Change Management Institute Models and How to Make the

Change Management Institute Models and How to Make the Most of Them

August 26, 2021

Learn more now by going to:

www.change-management-institute.com

About Us The Change Management Institute is a global, independent,

by-member, for-member, not-for-profit professional

association. Our mandate is to promote and develop the

profession of change management internationally. We are

committed to strengthening Capability, enhancing Credibility

and creating Connections in our members’ pursuit of

professional excellence.

http://www.change-management-institute.com



Agenda

1. A word about our Models

2. Organizational Change Maturity Model (OCMM)

3. Change Management Competency Models (Foundation, Specialist, Master)

4. Change Management Body of Knowledge (CMBoK)

5. Accreditation Program

6. So Much More to Inspire You

7. Wrap-up




A Word About Our Models

We are committed to the creation, evolution, and promotion of

professional standards in Change Management. All of our

models have been developed through the involvement of

change practitioners who are considered effective in their roles

and have provided keen insights from their substantial

experience, as well as input from organizations that have

demonstrated effective change capabilities. We are

methodology agnostic, leveraging our collective member

experience to grow ourselves and the way practice is applied

across very diverse industries and situations.




Organizational Change Maturity Model (OCMM)

This model has been developed by

researching the capabilities required by

organisations to become truly ‘change

agile’. It explores the concept of

change agility and responsiveness and

assists in determining current and

future change maturity of

organisational change capability.

• Change Management Categories

– Project Level (developers and

implementers)

– Business Level (receivers and

beneficiaries)

– Strategic Level (architects and drivers)

• 5 Levels: Initial, Repeatable, Defined,

Managed, Optimized





So how can this model help our organization?

• It’s all about describing the behaviours, practices,

and processes of an organization that enable reliable

and sustainable outcomes.

• Think of this as ‘resilience of your organization to

manage constant change’.

• Establish an ideal combination and benchmark.

• Create action plans for gap elements to reach

desired states (Teams, Divisions, CMOs, etc.)





So, how do we go about determining our

current maturity state, defining an ideal

maturity state, and bringing that future state

to fruition?

Organizational change capability

development is often handled as a ‘project’.

To define the project, start with a self-

assessment.




Maturity Assessment Considerations

Strategic Change Leadership

Do all executive leaders support the needs of an agile

organization?

• Is active and visible sponsorship in place to consistently

articulate the vision and drive the change?

• Does the culture support innovation and is it safe to fail?

• Is accurate and transparent feedback available to enable

them to react and adapt?

• Is managing change an explicit goal and priority?

How informed is the Board?

• Do they have a thorough understanding of how change Is

managed in the organization?

• Are correct measures and information available to

challenge and recalibrate strategy implementation with

their executives? (VUCA environment)

An organization that has developed to full maturity has full

executive sponsorship of change and is constantly accessing

customer and employee feedback, and organizational

outcomes, to review and adjust change portfolios.

Business Change Readiness

• Does each impacted business area acknowledge

that they ‘own’ the change? (i.e.: the ‘project’ does

not own the change outcomes)

• Are Business Managers equipped to effectively

manage the change(s) being received? (e.g.:

capacity for change vs BAU)

• Is there a focus on ‘readiness/preparedness’?

• Are Business Managers and Supervisors clear

about the best ways to manage change? (e.g.:

disruption, compliance vs commitment)

• Are they focused on how to constantly change or

adjust their areas of responsibility rather than on

maintaining the ‘status quo’? (culture?)

• Are ‘changes’ co-ordinated? (e.g.: pace and timing)

A fully mature organization has spent time and effort

building the capacity and capability of their middle

management and employees to enable them to

constantly shape, adopt, and integrate change.

Project Change Management

• Is there acknowledgement that the ‘people-side’ of

projects needs to be (pro)actively managed through

engagement, communication, and

education/training through an integrated project

plan/approach?

• Is project change feedback and collaboration

leveraged to accurately initiate, inform, design, and

direct the change approaches taken?

• Is there awareness that the change process is

interactive, complex, and non linear and requires the

support of experienced change practitioners who

are able to test scenarios and work effectively with

key business stakeholders and leaders to adjust the

approach?

A fully mature organization has developed the capability

to effectively design and transition project outcomes into

the business. Additionally, ensuring sustainability through

appropriate and early stakeholder engagement.

Detailed assessment

statements can be found in the

model document




Potential Measures To Consider

Maturity/Organizational Capability

• Change Maturity Assessment and Progress to Plan for developing capabilities (trending, interim assessments, employee

engagement/sentiment); by org, by division, by priority

• Predictive KPIs where change has altered the business; by portfolio or by division

• Change Capacity Assessment; change fatigue and saturation; ability to pace and time changes for optimal benefit

• Business Case/Benefits Management for ‘people-change-dependent’ outcomes

• Degree of Complexity

• Standards, Methodology, Framework, Governance Compliance/Use

Business Change Readiness

• Readiness/Preparedness Assessments (both qual/quant)

• Change Heat Map

• Change Leadership Capability

• Resilience/Employee Engagement

• Outcomes Assessment

• People Change Risk Measures

Project Change Management

• Benefits Management

• Engagement/Communications Effectiveness

• Complexity/Readiness Assessments

• Change Risk Management

Measurement is highly

dependent on a range of

organizational factors




Change Manager Competency Models

The 13 competencies are clusters of

behaviours that are related to success in

a given change management role.

The focus is on what change managers

can and would be expected to do in their

roles.

• Three levels of competency for Change

Managers at different points in their

career: Foundation, Specialist, Master

• Skill topic areas are similar across

models, key difference is in the depth and

breadth of experience expected at each

level

• These form the assessment standard for

the 3 levels of Accreditation




Competency Model Versatility

Supports external partner

activities;

• Develop RFPs

requirements for

professional services

• Inform agencies/

recruiters of key

competencies required

for resources

• Curriculum

assessment, suitability

of training offers

These highly versatile

models can be used by:

• Individuals

• Teams

• Key functions and

• Organisations






• Individual members can use the models to help benchmark and build their skills and capabilities;

frame your own professional development and career pathway

• Teams can use it to inform team constitution and performance expectations (build balanced teams)

• Key Functions can define change roles, career paths and develop CM capabilities

• Organizations can build change capability and enable OD planning and assessment

• Internal Recruiters can ensure they are seeking the full breadth and depth of skills required for CM

roles (and as the basis of behavioural interview questions)

• Internal Training and Education providers can use them to assist with their course curriculum and

learning modules




Competency Models and Skill Topic Areas – What You Do

Skill Topic Areas

1. Facilitating Change

2. Impact Assessment

3. Strategic Thinking

4. Thinking and Judgement

5. Influencing Others

6. Coaching for Change

7. Project Management

8. Communicating Effectively

9. Self Management

10.Facilitation – Meetings

11.Professional Development

12.Training

13.Communication

a) Principles of

Change

b) The

Environment

c) Business

Focus

d) Change

Readiness

e) Culture

Awareness




Change Management Body of Knowledge (CMBoK)

This first edition draws on the experience

of 600+ change management

professionals in 30 countries. ***2nd

Edition is due late 2021

This standard describes what change

managers must know in order to display

their competency effectively and deliver

change successfully.

• Underpins the knowledge required for

change practitioners as defined in our


• Serves as the reference text for the

education component of our ACM

Foundation Level Accreditation

• Informed by international research and

peer review




Change Management Body of Knowledge (CMBoK)


• Identifies the distinctive knowledge areas of change

practitioners vs other disciplines to delineate roles

(defines the scope and nature of change work)

• Sets out knowledge requirements to effectively

perform a change role (3 levels)

• Assists in recruiting, team constitution, aligning

resources to roles, career development, curriculum

planning, COE/COP development, etc.

SECOND EDITION




Change Management Body of Knowledge - What You Know




CMBOK Levels of Detail:What exactly do I need to know and why?

• In addition to Context/Background, a description of the capability in CM practice,

and a list of key references for further information, each knowledge area lists

relevant ‘knowledge components’.

• For ‘Knowledge Area 1: A Change Management Perspective’, the knowledge

components are:

– Why change management matters

– Change and the Individual

– Change and the organization

– Key roles in organizational change

– Organizational culture and change

– Emergent change

Each of these knowledge components are then

broken down to specific knowledge required to be

effective and to be able to demonstrate the

corresponding capability, with explanations and

references for more information.




Accreditation Program

Accreditation is not a test nor a training

course; it is an independent assessment

of your existing capabilities as a change

professional – what you have actually

done and achieved in practice. In a world

of disruption those with proven change

capabilities are most valued by employers.

• Accredited Change Master (ACM) with

approximate role equivalency

– Foundation (~ Change Analyst)

– Specialist (~ Change Manager)

– Master (~ Change Lead)

• Apply for the level that is the best fit for

your skills and experience




Path to Accreditation

[email protected]


mailto:[email protected]



Accreditation Program

So how can this help our organization?

• Improves credibility of team/dept/division

(benchmarks your teams’ skills against rigorous

professional standards)

• Sets a quality standard for the change practice

within your organization

• Supports career paths with related professional

development

• Can be a factor in employee retention (officially

recognize capabilities, experience, and expertise)




How The Competency Model, the CMBOK, and Accreditation Fit Together




So Much More to Inspire You

• Virtual and Live Events (as per regional pandemic criteria)

• Event Recordings (globally hosted)

• Future Thinking

• Global Voices

• ACM Masters Learning Circle

• Podcast Recordings

• Not-For-Profit Volunteer Opportunities

• More to come…




Join the conversation

@ChangeMgtIns

ChangeManagementInstitute

Change Management Institute

#Change #FutureThinking #GlobalVoices


Documents

Change Management Institute Models and How to Make the