Change Management
Workbench
Introduction
2016
Change Management Workbench Vision
The Change Management Workbench (CMW) goal is to revolutionize the way
we deliver Change programs. A heightened focus on metrics driven change will
drive more consistent results and a tighter link to value throughout the lifecycle
of a project.
This helps leadership and change professionals to improve decision making
and create appropriate actions throughout the project lifecycle.
OUR VISION
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All projects use a comprehensive, data-driven approach to guide people and
change decisions throughout project delivery.
The tool and outputs are integrated with the Accenture Change Framework and
drive the day-to-day work of the project team.
The outputs are easy to read, create a compelling story for our clients and lead to
clear actions on a project.
Copyright © 2014 Accenture. All rights reserved.
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The Workbench is an integrated tool
The Workbench simplifies key change management activities so that individual,
off-line tools can be eliminated.
Behavior Tracking Spreadsheets
Stakeholder Analysis
Change Readiness Metrics
Change Management Workbench
Sponsor Tracking Spreadsheets
Copyright © 2014 Accenture. All rights reserved.
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The CMW consists of six features to track
change throughout the life-cycle of a project
Manage and track
Stakeholder Groups
Align Business Metrics
to Change Efforts
Manage and track
Project Sponsors
Monitor expected
Behavior Changes
Copyright © 2014 Accenture. All rights reserved.
CMW
Assess and monitor
Change Readiness
Monitor and sustain
the Desired Change
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Turning data into insights
The Workbench uses qualitative and quantitative data to drive insights.
Qualitative Data
(Intuition)
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Opinions
Demeanor
Engagement
Perceived
Understanding
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Quantitative Data
(Numeric)
 Percentage of
meetings attended
 Number of people who
participated in training
 Change Survey Scores
 Percentage of training
completed
 Business Metrics
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Examples of Quantitative Readiness Measures
Percentage of People Attending Training
Role Mapping/Security Completed
Communications Delivered
Practice Completed
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Examples of Quantitative Lifecycle Measures
Attendance at Steering Committee
Meetings
Attendance at Change Network Events
Time to Complete Readiness Tasks
Number of Unique Users who
have Logged in
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Insights and Actions
The key to Change Measurement is driving Insights and then appropriate
Actions. The Workbench has two way to capture and view Actions.
Standard View
Enhanced View
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Change Management Workbench:
Tab Review
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Change Measurement Across
the Project Lifecycle
The overall tool will include different elements that cover all aspects of the
project. The tool is web based to streamline data collection.
A tab for each major area; but none are mandatory
Dashboard updated monthly
Project setup completed once at project inception; update as needed
Data entry tabs updated monthly
Report printing capabilities for each tab
Straight forward change survey for pulse/full surveys
Data is combined for across tabs for detailed analysis
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Dashboard
A one-stop dashboard is presented for each month of the project. This allows for
quick and easy reporting.
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Business Metrics
The Valley of Despair is a powerful concept. The CMW makes it real by tracking
critical business metrics. Leadership predict the expected “Valley” during the
change. Actual performance is then compared to the predicted. This is powerful
tool to set expectations with leaders around the degree of change.
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Sponsorship
The Sponsorship tab utilizes a detailed sponsorship monitoring process around
commitment and understanding. This should be started in the Blueprint phase.
Action items are developed each month and owned by client leadership.
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Stakeholder
The Stakeholder tab captures the segmentation of key stakeholders and tracks
each group as they move up the Commitment curve. Commitment is tracked
each month and linked to pre-determined metrics that prove each step up the
curve.
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Monitoring Behavior Change
The holy grail of Change Management is tying the detailed, desired behavior
change to business value and then monitoring the actual observed behaviors
once the change has taken place.
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Change Readiness (or Go-Live Readiness)
A consistent and comprehensive approach to change readiness is critical. It
needs to cover all elements of the project. The Change Readiness results can
then be included in the project wide “Go/No Go” decision making process.
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Sustain
Change Management activities do not end at Go-live. We monitor the
organizations actual experience as the change is embedded into the culture.
The change is sustained when:
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Stakeholders have reached
Commitment
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Behaviors are “Always” exhibited
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Business Metrics have returned to
normal (or better)
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Sponsors continue to show support
of the change
…for three consecutive months.
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Project Setup
Project Setup is the starting tab and includes all specific details on the project. It
has 8 sub forms: Project Dates, Key People, Industry, Geographies, Scope,
Value Realization, Changes Taking Place and User Control Data.
 The project set-up information will be used to correlate actual project results to the
type of project.
 Depending on the size and nature of the project different tracking elements in the
tool will be turned on or off.
 General project data helps your think through the change risks.
Copyright © 2014 Accenture. All rights reserved.
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Reports
Data in the Workbench is available for easy viewing through the report tab. All
reports can be downloaded into excel for further analysis and easy transfer into
PowerPoint.
Reports continue to be created based on client team requests.
Copyright © 2014 Accenture. All rights reserved.
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Accenture’s Change Model
At a strategic level we think of change across four dimensions…
Change Navigation
Change Leadership
“What management mechanisms will
help the organization optimize its
investment?”
“How can we help the organization’s
leaders effectively champion the
change?”
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Program management framework
(direction and pace of change)
Models/methodologies
Measurement strategies
Technical/business architecture
Set change objectives and priorities
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Macro
Navigation
Leadreship
Enablement
Ownership
Change Enablement
“How do we give users the tools and
support to be successful with the
change?”
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Design the organization/jobs
Revise workflows/procedures
Redesign physical environment
Design new/modified jobs
Training and performance support
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Change Ownership
Micro
“How do we help users feel like part
of a change vs. victims of change?”
Supply
Demand
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Establish shared executive vision
and communicate it to organization
Develop a sponsorship program
Provide leadership with
coaching/facilitation
Set expectations during change
Plan communications and
involvement activities
Educate impacted personnel on the
change process
Develop local action teams and
facilitate implementation
Deliver focused benefits
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