Study the impacts of the change Tutorial

Wondering how to effectively implement change? Dive into our video "Study the Impacts of the Change" where we explore vital analysis tools like the futures wheel and McKinsey's 7S framework. Understand both positive and negative impacts, anticipate resistance, and prepare actionable strategies. Transform the way you manage change with concrete insights and practical tips!

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You will collect both positive and negative data that

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will need to be seriously taken into account.

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Studying the impacts of the change will help you

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1,

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validate before launching a change its relevance.

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Does it represent a real interest for the organization and for people?

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2,

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prepare to manage the consequences and other risks generated by the change.

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And 3,

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anticipate resistance to overcome it.

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Here is a brief summary of three change impact analysis matrixes.

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The futures wheel,

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very simple.

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This tool allows a global graphic view of the consequences of a planned change.

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Note the change in the center,

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then shape around a few bubbles,

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and note inside of them the first level consequences of this change.

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In the first circle,

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only the direct and obvious impacts of the

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change will appear positive and negative impacts.

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If we have the project of reducing our training budget,

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we will have items like risk in drop of participant satisfaction,

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operational time savings,

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risk of declining skills.

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Another example of a change project,

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developing teleworking.

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On the first level you can note in positive employee satisfaction,

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development of autonomy,

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and in negative supervision difficulty distance from the team.

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Then focus on each bubble in this first circle,

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forgetting the central subject of the change and

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imagine the new consequences that will be generated,

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positive or negative,

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and build your third circle,

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then 4th circle,

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etc.

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etc.

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I recommend building the future's

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wheel through collective brainstorming with the

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use of Post-it notes or even better with mind mapping.

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This approach will provide visual insight into the change.

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Is it relevant to conduct it?

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Should it be circumscribed?

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What is the action plan to deploy to maximize

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the imagined positive impacts and minimize negative impacts?

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How are we going to communicate about the change?

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You can also study the impacts of the change with the impact matrix.

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This matrix is used to measure the impacts of the change on people

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and to decide the necessary support to provide.

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Make a 6 column table.

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Column 1,

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population,

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for example,

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operators,

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supervisors,

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executives,

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IT,

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and technical services.

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In the second column,

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note the numbers concerned for each line.

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In the 3rd column,

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note the concrete changes planned mobility,

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change of tool,

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change of hierarchical attachment,

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new expectations.

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In the 4th column,

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note the degree of change.

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Is this change weak,

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degree 1,

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medium,

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degree 2,

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or strong degree 3?

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In the fifth column,

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note how the change is received by the affected groups.

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Is it seen as a gain and why?

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Is it seen as a loss and why?

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Finally,

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in column 6,

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write down the support needs of the population concerned.

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Will it be necessary to call a support team of external consultants,

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individual coaching,

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and mobility support?

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Will it be necessary to allocate an additional budget

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or temporary bonuses on the change?

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Should we support the redefinition of missions

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and grant targeted training for their implementation?

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Will it be necessary to organize an inter-service working group

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that will have weekly meetings?

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Will there be a need for a significant field

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presence of senior executives in the first few months?

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What support is needed to maximize the positive

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impacts of the change and minimize the risks?

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And among these,

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which are the priorities?

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This is the role of the change management team

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to fill in this matrix after having listened to the field

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through individual or group interviews.

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And by surveys on the social climate,

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as the accompanying measures have been decided,

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a budget will have to be allocated to each line.

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Third form of analysis of the impact of

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change using McKinsey's seven S matrix structure,

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systems,

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styles of management,

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staff,

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skills,

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strategy,

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shared values.

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Bring together a multi-skilled team allowing a holistic

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vision of the impacts on the 7s.

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They will be able to,

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will have to involve operational staff in their analysis

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of the 7S to explore all the possible effects.

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The change should be filtered through the seven domains.

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Will a change like a merger have an impact on the seven areas?

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Yes,

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absolutely.

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Will the move or overhaul of the information system impact the 7s?

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Not all of them,

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or to very different degrees.

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So take a look at the 7 S of the main changes.

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If your change has an impact on the strategy,

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you will have to redefine the missions and strategic objectives,

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adjust the allocation and planning of resources.

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If your change has an impact on the structure,

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this will require rethinking the organization of work,

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a centralized or matrix organization,

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division by geography or business units,

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etc.

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rethinking processes and professions.

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If your change has an impact on the staff,

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it will change the number and profile of employees,

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including outsourced workers.

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If your change has an impact on systems,

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it will impact

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either the information systems and or financial systems,

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recruitment,

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promotions,

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performance,

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and decision systems.

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If your change has an impact on shared values,

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you will need to anchor new values,

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habits,

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and standards of behavior.

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If your change has an impact on the skills,

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on the know-how of the organization and individuals,

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will there be obsolete expertise,

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new skills to acquire?

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Will it be necessary to train?

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If your change has an impact on management style,

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ask yourself,

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will the behavior of leaders and managers have to change?

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Will it be necessary to set up more transversality?

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To set up a more precipitative management to promote initiative.

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In short,

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what style of management will be best suited to change?

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Brainstorm the impacts on the seven areas.

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Then,

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as for the other two impact matrices proposed in this video,

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group the impacts,

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assess them,

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and prioritize them.

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Finally,

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decide on the course of action.

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And allocate the necessary time

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and budget.

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