MBA 687 Milestone Two Case for Change GuideThe Case for Change

MBA 687 Milestone Two Case for Change Guide

The Case for Change Guide helps you as the HR consultant to lay out various factors that make the Change Management Plan an essential component of the Change Management Kit. This guide enables you to emphasize the sense of urgency for the Change Management Plan to be finalized.

The Case for Change Guide also acts as a checklist for the learners to ensure that they capture details regarding the level of organizational readiness for change, a review of leaders committed to change, an analysis of the workforce's willingness and capability for change, including cross-cultural awareness factors, and any historical barriers to change from past planned or unplanned change management experiences.


Background
Ensure that you include answers to the questions: How did we get here? Where are we now?

[Insert text.]







Urgency Factors and Risks With Not Taking Action
If you take action, what future problems can occur? Put yourself in your stakeholders’ and customer’s shoes: What will the consequences be if the desired goals are not reached?

[Insert text.]







Stakeholders Analysis and Impact
Sort each of your stakeholders into their appropriate types:
· List your opinion leaders
· List your connectors
· List your counselors
· List your journalists
· List your adversaries

[Insert text.]






Inside the Company
· What are the leaders committed to change?
· How would middle managers serve as a bridge between the senior leaders and the frontline staff?
· Are middle managers ready to take ownership of the proposed change?
· Is there a workforce willingness and capability for change?
· What are the cultural considerations in change readiness?

[Insert text.]


Outside the Company
Consider the inclusion of change implementation steps that will inspire customer confidence. Put yourself in the shoes of the customer—what will they like to see in terms of change events?

[Insert text.]





Assumptions
What are the conditions or resources that employees believe are needed for your program’s success and that you think already exist and will not be problematic?

[Insert text.]





Scope
Assess the scope of the change, including how significant is this change? How many people are affected? Is it a gradual or radical change?

[Insert text.]





Outcomes
What state or condition must exist for your initiative to work and does not currently exist (observable)? How would you mitigate and remove any roadblocks in the change management process?

[Insert text.]





Goals and Benefits of Taking Action
What do we hope to achieve? What are the benefits of making the change? What are the impacts of the changes, including both positive and negative possible unintended results of the change? Consider the organizational data available through theExit Interviews; Leaders’ Self-Evaluations; U.S. Branch Overview; and Vision, Mission, and Strategic Goals.

[Insert text.]





Timelines
How urgently is the implementation o ...

1. MBA 687 Milestone Two Case for Change Guide

The Case for Change Guide helps you as the HR consultant to
lay out various factors that make the Change Management Plan
an essential component of the Change Management Kit. This
guide enables you to emphasize the sense of urgency for the
Change Management Plan to be finalized.

The Case for Change Guide also acts as a checklist for the
learners to ensure that they capture details regarding the level
of organizational readiness for change, a review of leaders
committed to change, an analysis of the workforce's willingness
and capability for change, including cross-cultural awareness
factors, and any historical barriers to change from past planned
or unplanned change management experiences.


Background
Ensure that you include answers to the questions: How did we
get here? Where are we now?

[Insert text.]







Urgency Factors and Risks With Not Taking Action
If you take action, what future problems can occur? Put yourself
in your stakeholders’ and customer’s shoes: What will the
consequences be if the desired goals are not reached?

2. [Insert text.]







Stakeholders Analysis and Impact
Sort each of your stakeholders into their appropriate types:
· List your opinion leaders
· List your connectors
· List your counselors
· List your journalists
· List your adversaries

[Insert text.]






Inside the Company
· What are the leaders committed to change?
· How would middle managers serve as a bridge between the
senior leaders and the frontline staff?
· Are middle managers ready to take ownership of the proposed
change?
· Is there a workforce willingness and capability for change?
· What are the cultural considerations in change readiness?

[Insert text.]


Outside the Company

3. Consider the inclusion of change implementation steps that will
inspire customer confidence. Put yourself in the shoes of the
customer—what will they like to see in terms of change events?

[Insert text.]





Assumptions
What are the conditions or resources that employees believe are
needed for your program’s success and that you think already
exist and will not be problematic?

[Insert text.]





Scope
Assess the scope of the change, including how significant is this
change? How many people are affected? Is it a gradual or
radical change?

[Insert text.]





Outcomes
What state or condition must exist for your initiative to work
and does not currently exist (observable)? How would you
mitigate and remove any roadblocks in the change management

4. process?

[Insert text.]





Goals and Benefits of Taking Action
What do we hope to achieve? What are the benefits of making
the change? What are the impacts of the changes, including both
positive and negative possible unintended results of the change?
Consider the organizational data available through theExit
Interviews; Leaders’ Self-Evaluations; U.S. Branch Overview;
and Vision, Mission, and Strategic Goals.

[Insert text.]





Timelines
How urgently is the implementation of various changes
required? Ensure that your plan has information on timelines.

[Insert text.]



Change Model
· Which change management model, from the course list, would
you use for this company?
· How would you use the model for this company?
· Why did you select the identified model for change?

5. [Insert text.]