1. Learning’s Critical Role in Supporting Change Management
Patty Glines-Kotecki

2. What percentage of change initiatives in organizations fail?
Objectives
In this session, we will learn about and discuss:
A simple model for change, include where and how learning fits in
A continuous learning approach to help an organization get better at managing change
Ways to mitigate challenges when building change capability
What percentage of change initiatives in organizations fail?
70%

3. A Simple Model for Change
Project Go Live
PREPARE FOR CHANGE
MANAGE THE CHANGE
REINFORCE THE CHANGE
Assess change to identify how much change management is needed. Tools to support this include:
Stakeholder Assessment
Culture Assessment
Determine the resources and sponsorship required to support people change management for your project.
Use the assessments completed in the Prepare for Change phase to develop one or more actionable change management plans:
Communication Plan
Training Plan
Sustainment Plan
Leadership Plan
Manager Plan
These plans are implemented, progress is tracked, and plans are adjusted as required.
Once the project has “gone live” change work is not complete.
The components of this phase include collecting and analyzing feedback, diagnosing gaps, managing resistance, implementing corrective action, and celebrating successes.
Where does LEARNING fit within the model?
Where does PROJECT MGMT fit within the model?

4. A Continuous Learning Approach to Build Change Capability
Education
(10%)
Exposure
(20%)
Experience
(70%)
Performance Outcomes
Prework: Identify a real-life project that is currently planned or just starting and provide a summary of the project purpose, business case, business owner, and groups impacted.
Classroom: 2 day action-learning workshop covering fundamentals of change management, including value, methodology, tools, and developing a change plan tailored for their specific project.
Participant managers were provided guidance on how to support participants
External / Internal coaches support application
Change Management Toolkit developed
Community of Practice (CoP)
Other Components:
Communication campaign from CFO “champion” to promote toolkits to entire company
Video overviews
Feedback mechanism
Lead change by executing the change management plan developed as part of the training
-OR- by leveraging the tolls within the Change Management Toolkit.
Deliver executive presentation that articulates the value of change management.
Where applicable, establish and lead a cross-divisional change team.
As experience is gained, lead change on project with increasing complexity.
Act as a coach/mentor to others responsible for change management.
Share experiences via the Change Management CoP.
Describe how effective change management improves organizational results
Define the fundamentals of change and change management
Learn to apply a change management methodology and toolset
Articulate the value of change management to peers and leaders
Develop a change management plan and an executive presentation on the business case for change management
Apply the three phase model to a real project.

5. Discussion
How does learning support change management in your organization?
How might the continuous learning approach we used to build change capability at Spectrum Brands work in your organization? What other best practices would you recommend?
What challenges might you experience in building change capability within your learning organization? What are suggestions to overcome them?
What challenges might your learning organization have in working through the three phases of the model?
Based on our discussion… what’s one takeaway that you will bring back to your
team or organization?