Change Leader ProgrAM

The Habitude Workflow

This topic gives participants knowledge of how to apply intelligent discovery techniques to understand how the drivers of change manifest as an organisational strategy that can be developed into a program of change interventions and events that shift mind sets and align work activity. We introduce the design concepts that form the basis of a change program that has a clear change leadership mandate, defined people and work impacts.

You will learn:

• HOW to define and leverage the drivers and motivation for change.

• Understand the importance of an immovable context that will influence how you build your change program architecture.

• Learn how to develop a change leadership plan that supports your program goals. 

The End State Articulation - Developing a Blueprint for Change

We call the successful outcome of organisational change -the end state. It is important to understand all aspects and characteristics (work activities and behaviours) of the end state to assess the impact on what currently exists within your operating environment and provide clarity on:

• WHAT will need to change, and

• HOW it will need to change

  ​You will learn:

• The connections between behaviours and work tasks and how they fit together to achieve performance.

• Examine the different ways they can be adjusted to achieve business outcomes (your end state).

Your Change Leadership Journey

Build your change leadership journey map to achieve people mobilisation and business readiness for the change.

Engagement Journey

Design an effective and creative change, communication and engagement approach that will create a path of least resistance, that achieves mobilisation and business readiness.

​ ​You will learn:

• The difference between readiness and mobilisation and how to create an integrated program that achieves both.

• HOW to drive engagement, by building the change narrative in a way that creates the path of least resistance.

• The most critical change leadership behaviours and activities for success. The 'what to do' and 'not do' when leading change in complex organisational environments.

Building an Engagement Program

Design an effective and creative change leader communication and engagement plan that will create a path of least resistance drive mobilisation and ensure business readiness.
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You will learn:

• HOW to build your change narrative as the basis of your communication.

• The Habitude CIP communication framework - understanding the importance of timing and content focus at different points in the change. 

• About communication and engagement roles​.

Designing for the right capability uplift

Identify the end state business capability architecture required to achieve the change.

We explore all inputs to a capability (People: knowledge & skills; Technology: systems & apps, data, security, tools; Process; Governance: decision rights and escalation pathways; Focused Assets: IP, Trademarks, Licenses, Infrastructure​; Cultural Environment: behaviours and ways of working, to ensure the right mindsets and work activities upskill programs can be developed.
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You will learn:

• Which capabilities underpin your change success.

• HOW to define & design capability uplift – the combination of business inputs required to achieve the business outputs.

• HOW to determine what levers to use to increase the right targeted capability maturity for your change.

Wants and Interests Management

Examine stakeholder wants and interests and how to prioritise and manage them on the basis of their power, their legitimacy to the change and their ability to call urgent action.

You will learn:

• HOW to design engagement activity that is tailored for the textured landscape of stakeholder demands and needs. 

Your Role & Others​

​Understanding and assignment of change roles as a mechanism to broaden and deepen engagement.

You will learn:

• The importance of timing and content focus at different points in the change.

• Habitude CIP communication framework - change communication and engagement roles required for success.

Risk Mitigation

​Assess change risk through a receptivity and complexity lens. You will gain an understanding of:

• Which metrics will help you track and ensure any change risk is mitigated.

• How to determine what levels of engagement are required and where people should be at various stages throughout the change journey.

• What levers to pull to enable course correction if you're off track.
  
  You will learn:

• HOW change risk elements are a key driver in designing your approach to managing change.

• What metrics help you track mitigation and ensure you're on track.

• The levers you can pull to get you back on track if you need to course correct.