process more manageable and understandable.

It describes what will be done, how it will be done, and by whom. These steps should be clearly defined and sequenced logically to ensure a smooth transition from the current state to the desired future state.

7. Roles and Responsibilities:

This part assigns clear responsibilities to individuals or teams. It specifies who is responsible for what, ensuring accountability and clarity in the execution of the plan. Identifying the right people for the right tasks and empowering them with the necessary authority and resources is key to effective implementation.

8. Resource Allocation:

Here, the proposal details the resources required for the implementation – including personnel, technology, finances, and other materials. It also explains how these resources will be allocated, ensuring that the project has everything it needs to proceed smoothly.

9. Communication Plan:

A communication plan is essential for keeping everyone informed and engaged. It should detail how the changes will be communicated to different stakeholders, including the frequency and methods of communication. Effective communication helps in managing expectations, reducing resistance, and ensuring buy-in.

10: Budget:

This section outlines the financial and material requirements necessary to successfully implement the proposed change. This element provides a detailed estimation of the costs associated with the change and identifies the resources needed to support it.

This involves a detailed breakdown of all the costs associated with the proposed change. It includes direct costs like materials, technology, and additional personnel, as well as indirect costs such as training and potential downtime during implementation. The cost estimation should be as accurate and realistic as possible to avoid unexpected expenses that could derail the project.

11. Cost-Benefit Analysis:

To strengthen the case for the proposed change, this section can also include a cost-benefit analysis. This analysis compares the costs of implementing the change against the benefits it will bring, providing a clear picture of the return on investment. This is particularly important for stakeholders and decision-makers who are assessing the proposal from a financial perspective.

Learn more about: How to Estimate Cost of Change Management

12. Risk Assessment and Mitigation:

This section outlines possible risks that might arise during the implementation of the change. Risks can vary widely depending on the nature of the change and can include operational, financial, technological, legal, and human resource-related risks, among others.

The goal is to anticipate any factor that could potentially disrupt the change process or prevent the achievement of its objectives.

For each significant risk identified, the proposal should outline specific strategies or actions to mitigate that risk.

Mitigation strategies might include contingency plans, alternative courses of action, additional resources or buffers, training and communication plans, or any other steps that can reduce the likelihood of the risk occurring or lessen its impact if it does occur.

Learn more about: How to Conduct Change Management Risk Assessment?

13. Communication Plan :

The core of this section is a comprehensive plan detailing how, when, and what will be communicated to each stakeholder group.

The communication plan should outline the key messages, communication channels (e.g., meetings, emails, newsletters), frequency of communication, and the person responsible for communicating with each stakeholder group.

The plan should be designed to keep stakeholders informed, engaged, and supportive, addressing their concerns and expectations.

Learn more about: 08 Steps to Create Communication Plan in Change Management

14. Evaluation and Performance Metrics:

The “Evaluation and Performance Metrics” section of a change proposal is vital for measuring the success and effectiveness of the implemented changes. This element sets out the criteria and methods that will be used to assess whether the change has achieved its intended objectives.

The proposal should specify clear, quantifiable metrics or key performance indicators (KPIs) that will be used to evaluate the success of the change. These metrics should be directly linked to the goals and objectives stated earlier in the proposal.

Learn more about: Change Management KPIs Examples

15. Timeline:

A well-defined timeline is crucial. It should provide a schedule for each stage of the implementation process, offering a clear sense of the time frame for the change. The timeline needs to be realistic, allowing enough time for each step while maintaining momentum

Tips for Writing a Winning Change Proposal   

A winning change proposal is one that is thoughtfully prepared, clearly presented, and thoroughly researched. It addresses the concerns and interests of its audience, provides a clear rationale and plan for the change, and demonstrates a proactive approach to managing risks and measuring success.

Here are some useful tips that would help you to how a write a winning change proposal.

Understand Your Audience:

Tailor your proposal to the interests and concerns of your audience, which typically includes decision-makers, stakeholders, and those who will be affected by the change. Understanding their perspectives, priorities, and potential reservations helps in framing the proposal in a way that resonates with them.

Be Clear and Concise:

Clarity and conciseness are key. Avoid jargon and overly technical language; instead, use clear, simple terms that are easily understood. Focus on being direct and to the point, providing all necessary information without unnecessary elaboration. A well-structured, logical flow of ideas makes your proposal easier to follow and understand, thereby increasing its persuasiveness.

Back Up Claims with Data:

Support your proposal with solid data and evidence. This includes market research, case studies, statistical analyses, or any relevant data that underpins the need for change and the potential benefits. This not only lends credibility to your proposal but also demonstrates that you have done your homework and are proposing a change based on thoughtful analysis and evidence.

Present a Realistic Implementation Plan:

Your proposal should include a detailed, realistic plan for how the change will be implemented. This should cover the timeline, resource allocation, roles and responsibilities, and a step-by-step guide to the implementation process. A practical and well-thought-out plan shows that you have considered the logistical aspects of the change, making your proposal more convincing.

Address Potential Risks and Resistance:

Acknowledge potential risks and challenges and provide a plan for how these will be mitigated or managed. Demonstrating that you have considered possible obstacles and have prepared for them shows foresight and responsibility. Also, anticipate potential resistance to the change and suggest strategies for managing this, such as through stakeholder engagement and communication plans.

Final Words

In conclusion, learning how to write a change proposal is an invaluable skill in today’s dynamic business environment. A well-crafted proposal is more than just a document; it’s a roadmap for transformation and a tool for communication and alignment. By following the guidelines and tips discussed in this post, you’re well on your way to mastering the art of writing a change proposal that not only wins support but also drives meaningful change. 

About The Author

Tahir Abbas

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How To Write A Change Management Proposal

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If you are looking to initiate change within your organization, writing a change management proposal is a crucial step in the process.

A well-written proposal outlines the need for change, identifies the problem, proposes a solution, and provides a plan for implementation.

It is important to approach this task in a methodical and organized manner to ensure that your proposal is clear, concise, and effective in achieving your desired outcome.

When writing a change management proposal, it is important to clearly define the problem or issue to be addressed, outline the proposed change and its objectives, and detail the steps and resources required to implement the change. It is also important to identify potential risks and challenges and develop a plan for mitigating them.

The proposal should be backed by research and data, and should include a clear timeline and budget. Communication and stakeholder engagement strategies should also be included to ensure buy-in and support for the proposed change.

In this article, you will learn how to write a change management proposal that effectively communicates the need for change, proposes a viable solution, and addresses potential resistance and risk.

By following the steps outlined in this guide, you will be able to develop a comprehensive proposal that outlines the benefits of your proposed change, identifies potential challenges, and provides a clear plan for implementation.

Whether you are proposing a small change or a major organizational overhaul, this guide will provide you with the tools and strategies you need to ensure that your proposal is successful.

Understanding the Importance of Change Management Proposals

Understanding why it’s crucial to put together a plan for introducing new ways of doing things is key to getting everyone on board.

A change management proposal can help ensure that the transition from old to new is smooth and seamless. This proposal serves as a roadmap that outlines the steps involved in implementing change and communicating it effectively to all stakeholders.

The importance of change management communication cannot be overstated. Having a clear and concise communication plan helps to ensure that everyone understands what’s happening and why. This includes employees, customers, suppliers, and other stakeholders.

It’s important to keep all parties informed throughout the process to avoid any confusion or resistance.

Change management best practices for successful implementation should also be incorporated into the proposal. This includes involving key stakeholders in the planning process, identifying potential risks and challenges, and having a plan to mitigate them.

It’s also important to have a plan in place to measure the success of the change and make any necessary adjustments along the way. By following these best practices, you can increase the chances of a successful implementation and minimize any negative impacts on the organization.

Remember, introducing change can be difficult for some people, so it’s important to approach it in a methodical and organized way. By putting together a well-written change management proposal, you can help mitigate any resistance and ensure that everyone is on board with the new direction. So, take the time to do it right, and you’ll be well on your way to a successful change implementation.

Identifying the Need for Change

We’ve gotta figure out what’s not working and fix it if we wanna make things better around here. Change is necessary, but it should be approached with caution to ensure that it has a positive impact.

Before proposing any changes, it’s important to identify the challenges that need to be addressed.

Some of the common challenges that organizations face include outdated technology, inefficient processes, and poor communication between departments. Take the time to assess the impact of these challenges on the organization as a whole and determine how they can be addressed through change.

To identify the need for change, it’s important to involve all stakeholders in the process. This includes employees, managers, customers, and suppliers. Gather feedback from each group to get a complete picture of the challenges that need to be addressed. This can be done through surveys, focus groups, or one-on-one meetings.

Once you have a clear understanding of the challenges, prioritize them based on their impact on the organization and the ease of implementation. Assessing the impact of the challenges is an important step in the change management process. This involves determining how the challenges are affecting the organization’s bottom line, customer satisfaction, and employee morale.

It’s important to quantify the impact of the challenges to justify the need for change. Use data and metrics to support your proposal and show how the proposed changes will improve the organization’s performance. By identifying the need for change and assessing its impact, you can create a compelling change management proposal that’ll help your organization move forward.

Defining the Problem Statement

Defining the problem statement is crucial for pinpointing the root cause of organizational challenges and finding effective solutions to improve performance. Before writing a change management proposal, it’s important to conduct a problem analysis to identify what needs to be changed and why.

This involves examining the current situation, gathering data, and identifying the gap between the desired and actual state. Once the problem has been identified, it’s important to conduct a root cause analysis to determine the underlying reasons for the problem.

A problem statement should be clear, concise, and specific. It should describe the problem in enough detail to provide a clear understanding of its impact on the organization and its stakeholders.

Example problem statements:

• “The current software update process is causing frequent disruptions to employee productivity due to unexpected system downtimes, resulting in increased frustration among staff and delayed project timelines.”
• “Inadequate communication channels between departments are leading to misunderstandings and delays in project execution, resulting in decreased collaboration and suboptimal project outcomes.”
• “The lack of standardized procedures for onboarding new employees is resulting in inconsistent training experiences and longer ramp-up periods, leading to decreased employee satisfaction and retention rates.”
• “The current organizational structure is hindering cross-functional collaboration and decision-making, resulting in duplicated efforts, conflicting priorities, and missed opportunities for innovation.”
• “Inefficient inventory management practices are causing overstocking of certain items and stockouts of others, leading to increased carrying costs, decreased customer satisfaction, and lost sales opportunities.”

A well-defined problem statement helps to focus attention on the issue at hand and guides the development of an effective change management proposal. It also helps to ensure that the proposed solution addresses the root cause of the problem, rather than just the symptoms.

To define an effective problem statement, it’s important to involve stakeholders and gather their input. This helps to ensure that the problem is viewed from different perspectives and that the proposed solution is acceptable to all parties involved.

In addition, involving stakeholders in the problem definition process helps to build consensus and support for the proposed change. By taking the time to define the problem statement, you can increase the chances of success for your change management proposal.

Proposing a Solution

Now it’s time for you to propose a solution that effectively addresses the identified problem and meets the needs of all stakeholders involved. Crafting solutions requires a thorough understanding of the problem statement and the goals of the organization. You need to present recommendations that are feasible, practical, and aligned with the company’s vision and mission.

To propose a solution, you need to consider the following three items:

Identify the root cause of the problem: Before presenting recommendations, you need to identify the root cause of the problem. This will help you to develop solutions that address the underlying issue rather than just the symptoms. You can use tools such as fishbone diagrams, root cause analysis, and brainstorming sessions to identify the root cause.

Develop a plan of action: Once you have identified the root cause, you need to develop a plan of action. This plan should include specific steps that need to be taken to address the problem. You should also identify the resources required, the timeline, and the expected outcomes.

Communicate the plan: Finally, you need to communicate the plan to all stakeholders involved. This includes employees, managers, and other relevant parties. You should explain the rationale behind the plan, the expected outcomes, and the benefits to the organization. You should also address any concerns or questions that stakeholders may have.

In conclusion, proposing a solution requires a methodical approach that considers the needs of all stakeholders involved. By identifying the root cause of the problem, developing a plan of action, and communicating the plan effectively, you can craft solutions that effectively address the identified problem and meet the needs of the organization.

Developing an Implementation Plan

When developing an implementation plan, it’s important to define the scope of the change to ensure that everyone is on the same page.

You’ll need to identify the resources required for the change, including personnel, equipment, and funding.

Additionally, you should create a timeline that outlines the key milestones and deadlines for the project.

By taking a methodical approach, you’ll be able to ensure that the change is implemented smoothly and effectively.

Defining the Scope of the Change

Defining the scope of the change is essential to ensure a smooth transition. This involves setting project boundaries and conducting a requirements analysis to identify the specific areas that will be impacted by the change. By doing this, you can allocate the necessary resources, such as time and budget, appropriately.

Defining the scope of the change also helps prioritize tasks and create a timeline for implementation. This allows you to break down the change into manageable steps and ensure completion of each step before moving on to the next. Additionally, it helps communicate the change to stakeholders and obtain their buy-in by outlining how the proposed alterations will impact them and the organization as a whole.

Taking the time to define the scope of the change can increase the likelihood of a successful implementation and minimize the risk of unexpected setbacks.

Identifying the Resources and Timeline

You’re embarking on a journey to bring your vision to life, and it’s important to identify the resources and timeline that will help you reach your destination smoothly. Resource allocation is crucial for any change management proposal, as it determines the availability of personnel, tools, and equipment needed to execute the plan.

To identify the resources needed, consider the following:

• Determine the current resources available and assess whether they’re sufficient for the proposed change.
• Identify the additional resources needed to execute the plan, such as personnel, equipment, and technology.
• Allocate resources based on priority and criticality of tasks.
• Ensure that the resources are available at the right time and place.
• Monitor resource utilization to ensure that they’re used efficiently.

Time management is also essential for any change management proposal. A timeline provides a roadmap for executing the plan and ensures that everyone involved in the project is aware of the deadlines and milestones.

To manage time effectively, consider the following:

• Create a detailed timeline that outlines the major milestones and deadlines.
• Identify potential roadblocks and risks that may affect the timeline and develop contingency plans.
• Communicate the timeline to all stakeholders involved in the project.
• Monitor the timeline regularly to ensure that the project stays on track.
• Adjust the timeline as needed to accommodate changes or delays.

By identifying the resources and timeline needed for your change management proposal, you increase your chances of success. Resource allocation and time management are crucial for executing any plan smoothly and efficiently. By following the steps outlined above, you can ensure that your proposal is executed on time and within budget.

Identifying Key Stakeholders

Identifying the crucial stakeholders is essential in any plan to implement modifications within an organization. The process of stakeholder analysis helps you to identify who has a stake in the change and who will be affected by it.

These stakeholders can include employees, customers, suppliers, shareholders, and even the general public. Once you have identified the stakeholders, you need to analyze their needs, expectations, and potential reactions to the change. This will help you to develop effective communication strategies to engage them throughout the change process.

Communication is a critical component of any change management proposal, and it’s vital to identify key stakeholders before developing a communication strategy. The communication plan should be tailored to the specific needs and expectations of each stakeholder group.

For example, employees may need more detailed and frequent communication than external stakeholders. Suppliers may need assurance of continued business, while customers may require reassurance about the quality and availability of products or services.

By identifying the key stakeholders and developing a communication strategy that meets their needs, you can minimize resistance and promote a smooth transition to the proposed changes.

In summary, identifying key stakeholders is a critical step in developing a change management proposal. Stakeholder analysis helps you to identify who will be affected by the change and to understand their needs, expectations, and potential reactions.

Developing a communication strategy that meets the specific needs of each stakeholder group is essential to minimizing resistance and promoting a smooth transition. By following these steps, you can increase the likelihood of success in implementing the proposed changes.

Addressing Resistance to Change

Don’t let resistance derail your progress – learn how to overcome it and successfully implement your vision.

Resistance to change is a common occurrence in any organization, and it can come from different sources. It can be from employees, managers, or even customers. Regardless of the source, it’s important to address resistance to change to ensure that your change management proposal is successful.

Overcoming resistance starts with building support. You need to communicate your vision clearly and make sure that everyone understands why the change is necessary. You should also involve key stakeholders in the planning process.

By doing so, you can get their input and address their concerns early on. When stakeholders feel heard and involved, they’re more likely to support the change.

Another way to overcome resistance is to provide training and support. People are often resistant to change because they feel unsure or unprepared. By providing training and support, you can help people feel more comfortable with the change and increase their confidence in their ability to adapt.

You can also provide ongoing support to help people navigate the change and address any issues that arise. By addressing resistance to change head-on and building support, you can increase the likelihood of successfully implementing your change management proposal.

Assessing Risk and Mitigating Issues

As you navigate through this section, you’ll discover how to identify potential roadblocks and develop strategies to ensure your vision is smoothly executed, like a skilled captain navigating through rough waters.

Risk assessment is a crucial aspect of change management, and it involves identifying potential issues that could arise during the implementation process. This stage requires a detailed review of the project plan, stakeholder feedback, and organizational culture to determine the likelihood and potential impact of potential risks.

Once you’ve identified potential risks, the next step is to develop strategies to mitigate these issues. This stage involves creating a risk management plan that outlines the steps to be taken to minimize the impact of potential risks. Risk mitigation strategies may include developing contingency plans, establishing communication protocols, or providing training to stakeholders.

It’s essential to ensure that the risk management plan is flexible enough to adapt to changing circumstances and that stakeholders are aware of their roles and responsibilities in the process.

In conclusion, assessing risk and mitigating issues are critical components of any change management proposal. It’s essential to take a methodical approach to identify potential roadblocks and develop strategies to overcome them. By creating a comprehensive risk management plan, you can mitigate the impact of potential risks and ensure a smooth transition to the proposed changes. Remember, change management isn’t just about implementing structural changes; it’s about ensuring that your organization is equipped to handle these changes effectively.

Establishing Evaluation Metrics

Now it’s time for you to establish evaluation metrics, so you can measure the effectiveness of the changes you’ve implemented. Measuring effectiveness is crucial to determine if your vision has been achieved and if there are any areas that require further improvement.

Evaluation metrics can include data analysis, surveys, feedback from employees and stakeholders, and other relevant metrics. It’s important to establish these metrics before implementing any changes, so you have a baseline to compare against.

Data analysis is a critical component of establishing evaluation metrics. It helps you identify trends, patterns, and areas that require improvement. You can use various data sources, such as financial data, customer satisfaction surveys, and employee engagement surveys, among others.

Once you have collected the data, you need to analyze it and interpret the results. This will help you identify areas that require improvement and make necessary changes to your change management proposal.

In summary, establishing evaluation metrics is a crucial step in change management. Measuring effectiveness is essential to determine if your vision has been achieved and if there are any areas that require further improvement.

Data analysis is a critical component of establishing evaluation metrics. It helps you identify trends, patterns, and areas that require improvement. By using these techniques, you can improve your change management proposal and ensure that your changes are successful.

Now that you’ve established evaluation metrics and written a change management proposal, it’s time to summarize the proposal and outline the next steps for implementation.

Firstly, provide a clear and concise summary of the proposed changes, highlighting the benefits and expected outcomes.

Next, create a detailed action plan that outlines the steps required to implement the changes, including timelines, responsibilities, and resources needed.

By following these steps, you’ll ensure that your change management proposal is successfully implemented and that the desired outcomes are achieved.

Summarizing the Proposal

You can quickly summarize your plan with a clear and concise overview of the proposed changes, making it easy for stakeholders to understand the benefits and potential impact. This summary should include the key objectives, the benefits of the change, the timeline for implementation, and any potential risks associated with the change.

By providing a clear and detailed summary, you’ll help stakeholders make informed decisions and gain their support for the change.

Effective summarization techniques are crucial when writing a change management proposal. This is because stakeholders are often busy and don’t have time to read lengthy documents. By summarizing the proposal effectively, you can help stakeholders quickly understand the key information they need to make a decision.

Clarity is essential when writing proposals. You should avoid using jargon or technical terms that stakeholders may not understand. Instead, use simple language and provide examples to help stakeholders understand the benefits and potential impact of the proposed changes.

By following these guidelines, you can write a compelling change management proposal that’ll gain the support of stakeholders.

Outlining Next Steps for Implementation

We’re mapping out the path ahead by outlining the next steps for bringing this vision to life, like a trailblazer carving a path through uncharted territory, inspiring others to follow. It’s important to create buy-in from all stakeholders at this stage to ensure a smooth implementation process.

This involves communicating the benefits of the change and addressing any concerns or resistance that may arise. Clear and consistent messaging is key, and it’s important to involve key players early on in the process to gain their support.

Once the plan is in place and buy-in has been established, the next step is to monitor progress. Regular check-ins and assessments should be conducted to ensure that the implementation is on track and any issues are addressed in a timely manner.

This will also allow for any necessary adjustments to be made along the way. It’s important to have a clear plan for monitoring progress, including specific metrics and timelines, to ensure that the project stays on track and the desired outcomes are achieved.

By following these steps, you can ensure a successful implementation of your change management proposal.

Is the Change Management Proposal and Plan the Same Thing?

No, a change management proposal and plan are not the same thing. While a proposal outlines the strategy and rationale for change, a plan involves creating effective change management plan . The proposal sets the stage for the plan by highlighting the need for change and the intended outcomes.

Final Thoughts

You’ve identified the need for change, defined the problem statement, proposed a solution, developed an implementation plan, addressed resistance to change, assessed risk and mitigated issues, and established evaluation metrics.

This proposal is a crucial tool for ensuring that your organization can effectively manage change and achieve its desired outcomes. But now, as you conclude your proposal, it’s important to ask yourself one final question: Are you ready to take on the challenge of change?

Change can be difficult, and it requires a lot of effort and commitment. However, by following the steps outlined in this proposal, you can create a plan that will help you manage change effectively and achieve your goals. So, are you ready to take the first step towards a better future?

Remember, the key to successful change management is preparation, planning, and communication. Follow the steps outlined in this proposal, and you’ll be well on your way to achieving your desired outcomes.

Good luck on your journey towards a brighter future!

About the author

If you want to grow your business visit Growth Jetpack program . And if you want the best technology to grow your online brand visit Clixoni .

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• How to Write a Research Proposal | Examples & Templates

How to Write a Research Proposal | Examples & Templates

Published on October 12, 2022 by Shona McCombes and Tegan George. Revised on November 21, 2023.

A research proposal describes what you will investigate, why it’s important, and how you will conduct your research.

The format of a research proposal varies between fields, but most proposals will contain at least these elements:

Introduction

Literature review.

• Research design

Reference list

While the sections may vary, the overall objective is always the same. A research proposal serves as a blueprint and guide for your research plan, helping you get organized and feel confident in the path forward you choose to take.

Table of contents

Research proposal purpose, research proposal examples, research design and methods, contribution to knowledge, research schedule, other interesting articles, frequently asked questions about research proposals.

Academics often have to write research proposals to get funding for their projects. As a student, you might have to write a research proposal as part of a grad school application , or prior to starting your thesis or dissertation .

In addition to helping you figure out what your research can look like, a proposal can also serve to demonstrate why your project is worth pursuing to a funder, educational institution, or supervisor.

Research proposal length

The length of a research proposal can vary quite a bit. A bachelor’s or master’s thesis proposal can be just a few pages, while proposals for PhD dissertations or research funding are usually much longer and more detailed. Your supervisor can help you determine the best length for your work.

One trick to get started is to think of your proposal’s structure as a shorter version of your thesis or dissertation , only without the results , conclusion and discussion sections.

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Writing a research proposal can be quite challenging, but a good starting point could be to look at some examples. We’ve included a few for you below.

• Example research proposal #1: “A Conceptual Framework for Scheduling Constraint Management”
• Example research proposal #2: “Medical Students as Mediators of Change in Tobacco Use”

Like your dissertation or thesis, the proposal will usually have a title page that includes:

• The proposed title of your project
• Your supervisor’s name
• Your institution and department

The first part of your proposal is the initial pitch for your project. Make sure it succinctly explains what you want to do and why.

Your introduction should:

• Introduce your topic
• Give necessary background and context
• Outline your  problem statement  and research questions

To guide your introduction , include information about:

• Who could have an interest in the topic (e.g., scientists, policymakers)
• How much is already known about the topic
• What is missing from this current knowledge
• What new insights your research will contribute
• Why you believe this research is worth doing

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Professional editors proofread and edit your paper by focusing on:

• Academic style
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As you get started, it’s important to demonstrate that you’re familiar with the most important research on your topic. A strong literature review  shows your reader that your project has a solid foundation in existing knowledge or theory. It also shows that you’re not simply repeating what other people have already done or said, but rather using existing research as a jumping-off point for your own.

In this section, share exactly how your project will contribute to ongoing conversations in the field by:

• Comparing and contrasting the main theories, methods, and debates
• Examining the strengths and weaknesses of different approaches
• Explaining how will you build on, challenge, or synthesize prior scholarship

Following the literature review, restate your main  objectives . This brings the focus back to your own project. Next, your research design or methodology section will describe your overall approach, and the practical steps you will take to answer your research questions.

To finish your proposal on a strong note, explore the potential implications of your research for your field. Emphasize again what you aim to contribute and why it matters.

For example, your results might have implications for:

• Improving best practices
• Informing policymaking decisions
• Strengthening a theory or model
• Challenging popular or scientific beliefs
• Creating a basis for future research

Last but not least, your research proposal must include correct citations for every source you have used, compiled in a reference list . To create citations quickly and easily, you can use our free APA citation generator .

Some institutions or funders require a detailed timeline of the project, asking you to forecast what you will do at each stage and how long it may take. While not always required, be sure to check the requirements of your project.

Here’s an example schedule to help you get started. You can also download a template at the button below.

Download our research schedule template

If you are applying for research funding, chances are you will have to include a detailed budget. This shows your estimates of how much each part of your project will cost.

Make sure to check what type of costs the funding body will agree to cover. For each item, include:

• Cost : exactly how much money do you need?
• Justification : why is this cost necessary to complete the research?
• Source : how did you calculate the amount?

To determine your budget, think about:

• Travel costs : do you need to go somewhere to collect your data? How will you get there, and how much time will you need? What will you do there (e.g., interviews, archival research)?
• Materials : do you need access to any tools or technologies?
• Help : do you need to hire any research assistants for the project? What will they do, and how much will you pay them?

If you want to know more about the research process , methodology , research bias , or statistics , make sure to check out some of our other articles with explanations and examples.

Methodology

• Sampling methods
• Simple random sampling
• Stratified sampling
• Cluster sampling
• Likert scales
• Reproducibility

 Statistics

• Null hypothesis
• Statistical power
• Probability distribution
• Effect size
• Poisson distribution

Research bias

• Optimism bias
• Cognitive bias
• Implicit bias
• Hawthorne effect
• Anchoring bias
• Explicit bias

Once you’ve decided on your research objectives , you need to explain them in your paper, at the end of your problem statement .

Keep your research objectives clear and concise, and use appropriate verbs to accurately convey the work that you will carry out for each one.

I will compare …

A research aim is a broad statement indicating the general purpose of your research project. It should appear in your introduction at the end of your problem statement , before your research objectives.

Research objectives are more specific than your research aim. They indicate the specific ways you’ll address the overarching aim.

A PhD, which is short for philosophiae doctor (doctor of philosophy in Latin), is the highest university degree that can be obtained. In a PhD, students spend 3–5 years writing a dissertation , which aims to make a significant, original contribution to current knowledge.

A PhD is intended to prepare students for a career as a researcher, whether that be in academia, the public sector, or the private sector.

A master’s is a 1- or 2-year graduate degree that can prepare you for a variety of careers.

All master’s involve graduate-level coursework. Some are research-intensive and intend to prepare students for further study in a PhD; these usually require their students to write a master’s thesis . Others focus on professional training for a specific career.

Critical thinking refers to the ability to evaluate information and to be aware of biases or assumptions, including your own.

Like information literacy , it involves evaluating arguments, identifying and solving problems in an objective and systematic way, and clearly communicating your ideas.

The best way to remember the difference between a research plan and a research proposal is that they have fundamentally different audiences. A research plan helps you, the researcher, organize your thoughts. On the other hand, a dissertation proposal or research proposal aims to convince others (e.g., a supervisor, a funding body, or a dissertation committee) that your research topic is relevant and worthy of being conducted.

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McCombes, S. & George, T. (2023, November 21). How to Write a Research Proposal | Examples & Templates. Scribbr. Retrieved June 11, 2024, from https://www.scribbr.com/research-process/research-proposal/

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5 Critical Steps in the Change Management Process

• 19 Mar 2020

Businesses must constantly evolve and adapt to meet a variety of challenges—from changes in technology, to the rise of new competitors, to a shift in laws, regulations, or underlying economic trends. Failure to do so could lead to stagnation or, worse, failure.

Approximately 50 percent of all organizational change initiatives are unsuccessful, highlighting why knowing how to plan for, coordinate, and carry out change is a valuable skill for managers and business leaders alike.

Have you been tasked with managing a significant change initiative for your organization? Would you like to demonstrate that you’re capable of spearheading such an initiative the next time one arises? Here’s an overview of what change management is, the key steps in the process, and actions you can take to develop your managerial skills and become more effective in your role.

Access your free e-book today.

What is Change Management?

Organizational change refers broadly to the actions a business takes to change or adjust a significant component of its organization. This may include company culture, internal processes, underlying technology or infrastructure, corporate hierarchy, or another critical aspect.

Organizational change can be either adaptive or transformational:

• Adaptive changes are small, gradual, iterative changes that an organization undertakes to evolve its products, processes, workflows, and strategies over time. Hiring a new team member to address increased demand or implementing a new work-from-home policy to attract more qualified job applicants are both examples of adaptive changes.
• Transformational changes are larger in scale and scope and often signify a dramatic and, occasionally sudden, departure from the status quo. Launching a new product or business division, or deciding to expand internationally, are examples of transformational change.

Change management is the process of guiding organizational change to fruition, from the earliest stages of conception and preparation, through implementation and, finally, to resolution.

As a leader, it’s essential to understand the change management process to ensure your entire organization can navigate transitions smoothly. Doing so can determine the potential impact of any organizational changes and prepare your teams accordingly. When your team is prepared, you can ensure everyone is on the same page, create a safe environment, and engage the entire team toward a common goal.

Change processes have a set of starting conditions (point A) and a functional endpoint (point B). The process in between is dynamic and unfolds in stages. Here’s a summary of the key steps in the change management process.

Check out our video on the change management process below, and subscribe to our YouTube channel for more explainer content!

5 Steps in the Change Management Process

1. prepare the organization for change.

For an organization to successfully pursue and implement change, it must be prepared both logistically and culturally. Before delving into logistics, cultural preparation must first take place to achieve the best business outcome.

In the preparation phase, the manager is focused on helping employees recognize and understand the need for change. They raise awareness of the various challenges or problems facing the organization that are acting as forces of change and generating dissatisfaction with the status quo. Gaining this initial buy-in from employees who will help implement the change can remove friction and resistance later on.

2. Craft a Vision and Plan for Change

Once the organization is ready to embrace change, managers must develop a thorough, realistic, and strategic plan for bringing it about.

The plan should detail:

• Strategic goals: What goals does this change help the organization work toward?
• Key performance indicators: How will success be measured? What metrics need to be moved? What’s the baseline for how things currently stand?
• Project stakeholders and team: Who will oversee the task of implementing change? Who needs to sign off at each critical stage? Who will be responsible for implementation?
• Project scope: What discrete steps and actions will the project include? What falls outside of the project scope?

While it’s important to have a structured approach, the plan should also account for any unknowns or roadblocks that could arise during the implementation process and would require agility and flexibility to overcome.

3. Implement the Changes

After the plan has been created, all that remains is to follow the steps outlined within it to implement the required change. Whether that involves changes to the company’s structure, strategy, systems, processes, employee behaviors, or other aspects will depend on the specifics of the initiative.

During the implementation process, change managers must be focused on empowering their employees to take the necessary steps to achieve the goals of the initiative and celebrate any short-term wins. They should also do their best to anticipate roadblocks and prevent, remove, or mitigate them once identified. Repeated communication of the organization’s vision is critical throughout the implementation process to remind team members why change is being pursued.

4. Embed Changes Within Company Culture and Practices

Once the change initiative has been completed, change managers must prevent a reversion to the prior state or status quo. This is particularly important for organizational change related to business processes such as workflows, culture, and strategy formulation. Without an adequate plan, employees may backslide into the “old way” of doing things, particularly during the transitory period.

By embedding changes within the company’s culture and practices, it becomes more difficult for backsliding to occur. New organizational structures, controls, and reward systems should all be considered as tools to help change stick.

5. Review Progress and Analyze Results

Just because a change initiative is complete doesn’t mean it was successful. Conducting analysis and review, or a “project post mortem,” can help business leaders understand whether a change initiative was a success, failure, or mixed result. It can also offer valuable insights and lessons that can be leveraged in future change efforts.

Ask yourself questions like: Were project goals met? If yes, can this success be replicated elsewhere? If not, what went wrong?

The Key to Successful Change for Managers

While no two change initiatives are the same, they typically follow a similar process. To effectively manage change, managers and business leaders must thoroughly understand the steps involved.

Some other tips for managing organizational change include asking yourself questions like:

• Do you understand the forces making change necessary? Without this understanding, it can be difficult to effectively address the underlying causes that have necessitated change, hampering your ability to succeed.
• Do you have a plan? Without a detailed plan and defined strategy, it can be difficult to usher a change initiative through to completion.
• How will you communicate? Successful change management requires effective communication with both your team members and key stakeholders. Designing a communication strategy that acknowledges this reality is critical.
• Have you identified potential roadblocks? While it’s impossible to predict everything that might potentially go wrong with a project, taking the time to anticipate potential barriers and devise mitigation strategies before you get started is generally a good idea.

How to Lead Change Management Successfully

If you’ve been asked to lead a change initiative within your organization, or you’d like to position yourself to oversee such projects in the future, it’s critical to begin laying the groundwork for success by developing the skills that can equip you to do the job.

Completing an online management course can be an effective way of developing those skills and lead to several other benefits . When evaluating your options for training, seek a program that aligns with your personal and professional goals; for example, one that emphasizes organizational change.

Do you want to become a more effective leader and manager? Explore Leadership Principles , Management Essentials , and Organizational Leadership —three of our online leadership and management courses —to learn how you can take charge of your professional development and accelerate your career. Not sure which course is the right fit? Download our free flowchart .

This post was updated on August 8, 2023. It was originally published on March 19, 2020.

About the Author

Expert Guide to Writing an Effective Change Management Plan

By Diana Ramos | December 22, 2016 (updated July 24, 2023)

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The one thing a business can almost certainly expect is change. A lot of it. Most organizational change happens for one of two reasons: unexpected circumstances or intentional actions implemented to facilitate organizational growth or progress. Whether the change is due to a market influence, a reduction in budget, resource constraints, or expansion, it’s a safe bet that organizational change will affect your business on a fairly regular basis. 

Change management has evolved from simply something that happens in organizations to an entire discipline. This comprehensive guide provides information on how creating a change management plan can help your organization prepare and handle forecasted and unforeseen changes. We’ll also provide direction on writing effective change management plans for managing organizational change, along with best practices and tips from experts in the field. 

Understanding the Change Management Process

Many change management theories, models, and frameworks have been developed based on research and experience. One of these theories is Kotter’s 8-step Change Management Process. World-renowned change expert, John Kotter, outlined this 8-step process for change: create urgency, form a powerful coalition, create a vision for change, communicate the vision, remove obstacles, create short term wins, build on the change, and anchor the change into corporate culture. 

These models or frameworks act as a guide to managing change both personally and within an organization. Most of these models include a supporting process or sequence of steps to move a change from initiation to completion. Within the sequence of steps, there is typically a ‘Planning’ stage where teams create a change management plan to help manage the project tasks and activities. 

Addam Marcotte, Vice President of Organization Development for FMG Leading says, “The one constant in life is change. This is especially true in the business environment with eternally changing conditions. As the world becomes more interconnected, interdependent, and complex, seemingly trivial variables can have profound impact on global markets. Studies have shown that agile organizations, those that can adapt to change rapidly, are more likely to succeed — therefore having competency in organizational change can no longer be a reactionary one-time solution, but is a vital element of organizational strategy. Organizational Change Management is a systematic approach to leading large scale change, from process and org structure to culture and human capital.”

What is a Change Management Plan and Why Do You Need One?

A change management plan helps manage the change process, and also ensures control in budget, schedule, scope, communication, and resources. The change management plan will minimize the impact a change can have on the business, employees, customers, and other important stakeholders.

Marcotte believes that, “Effective organizations are able to handle varying degrees of complex change and quickly pivot and navigate the changing landscape. Deep emergent change can be extremely disruptive and unsettling, whereas intentional incremental change may feel like minor efficiency improvements and largely go unnoticed. All forms and degrees of organizational change need someone leading the journey and continually communicating with employees. It is important to have a comprehensive and integrated change management plan to help clearly articulate organizational strategy, helping people understand ‘why’ the change is critical and what the future state will look and feel like.”

According to Amy Kauffman , Founder of Strategic Moxie, “You need a change management plan because strategy and processes are always perfect in their conception, but as time goes on these elements of business become living, breathing, and changing entities. Change management plans help you remain agile, adapt to challenges along the way, monitor success metrics, and track milestones.”

How to Write a Change Management Plan

There are several steps involved in writing a change management plan. You can get started by using a change management template. We’ve outlined them here and provided some best practices recommended by experts in the field:

1. Demonstrate the reasons for the change.

Kevin Lonergan of PMIS Consulting Limited explains that, “One should never assume that people know why change is needed. Even the blindingly obvious is never obvious to all. Make sure that the reasons for the change effort are clearly defined.” When your stakeholders have a clear understanding of why the change is needed and how it will improve business or the way they work, they are more likely to support rather than resist the change.

2. Determine the scope. The next step in writing the change management plan is determining who the change will affect. Also determine what the change will impact, including policies, processes, job roles, and organizational structure.

3. Identify stakeholders and the change management team. Marcotte explains that the “best practices in change management often include a task force or team who ‘owns’ the organizational change and is empowered to execute it. The composition of this team is extremely important and it must be led by a credible leader.” The change management team interacts with stakeholders, addresses concerns, and oversees a smooth change transition. Roles within the team require clear definition, including outlining each member’s responsibilities. A Change Advisory Board (CAB) may also be established to oversee changes, offering change approvals and guidance. 

4. Clarify the expected benefits. These benefits should be clearly delineated so that everyone involved understands the advantages of proceeding with the change. 

5. Milestones as well as costs must also be clearly outlined. Marcotte explains the importance of clear milestones: “Research shows 70% of changes fail because people believe that results relative to the effort aren’t worth it, or aren’t working. Establishing well-communicated and achievable milestones are vital to the success of any change plan. These milestones become symbols to employees that the plan is working, progress is happening, the direction is still right, and the effort is worth it.”

6. Create a change management communication plan.

Susanne Powelson , Vice President of Lovell Communications, Inc., explains the value and importance of clear, consistent communications as part of the change management plan. “The right strategic communications can help maintain employee focus and foster trust – even in the most uncertain times. Build trust among your employees by being visible and accessible. Strive to set a positive tone for the organization and resist the urge to let problems or shortfalls dominate all of your communications. Instead, focus on helping employees across the organization understand the benefits of the change. Create opportunities for employees to ask questions and let them know what information you can share, what information you can’t share and when they can expect further updates,” she says.

‌ Download Stakeholder Communication Plan - Microsoft Word

There are three basic elements to communications in the context of change management. 

• Identify the stakeholders and those impacted by the change. 
• Next, schedule regular face to face interactions and email communications to keep stakeholders updated on progress. 
• Finally, communications should be consistent, thorough, and regular. Communications should also clearly explain the change, define the reasons for change, present the benefits of the change, and always include change owner’s contact information.

Below you will find a sample of how Bob Kermanshahi, Head of Strategy at Siemens Real Estate for the Americas, (part of Siemens, a conglomerate with $20 billion in annual revenues from the Americas,) manages business transformation utilizing a formal change management plan. 

Siemens Case Study

Change Management Processes and Systems

Change management processes and systems pave the way for successful change management. It is essential to be able to submit a change request, track, schedule, and manage that request through delivery. Along the way, you must also monitor roadblocks, milestones, and resistance. A change management system will allow a single storage location for all data association with organizational changes, standardization of procedures, analysis of trends and activity, and easy access from anywhere at any time. 

Look for a system that offers the following functionality:

• Configurable change request forms
• Change approvals
• Change monitoring
• Updating change
• Change assignment to individuals, teams, and/or Change Advisory or Change Control Board
• Ability to classify as a change and reclassify as a defect if necessary
• Schedule of changes (Forward Schedule of Change)
• Configurable change management processes
• Role assignment
• Change log for historical tracking
• Budgeting and cost controls
• Ability to break work down into tasks

Resistance Management Plan

How you manage resistance is a critical element when managing change. After identifying the stakeholders, a project manager should examine how they will each be affected by the change. According to Lonergan, “It’s not only important to identify stakeholders, but also predict how they will respond to the change. Often stakeholders will respond by resisting change, so creating a resistance management plan is important.”

Currently, there is an extremely busy industry focused on creating and studying change management models, frameworks, processes, plans, and tools - not to mention professional trainings and certifications that span industry verticals. Since change is a necessary element of organizational growth, this industry will continue to prosper.   

Planning for Change in Healthcare Organizations

Planning for change in an organization is a necessary, yet often challenging aspect of business planning. In healthcare-oriented businesses in particular, change management is even more essential, as there are many more variables to keep in mind, like patient confidentiality, secure data storage, credentialing processes, and more.

Change management plans help to determine how changes will affect an organization, the scope of the change, and how change will be communicated to the rest of the organization. In healthcare organizations, this process needs to be transparent, quick, and updated regularly to maintain optimal patient care, while keeping providers and insurance companies on the same page. To plan for change in your healthcare business and ensure your organization remains efficient while keeping all information and data protected, you need a powerful, real-time, and secure tool.  

Smartsheet is a work execution platform that enables healthcare companies to improve work efficiency, scale repetitive processes, and securely store and share protected health information. Streamline documentation, improve communication of changes both internally and externally, and modify healthcare processes for the better, while also maintaining top-level data security compliant with HIPAA’s regulatory requirements. Track the progress of changes in individual processes with all-up reports and centralized dashboards.

Interested in learning more about how Smartsheet can help you maximize your efforts? Discover  Smartsheet for Healthcare .

Smartsheet: The Ultimate Tool for Creating a Change Management Plan

Empower your people to go above and beyond with a flexible platform designed to match the needs of your team — and adapt as those needs change. 

The Smartsheet platform makes it easy to plan, capture, manage, and report on work from anywhere, helping your team be more effective and get more done. Report on key metrics and get real-time visibility into work as it happens with roll-up reports, dashboards, and automated workflows built to keep your team connected and informed. 

When teams have clarity into the work getting done, there’s no telling how much more they can accomplish in the same amount of time.  Try Smartsheet for free, today.

Discover why over 90% of Fortune 100 companies trust Smartsheet to get work done.

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Best Practices in Change Management

• Posted on: June 10, 2024
• Topic: District Strategic Planning , K–12 Education , K–12 Trends , Operational Planning , Strategic Planning

The field of education is constantly evolving from the pedagogies used to the resources available (e.g., funding, technology) to the student expectations held. As such, school leaders are responsible for guiding school stakeholders through a change process and managing change to ensure that efforts result in positive outcomes for students. This change management “provides structure and oversight within change to quell peoples’ apprehension and fear” and is critical for moving change processes forward. Conversely, change leadership helps to bridge gaps in stakeholder understanding and support. According to a leadership development vendor, change leadership facilitates employee support for and understanding of a vision and associated strategy, whereas change management ensures that an organization has and follows a process for realizing the vision.

To support a member district in exploring change processes, change management, and leadership strategies, Hanover Research presents this report, comprised of the following two sections:

• Section I : Exploring Organizational Culture and Change Management Processes introduces the ideas of culture and change broadly and in an educational context. This section also presents various change processes that school leaders may use to guide change and new initiatives.
• Section II : Implementing Best Practices for Managing and Leading Change presents best practices for change management and change leadership according to academic, organizational, and anecdotal secondary research. Key practices include identifying ownership, creating a vision, building buy-in, planning, and communicating.

Key Findings

• School leaders may serve as change leaders and change managers to facilitate the change process and support the stakeholders involved
• The members of an organization or community build the surrounding culture, while leaders may set, communicate, and reinforce values and beliefs to guide the culture
• Leaders implementing a change must consider key situational variables when selecting a process for making lasting changes
• Successful change often begins with a clear vision and follows an implementation plan
• Building buy-in and ensuring stakeholder ability to implement change are important for reducing resistance, avoiding frustration, and promoting confidence throughout an organization during the change process
• Communication is vital to successful change efforts and requires leaders to know what and how to communicate to stakeholders

Download The Report

Recommendations, create a vision, identify kpis, produce a discussion guide.

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How do we manage the change journey?

In Beyond Performance 2.0: A Proven Approach to Leading Large-Scale Change (John Wiley & Sons, 2019), McKinsey’s Scott Keller and Bill Schaninger draw on their long experience, and the most comprehensive research effort of its kind, to provide a practical, proven guide for executives managing corporate transformations. “ A better way to lead large-scale change ,” the first article in the series, explains how and why the authors’ approach works. The second, “ Getting personal about change ,”  provides an in-depth look into the mind-set shifts required for generating meaningful change.  The third, “ The forgotten step in leading large-scale change ,” examines the most often neglected stage of the change process. This fourth article discusses how to generate ownership and energy for success.

Change is a journey, and few journeys go according to plan. Leaders who follow the transformation methodology explained in our new book, Beyond Performance 2.0, take companies through what we call the five stages of performance and health. 1 The five stages, and the questions that must be answered in each of them, are aspire: Where do we want to go?; assess: How ready are we to go there?; architect: What must we do to get there?; act: How do we manage the journey?; and advance: How do we continue to improve? This article focuses on the fourth: act. To ensure that plans developed in the previous stage ( architect ) stay on track and evolve when necessary, leaders must give employees a sense of ownership in the process, as well as the energy needed to change. This article shows how.

Instilling ownership

The previous stages of our five-stage program will give employees a significant degree of ownership. But don’t assume it will continue throughout the act stage. To see that it does, establish strong governance, scale up initiatives appropriately, and monitor and adjust them as needed.

Establish strong governance

Research shows that change programs with governance structures clearly identifying roles and responsibilities are 6.4 times more likely to succeed. The vast majority of successful programs include four such elements: an executive steering committee (ESC), a change-management office (CMO), executive sponsors (ESs), and initiative owners (IOs) and their teams.

An executive steering committee typically includes the most senior leader and a senior executive team. It owns the change program’s overall direction; makes critical ongoing decisions, such as approving changes in execution plans, reallocating resources, resolving issues, and reshaping initiatives; and holds people accountable for results. When the ESC communicates the progress of change programs frequently during the act stage, they are a whopping eight times more likely to succeed.

The change-management office coordinates the overall program, tracking its progress, resolving issues, and facilitating transparent, effective interactions between the ESC and the initiatives. It seldom leads them but sometimes helps share best practices and acts as a thought partner for initiative teams. Typically, a full-time senior leader responsible for the overall change program runs the CMO. Its size depends on the transformation’s nature, but it typically includes resources for monitoring and reviewing activities, metrics, budgets, and impact, as well as for communications and change management.

Executive sponsors provide guidance, judgment, and leadership for initiative teams by reviewing their progress, helping periodically to solve problems, suggesting and validating changes to execution plans, and focusing on the business impact. They may be either members of the ESC or senior leaders, one level down, who directly own particular initiatives. The ES strives to optimize particular initiatives; the ESC, the full portfolio.

Initiatives are executed by initiative owners and their teams, who typically work for line organizations but may also come from staff functions. IOs generally help formulate the initiative charter; identify resources, operating expenses, and capital requirements; determine the scale-up approach; and develop timelines and milestones. Their responsibilities include both problem solving and people solving.

The CMO provides support and oversight. But accountability for the impact of initiatives should be placed, so far as possible, with line management and built into relevant budgets—no aspect of a change program is complete until they fully reflect it. Programs with clear roles and responsibilities are six times more likely to succeed than programs that don’t; those with effective CMOs, twice as likely.

To understand this governance model, consider the case of a retailer restructuring its global operations after quarterly losses. When an organizational-health survey identified many health issues, the CEO created an ESC comprising senior leaders from the retailer and its parent company. The retailer then created a CMO led by the respected senior manager of its most profitable business line. He enlisted one of his top performers and two respected middle managers from other departments and hired an external change expert and a retail-turnaround specialist. Each of the 25 health initiatives identified in the architect stage had an IO and ES who helped ensure that teams remained committed to targets and had the necessary resources. The teams also included part-time “project amplifiers,” who publicized initiatives to the organization and communicated its concerns back to the teams.

This clear ownership model helped the retailer to reorganize its 75,000-strong workforce and to cut costs by 12 percent within six months. The whole company’s health improved significantly. The program’s light yet robust structure was easily dismantled, and the business then took responsibility for the ongoing effort.

Choose scale-up methods

Companies implement the vast majority of initiatives by testing ideas, learning from failures, and scaling up successes quickly—an approach that limits damage, provides valuable lessons, and builds an appetite for change. But impatient organizations often implement pilots too quickly.

Beyond Performance 2.0: A Proven Approach to Leading Large-Scale Change

Consider the experience of the Netherlands-based insurance group Achmea. Spurred by the government’s radical healthcare reforms, the company launched a change program in one of its divisions. The initiatives included a plan to raise the call center’s efficiency by 25 percent and to improve the customer experience. Achmea’s initial pilot was a huge success, but the company soon found that the approach of the manager who led the effort was hard to replicate because he had relied on personal influence, not new systems . As this example shows, the pilot phase should include two tests: proof of concept (to establish that an idea creates value) and proof of feasibility (to ensure replicability). Often, this second test also trains leaders for later waves of implementation. Once Achmea adopted the double-pilot approach, the change program proceeded successfully.

Companies can choose among three broad “flavors” for scaling initiatives: linear, geometric, and “big bang” (Exhibit 1). In the first, the proof-of-feasibility pilot is replicated across the organization, but no area starts until the previous one finishes. This works best if a company rolls out an initiative in only a few areas and isn’t in crisis, the stakes are high, deep dives by experts are needed, resistance to change is strong, and the tool kit and solutions require extensive customization.

In geometric scale-ups, implementation occurs in progressively bigger waves. This makes sense if multiple areas share a few common features, many areas must be transformed, a linear approach would take too long, capable implementers are readily available (or can be trained ahead of demand), and the organization can absorb the changes. In big-bang scale-ups, implementation occurs across all relevant areas at once. That takes many resources, but for a relatively short time, and makes sense if multiple areas share many features, the transformation is urgently needed, little resistance is expected, and the company can deploy a standard tool kit.

A multinational energy company, for example, used the linear approach to roll out unified HR software that replaced freestanding national systems. Senior management understood that if the company switched in one go, or even region by region, technical issues might overload the project. The new software represented a major shift, so the company also wanted to ensure that all country organizations embraced it and that concerns at any one location could be addressed before the rollout continued.

But this company chose a geometric approach to implement its new global procurement strategy. An analysis of vendor relationships uncovered similarities among markets in buying patterns and levels of procurement sophistication and vendor choice. Grouping similar markets into clusters enabled the company to increase its leverage with vendors. It then used the geometric approach to roll out the project in increasingly large groups of regions and countries. Procurement teams got up to speed quickly, approaches were progressively refined, and cost savings escalated rapidly.

Another initiative revamped public-relations processes. The company had recently experienced a crisis it hadn’t handled well, because of a decentralized approach to managing its public image. One initiative therefore centralized stakeholder management and PR, installed new policies and guidelines, and aimed to make the general public and key stakeholders aware of the company’s efforts to improve transparency and accountability. A big-bang effort fully implemented the program in two months.

Monitor progress and adjust the program dynamically

To work effectively and scale up multiple initiatives during the act stage, the CMO must provide both an initiative- and program-level view of progress and impact through relevant metrics and milestones. When it does, change programs are 7.3 times more likely to succeed. This mandate requires good data. As N. R. Narayana Murthy, former chairman of Infosys, put it, “ In God we trust; everybody else brings data to the table .”

To have a robust view of how much progress you’re making, regularly measure your change program on at least four dimensions:

• Initiative level. Track initiatives not just by time (milestones) and budget (money spent versus planned) but also by operational performance (cycle times, waste, wait times, quality).
• Health. Are management practices and their underlying mindsets and behavior shifting appropriately? Targeted analytics, surveys, focus groups, and direct observation of work sites offer a good read.
• Performance. Measure key business outcomes (revenues, costs, risks) to confirm that improvements happen where you expect and don’t cause problems elsewhere.
• Value creation. Constantly focus on the ultimate goal: shareholder (and other relevant stakeholder) value.

The particular metrics to monitor in each dimension will be specific to individual programs, but less is more: metrics often cascade into unwieldy, complex permutations. A McKinsey analysis shows that organizations use only 29 percent of the metrics they claim to follow in change efforts .

Next, decide how often to measure and review the metrics. In large-scale change programs, initiatives should be reviewed weekly by their teams; health and performance, monthly or quarterly by sponsors and steering committees; and enterprise value, once or twice a year by everyone in the program. Reviews enforce accountability, identify issues and best practices, determine remedies, spotlight successes, and instill a culture of continuous learning and improvement.

Don’t confine the monitoring and review to the past. As Telefónica de España’s former managing director and COO Julio Linares warns, “The market is going to change constantly, and because of that you need to make a constant effort to adapt to the market. Of course, some parts of the program will end, but new ones will come up.” Change programs led by CMOs that adjust them as needed are 4.6 times more likely to succeed. 2 McKinsey global transformational-change survey of 2,314 executives, conducted in January 2010.

No matter how well you plan initiatives during the architect stage, some will probably flounder when you get to act: 28 percent of well-planned initiatives don’t deliver the results forecast , so the CMO should expect to redirect or stop some initiatives, launch new ones, and reallocate resources quickly. Our data show that, on average, the execution end dates of 31 percent of initiatives change once , 28 percent twice, and 19 percent three times. The CMO’s role is to ensure that this happens for the right reasons, with rigorous problem solving and no last-minute delays or surprises—a reason to monitor metrics weekly.

Health: Generating energy

During change programs, employees must conduct everyday business while changing the way it’s done. That additional work requires additional energy, so change leaders must ensure that programs generate more of it during the act stage than they consume. Change leaders can create energy by mobilizing influencers, making change programs personal for a critical mass of leaders, and engaging the workforce with two-way communications.

Mobilize influencers

Senior leaders aren’t the only people who guide employees; influencers deep in organizations can disproportionately affect their colleagues’ energy levels  if a change program excites them. Regardless of their official title or status, they draw power from the many personal contacts who respect and emulate them. Malcolm Gladwell’s best seller The Tipping Point 3 Malcolm Gladwell, The Tipping Point: How Little Things Can Make a Big Difference, Boston, Massachusetts: Little, Brown and Company, 2000. describes three types: “mavens” accumulate knowledge and share advice, “connectors” know many people, and “salespeople” can naturally persuade others. Our research indicates that engaging influencers in change programs makes them 3.8 times more likely to succeed.

Consider the example of a change program for maternal healthcare in Africa. No traditional form of intervention (such as pamphlets) worked. Eventually, the leaders realized that hairdressers were extremely influential—hair salons were among the few places where young women could talk about the health of mothers. When the campaign refocused on hairdressers, the message got through.

You can find these sometimes-hidden influencers through social-network analysis (Exhibit 2). One application—“snowball sampling”—uses techniques social scientists developed to study hidden populations: two- to three-question surveys ask employees to nominate (anonymously) three to five people whose advice they respect. These five are also surveyed, and the survey ends when names are repeated—often, after only three to four rounds. Leaders frequently find the results surprising because influence patterns rarely reflect organizational charts.

Companies can mobilize influence leaders effectively in many ways–for example, enrolling them in pilots. At the very least, create a two-way pipeline giving influencers early access to information, so that you gather important feedback on the program’s implementation. By using this group to refine new ideas, you can also increase the effectiveness and acceptance of the ideas you implement.

Make change personal for a critical mass of leaders

Mindsets created by an old stimulus last far longer than the stimulus itself, so if you rely solely on changes in the work environment (a new stimulus) to shift mindsets, you’ll wait a long time. What’s more, changes to the work environment won’t affect everyone similarly. Finally, and perhaps most vexingly, to change the work environment, programs must rely partly on leaders to role model the new behavior, even in the absence of any significant external stimulus. Companies must therefore recognize that the biggest barrier to personal change is overcoming the propensity to see other people as the problem.

At one company, for example, we asked leaders to estimate how much time they spent tiptoeing around other people’s egos. Most said 20 to 30 percent. Then we asked these leaders how much time an employee might spend tiptoeing around their egos. Most were silent. Our research shows that 86 percent of leaders claim to role model behavioral changes, but only 53 percent of the people who report to them agree.

Our journey to find ways of kick-starting change among leaders has led to the development of what we call personal-insight workshops (PIWs), which mostly take place offsite, in groups of 20 to 30, over a couple of days. During PIWs, facilitators who understand the principles of adult learning and human-potential techniques take participants through the “U-process,” which involves three phases.

The first, sensing, typically takes 30 percent of the workshop’s time. Participants explore the company’s change story  in the context of their own. During the second phase, presencing, which typically accounts for some 40 percent of the workshop’s time, the session turns further inward.

Participants examine their beliefs about what’s possible in the workplace, reflecting on questions such as “when do I feel in the ‘flow’ and what takes me out of it, into fight-, flight-, or freeze-type responses?” “What has conditioned me to respond in this way?” “Can I respond in a different way if I frame situations differently?” “What are the benefits and risks if I do?” “How would these different ways of thinking and acting create a more powerful personal legacy?” “How does all this link to the bigger organizational change discussed in the sensing phase?” These techniques help participants to understand their attitudes toward (and more fully embrace) the change program’s organizational mindset and behavior shifts and therefore increase their impact as role models.

Now the U-process enters its third phase: realizing, which typically accounts for 30 percent of the workshop’s time. Here participants decide how they will apply the insights from the previous phase in their day-to-day work, how to use their personal networks to mobilize support, and what the group will do collectively.

Companies will see material shifts in the leadership’s role-modeling impact once a critical mass of 25 to 30 percent of their people leaders attend such programs. At this point, many leaders are replacing the “if only they would change” mentality with the ethos of “if it’s to be, it’s up to me,” so that it becomes contagious and spreads to the whole population. 4 For example, see Andrea Baronchelli, Joshua Becker, Devon Brackbill, and Damon Centola, “Experimental evidence for tipping points in social convention,” Science, June 2018, Volume 360, Number 6393: pp. 1116–19, science.sciencemag.org. Not every successful change program uses PIW techniques, but in our experience every change program that did succeeded. In particular, we’ve seen PIWs thaw the change-resistant “frozen middle” of managers more quickly and effectively than any other approach.

Use high-impact two-way communications

The final element of the act stage—high-impact two-way communications that energize the organization—makes change programs four times more likely to succeed. Consider an experiment involving two groups of people: “tappers” and “listeners.” 5 Chip Heath and Dan Heath, “The curse of knowledge,” Harvard Business Review, December 2006, hbr.org. In a preparatory session, the tappers were told they would drum out the rhythm of famous tunes, such as “Happy Birthday to You,” with their fingers. The listeners would have to guess what it was. Then the experimenters asked the tappers to predict what proportion of the songs the listeners would identify correctly. They guessed half. The actual result was 2.5 percent. As the tappers tapped, they became visibly frustrated with the bewildered listeners. The lesson: if you know something, you find it hard to imagine not knowing it—“the curse of knowledge.”

We constantly see it at work in change programs. Leaders who have been deeply involved in creating the change story assume that others will absorb it quickly. But when anyone first hears the story, what leaders consider carefully crafted messages come across as disconnected ideas. To break the curse, use a combination of four approaches.

First, leaders who retell a story should understand what it’s like to hear it for the first time by testing it on others. Second, make the message stick by relentlessly repeating simple, memorable language; Walmart’s “ten-foot rule,” for example, supports customer service by reminding frontline employees that whenever they are within ten feet of a customer, they should look him or her in the eye, smile, and ask how they can help. As Willie Walsh, who has been chief executive of several airline companies, puts it, “The simpler the message, the easier it is to deliver. The simpler the message, the more likely it is to be consistent. The simpler the message, the easier it is to control and manage the communication.” 6 Personal interview.

A third way is to move from “telling” to “asking,” which uses even chance encounters effectively. Emerson Electric’s CEO David Farr asks virtually all employees he meets four questions: “How do you make a difference?,” “What improvement ideas are you working on?,” “When did you last get coaching from your boss?,” and “Who is the enemy?” 7 The right answer is competitors, not some other department. This way of engaging employees has far more impact than simply exhorting them about the company’s health themes: alignment, continuous improvement, coaching, and collaboration.

The fourth way of overcoming the curse is to ensure that many channels—speech, print, online, symbols, rituals—reinforce your messages. In fact, the best two-way communications programs not only tell the same story through multiple channels but also tell different aspects of it through different channels. Companies should use channels creatively—particularly social media. We’ve seen successful two-way communications strategies involving blogs, tweets, videos, podcasts, “jams,” 8 Online, topical, time-bound problem-solving sessions often involving thousands of employees. and online Wiki-like resource centers tailored to employee segments. These become even more powerful when interwoven with in-person formats, such as large group offsites and unannounced visits.

Equally important, create bottom-up channels. When Lisa Hook was Neustar’s CEO, she sponsored a video competition to communicate the company’s performance-and-health strategy. Employees submitted videos and voted for them online; the executive committee chose the winner and the CEO presented an award. Likewise, during a change program in the early 2000s, employees of the Australian telecommunications company Telstra created a “rogue” comic strip to challenge cynicism about a change program. The corporate center can seed such bottom-up efforts, but they must spread autonomously. Infrastructure and funding may be needed, and some companies give influence leaders a small budget and a mandate to “start a fire” (create energy for change).

Some powerful channels for changing mindsets and generating energy are often underutilized—for instance, new rituals. When a mining company made safety a theme of its change program, it started meetings with announcements about emergency exits and safety hazards. Another underutilized channel is the outside world. As Banca Intesa’s former CEO Corrado Passera reflects, internal results matter little “if everyone keeps reading in the newspapers that the business is still a poor performer, is not contributing to society, or is letting down the country as a whole.” Change leaders should look for ways of leveraging customers, users, and other stakeholders to generate energy for change.

Organizations can maximize a multichannel strategy’s power by starting with an employee segment and mapping its change-experience journey. Employees may, for example, learn about the change program in an offsite interactive story-cascade session, read about it on the company’s home page, and see posters about it on walls at work. At home, they may learn about it in the press. Next, they could take part in a skill-building “field and forum” journey to improve as change leaders. Eventually, they will notice how changing structures, processes, systems, and incentives are realizing the change story’s vision and plan. Employees experience a coherent, reinforcing journey taking them from their previous mindsets and behavior toward those needed to make change programs succeed.

Masterstroke: Motivate through social contracts

In each of our five stages of performance and health, we emphasize a masterstroke: counterintuitive lessons from the field of predictable irrationality. Discounting them causes frustration and delay; leveraging them can greatly accelerate a change program’s impact. In this, the act stage, the masterstroke involves incentives.

Conventional wisdom is clear: if compensation isn’t linked to the objectives of a change program, employees believe that it isn’t important. Unfortunately, however, the upside to linking change objectives to financial compensation is generally limited, practically and psychologically. In practice, compensation can rise only within limits and reflects many metrics: overall company performance, the P&L of individual areas, and so forth. No one metric affects overall results significantly. Changing a company’s approach to compensation is also hard—typically requiring board approval—and unintended consequences may ensue.

From a psychological standpoint, the benefit of increased income on happiness greatly decreases beyond $75,000 a year. Besides, financial incentives become less effective the more organizations use them. 9 Angus Deaton and Daniel Dahneman, “High income improves evaluation of life but not emotional well-being,” Proceedings of the National Academy of Sciences, Volume 107, Number 38, September 2010, pp. 16,489–93. Fortunately, leaders needn’t rely heavily on compensation to drive change; they can stimulate motivation by using what the field of predictable irrationality calls a social—not a market—exchange. Say you go to someone’s house for dinner and afterward ask your host how much money you owe her. The offer of money changes a social interaction into a cringeworthy market transaction. Yet if you had brought your host a bottle of good wine, she would have accepted it gladly. A gift is a symbol of long-term, reciprocal social norms rather than short-term, transactional market norms. 10 Dan Ariely, Predictable Irrationality: The Hidden Forces that Shape Our Decisions, New York: HarperCollins, 2008.

This social approach to shaping behavior is cheaper and often more effective. The American Association of Retired Persons (AARP), for example, once asked lawyers to give discounted prices to retirees. The lawyers declined. Then the AARP, understanding the lesson we have described, went to other lawyers and asked them to work free of charge. Most agreed. 11 Michael J. Sandel, What Money Can’t Buy: The Moral Limits of Markets, New York: Farrar, Straus, and Giroux, 2012. Compensation invoked market norms; pro-bono work, social ones.

The best change leaders use small, unexpected nonfinancial rewards and recognition to great effect. When John McFarlane was CEO of ANZ bank, he gave every employee a bottle of champagne for Christmas, and that had far more impact than a bonus equaling the champagne’s cost. As CEO of PepsiCo, Indra Nooyi sent thoughtful, hand-written letters praising her top team not only to its members but also to their spouses, creating enormous additional motivation for change. You can take people to lunch, leave laudatory Post-it Notes for them, or give them public recognition among their peers. As Walmart founder Sam Walton said, “Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They’re absolutely free—and worth a fortune.” 12 Sam Walton, Sam Walton: Made in America, New York: Bantam, 1993.

The first three stages of the change journey ( aspire, assess, and architect ) typically take months; the act stage, years. Don’t count on the initial excitement to last; instead, generate energy and create ownership methodically to keep your change program on the right path throughout its twists and turns. We often liken the act stage to sports. When a team takes the field, it has a game plan, but once the whistle blows, points rarely come from well-rehearsed plays. The ability to improvise within the game plan usually makes the difference between winning and losing, in sports and business alike.

Scott Keller is a senior partner in McKinsey’s Southern California office, and Bill Schaninger is a senior partner in the Philadelphia office.

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The European Green Deal

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Striving to be the first climate-neutral continent

Climate change and environmental degradation are an existential threat to Europe and the world. To overcome these challenges, the European Green Deal will transform the EU into a modern, resource-efficient and competitive economy, ensuring:

• no net emissions of greenhouse gases by 2050
• economic growth decoupled from resource use
• no person and no place left behind

The European Green Deal is also our lifeline out of the COVID-19 pandemic. One third of the €1.8 trillion  investments from the NextGenerationEU Recovery Plan, and the EU’s seven-year budget will finance the European Green Deal.

The European Commission has adopted a set of proposals to make the EU's climate, energy, transport and taxation  policies fit for reducing net greenhouse gas emissions by at least 55% by 2030 , compared to 1990 levels. More information on  Delivering the European Green Deal .

Discover the European Green Deal visual story

12 March 2024 - The Commission has published a Communication on managing climate risks in Europe that sets out how the EU and its countries can implement policies that save lives, cut costs, and protect prosperity. It comes as a direct response to the first-ever European Climate Risk Assessment by the European Environment Agency. It also addresses the concerns that many Europeans have following last’s year record temperatures and extreme weather events. The Commission is calling for action from all levels of government, the private sector and civil society to improve governance and tools for climate risk owners, manage risks across sectors and set the right preconditions to finance climate resilience.

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EU AI Act: first regulation on artificial intelligence

The use of artificial intelligence in the EU will be regulated by the AI Act, the world’s first comprehensive AI law. Find out how it will protect you.

As part of its digital strategy , the EU wants to regulate artificial intelligence (AI) to ensure better conditions for the development and use of this innovative technology. AI can create many benefits , such as better healthcare; safer and cleaner transport; more efficient manufacturing; and cheaper and more sustainable energy.

In April 2021, the European Commission proposed the first EU regulatory framework for AI. It says that AI systems that can be used in different applications are analysed and classified according to the risk they pose to users. The different risk levels will mean more or less regulation.

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What Parliament wants in AI legislation

Parliament's priority is to make sure that AI systems used in the EU are safe, transparent, traceable, non-discriminatory and environmentally friendly. AI systems should be overseen by people, rather than by automation, to prevent harmful outcomes.

Parliament also wants to establish a technology-neutral, uniform definition for AI that could be applied to future AI systems.

Learn more about Parliament’s work on AI and its vision for AI’s future

AI Act: different rules for different risk levels

The new rules establish obligations for providers and users depending on the level of risk from artificial intelligence. While many AI systems pose minimal risk, they need to be assessed.

Unacceptable risk

Unacceptable risk AI systems are systems considered a threat to people and will be banned. They include:

• Cognitive behavioural manipulation of people or specific vulnerable groups: for example voice-activated toys that encourage dangerous behaviour in children
• Social scoring: classifying people based on behaviour, socio-economic status or personal characteristics
• Biometric identification and categorisation of people
• Real-time and remote biometric identification systems, such as facial recognition

Some exceptions may be allowed for law enforcement purposes. “Real-time” remote biometric identification systems will be allowed in a limited number of serious cases, while “post” remote biometric identification systems, where identification occurs after a significant delay, will be allowed to prosecute serious crimes and only after court approval.

AI systems that negatively affect safety or fundamental rights will be considered high risk and will be divided into two categories:

1) AI systems that are used in products falling under the EU’s product safety legislation . This includes toys, aviation, cars, medical devices and lifts.

2) AI systems falling into specific areas that will have to be registered in an EU database:

• Management and operation of critical infrastructure
• Education and vocational training
• Employment, worker management and access to self-employment
• Access to and enjoyment of essential private services and public services and benefits
• Law enforcement
• Migration, asylum and border control management
• Assistance in legal interpretation and application of the law.

All high-risk AI systems will be assessed before being put on the market and also throughout their lifecycle. People will have the right to file complaints about AI systems to designated national authorities.

Transparency requirements

Generative AI, like ChatGPT, will not be classified as high-risk, but will have to comply with transparency requirements and EU copyright law:

• Disclosing that the content was generated by AI
• Designing the model to prevent it from generating illegal content
• Publishing summaries of copyrighted data used for training

High-impact general-purpose AI models that might pose systemic risk, such as the more advanced AI model GPT-4, would have to undergo thorough evaluations and any serious incidents would have to be reported to the European Commission.

Content that is either generated or modified with the help of AI - images, audio or video files (for example deepfakes) - need to be clearly labelled as AI generated so that users are aware when they come across such content.

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The law aims to offer start-ups and small and medium-sized enterprises opportunities to develop and train AI models before their release to the general public.

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The Parliament adopted the Artificial Intelligence Act in March 2024 . It will be fully applicable 24 months after entry into force, but some parts will be applicable sooner:

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• Rules on general-purpose AI systems that need to comply with transparency requirements will apply 12 months after the entry into force

High-risk systems will have more time to comply with the requirements as the obligations concerning them will become applicable 36 months after the entry into force.

More on the EU’s digital measures

• Cryptocurrency dangers and the benefits of EU legislation
• Fighting cybercrime: new EU cybersecurity laws explained
• Boosting data sharing in the EU: what are the benefits?
• EU Digital Markets Act and Digital Services Act
• Five ways the European Parliament wants to protect online gamers
• Artificial Intelligence Act

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