You do have one?
Placing an external change management resource high in an organization is incredibly powerful. Leveraging that power in a way that is honest and effective is an approach few C-level executives choose to use. I will make the assumption that this is a tool at the bottom of the box that you did not know you had.
This is what has happened when I have lived this role for a client-
The employees are shocked and surprised like a kid who gets two pieces of candy at the store instead of one.
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C-level leverage of your Change Management Trusted Advisor
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What entity, element or approach do you have in your organization that links the separate parts together? And no you the CEO or senior leader does not count (although you do get credit if you assumed that was your responsibility).
HR would like to have that ownership and there is a history in the literature trying to prove and justify their role. But because of the nature of many of the HR functions, governance, performance, compensation etc, it works best as a transactional function.
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Change Management as a Corporate Strategic Element
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See Glossary for definition http://blog.visiontowork.com/?p=49 but basically any change that uses money from an executive who either is the CEO or reports to the CEO (although in Fortune 50 it could be the next horizontal). Any title below SVP means they are the project manager.
I know a harsh definition because there can be multi million dollar initiatives run (key word here) by Directors.
A call to C level executives (and board members)- there is a huge, expensive gap in every organization I have seen in the last 15 years in terms of effectively tying people to business objectives for grand ideas and huge corporate initiatives.
The first step for effective Change Management is to define the End State.
Always knowing what the change will look like, feel like and be effective for underlies the whole change process.
You will have many different versions catered to different stakeholders and stakeholder groups. Keeping this in mind, the key to successful roll out of change is to work back from those definitions. Once you have a clear idea of the End State then you can determine why the change makes sense, where the effects of the process might land, who will need to be involved and at what level of participation, what needs to happen, how and when it will take place.
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End State- Change Management Simplified
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