Apply Change Management Tactics To Drive Strategy Implementation

growth team m e m b e r s h i p
1
Best Practice Guidebook
Applying Change Management Tactics

toDrive Strategy Implementation
Walgreens
Challenge Solution
INDUSTRY
Retail Healthcare
Walgreens is faced with increasing competition in a Walgreens engages in key change management activities
REVENUE (2012) commoditized market and seeks to differentiate itself that ensure the organization is aware of, and prepared
$71.6 billion USD through a revamped value proposition. However, it to support and execute, its front-line transformation.
lacks the capabilities and organization structure to
support its new differentiator.
Solution Components
Applicability to
Executive Functions
Prepare Identify and
Engage Nominate Change Communicate the
Management Overcome
Stakeholders Champions Change
for Change Roadblocks
R&D/
Innovation
Corporate
Corporate Sales
Strategy Leadership
Strategy
Marketing
CEO Corporate
Development
Walgreens Key Lessons Learned
Investors/ Market Prioritize actions based on what the organization needs todeliver.
Finance Research
Competitive Overestimate the time and communications requirements at the outset.

Intelligence
READ MORE
Note: Change Management refers to the application of processes, tools, and techniques for managing the
people-side of initiatives to generate organizational buy-in and attain the initiatives objectives.
The contents of these pages are copyright Frost & Sullivan. All rights reserved.
growth team m e m b e r s h i p best practice guidebook
2
Contents
Overview Page . . . . . . . . 3 HEADQUARTERS Deerfield, Illinois, United States

Walgreens New Strategic GEOGRAPHIC FOOTPRINT United States, District of Columbia, and Puerto Rico
Direction . . . . . . . . . . . 4 OWNERSHIP Public
EMPLOYEES (2012) 240,000
Engage Stakeholders . . . . . 5
Nominate Change
Champions . . . . . . . . . . 6
Prepare Management
for Change . . . . . . . . . . 8
Business Results Resources Required
Communicate the Business Results Dedicated team: senior-level, cross-functional

Change . . . . . . . . . . . .10 committee to manage the implementation
Six-fold improvement in low-performer turnover
Identify and Overcome Training: change management practices and tools
7 percent increase in customer satisfaction
Roadblocks . . . . . . . . . . 11 for management staff
20 percent increase in employee engagement
Monitoring tool: customized tool to assess and
Business Results . . . . . . .13
track completion of key implementation activities
Key Lessons Learned . . . . .14 by individual, role, or region
Supporting Tools
& Resources . . . . . . . . .15
Five Key Objectives
Outlined . . . . . . . . . 15
Key Behaviors Defined . . 16
Store Walk Report
Illustrative Example . . . 17 Contact the Growth Team Membership (GTM)
Target Behaviors by
Adoption Stage . . . . . . 18
GTMresearch@frost.com www.gtm.frost.com twitter.com/Frost_GTM
The contents of these pages are copyright Frost & Sullivan. All rights reserved. Source: Walgreens; Growth Team Membership research.
3
Walgreens builds several change management practices into its strategy implementation and monitoring processes
Applying Change Management to Strategy Implementation
Final Two Stages in the Strategic Planning Cycle
Strategy Implementation Implementation Monitoring

Change Management Practices
Nominate Change Prepare Management Communicate the Identify and Overcome

Engage Stakeholders
Champions forChange Change Roadblocks
Objective Objective Objective Objective Objective

Generate buy-in and Identify individuals who can Provide managers the Speed up the adoption of Build the capability to
encourage collaboration promote and champion the knowledge and tools new practices throughout quickly identify and
throughout the company new strategy among peers to support employees company overcome roadblocks to
throughout the strategy adoption
implementation
Activities Activities Activities Activities Activities

Engage senior Embed the strategy Train management on Train management Create a Behavior
management through using a cross-functional the change journey on techniques for Assessment Map
regular meetings implementationteam Provide management conducting difficult (BAM) to monitor
Employ surveys to Nominate change with tools and conversations the adoption of new
capture baseline champions to drive techniques to Communicate realistic behaviors andnorms
information on implementation overcome resistant expectations of the Use BAM Dashboards
processes and roles behaviors new strategys effects to identify patterns in
Conduct focus groups on each employee adoption
and workshops to Create action
codevelop new plans to overcome
practices and processes regionspecific
roadblocks to adoption
Adjust the
implementation plan
for large-scale adoption
roadblocks
4
Walgreens New Strategic Direction
The Change Imperative
Why We Need to Change What We Need to Change
Walgreens Pharmacy B
Past Present
Walgreens capabilities did not To deliver its new value
In the past, Walgreens success was attributed to its expanding retail provide a differentiated value proposition, Walgreens needs to
footprint. In 2007, Walgreens considered a shift in strategy based on proposition: change its:
changes to the competitive landscape, innovations in retail pharmacy, and Real estate focus (construction Norms and behaviors of
increasing homogenization of retailchains. and analytics) leadership
Commandand-control culture Organization model
New Strategy
In 2008, Walgreens initiated a new corporate strategy to deliver its new vision of the company.
Vision: To be the first choice in health and daily living for everyone in Americaand beyond.
The new strategy employs a balanced leadership The transformation requires organizational and To measure progress against the five key
model that focuses on four areas. Two areas, cultural shifts at every level of field operations. objectives, Walgreens tracks three key
operational/business leadership and people The front-line transformation focuses on five key behaviors:
leadership, are priorities of the front-line objectives to deliver on the Walgreens vision.
transformation.
Balanced Leadership Model Front-Line Transformation Key Objectives Key Behaviors
Talent &
St es er s
sh r
er me
Leadership Roles
r a ul hi
ip
Planning
R d
Le
te t s p
ad to
Models
gi
a
Le us
c
C
Decision Structure
Rights
er es al
a d s in ion
Performance
Pe de
Le
sh s
Engagement
L e u r at
ip
op r sh
Management
a
Metrics &
pe
le ip
Incentives
O
B
Note: See the Tools & Resources section for additional information on the five key objectives and key behaviors.
5
Engage Stakeholders
key takeaway: Tailor engagement tactics to match the purpose and target audience
Walgreens uses a series of engagement tactics (tailored to the target audience)
to inform the implementation plan and engender a sense of inclusion throughout the company
Corporate and Regional Management and Front-line Employee Engagement Tactics
Corporate Management Regional Management Front-line Employees
Executive team and senior management Market Vice Presidents (MVPs) and regional Store managers and employees
Audience (e.g., Vice Presidents, Senior Vice heads of stakeholder functions (e.g., Finance,
Presidents) for stakeholder functions Legal, and HR)
Generate buy-in on the plan and gain Collaborate with the managers responsible Create a sense of inclusion among the
Purpose approval for resources needed for the for adopting and implementing the new frontline employees and collect information
implementation processes and behaviors on current processes and roles
Head of the implementation team Hold focus groups to collect Administer a series of surveys
conducts ongoing weekly with feedback on the strategys tactics to gather feedback on the
the target audience to discuss and workshops to co-develop new effectiveness of current processes
Tactic the strategy and implementation tools and processes (e.g., workshop and roles (e.g., assistant manager
plan and provide updates on the with the MVPs to develop the role survey)
implementationsprogress Behavior AdoptionMap)
Nominate Change
best practice guidebook
6
Champions
key takeaway: Create a shared sense of ownership for the implementation

Change management experts and representatives of the functions most affected by the strategy comprise the implementation team
Strategy Implementation Team
Change Management Stakeholder

Experts Representation
Walgreens includes a change Learning and Walgreens includes a
management lead to provide Development Compensation seniorlevel representative
expertise on and coordinate all (Training) (typically the head of the
change activities. A seniorlevel function) from each of the
representative (typically the functions most affected by the
head of the function) from change and most responsible for
each of the employee support Program Human the bulk of the transformation.
functions is also included Manager Resources This inclusion allows
to provide the following Walgreensto:
nage m
organizational and people skills: Ma en Engage the function and
e
Coaching and training drive implementation
t
ng
Le
C ha
Empathy and trust-building Head of the Provide two-way change
ad
Needs assessments District communications with
Communications Implementation
Manager employees
Company culture acumen Team
Project management
Two-way communication
Employee Head of the

Relations Finance Implementation Team
Weekly Meeting Agenda The team lead for the strategic
The implementation team planning committee leads the
meets for a half-day every effort and is responsiblefor:
week to: IT Legal
Developing the detailed
Report on the status of strategy implementation plan
their work streams Directing execution of the
Discuss and plan the work strategy implementation plan
streams for the week ahead Each team member is responsible Reporting to the executive
for a specific set of work streams team on the strategy and its
Solve problems that arise (tactics and activities) in the
during the implementation implementation
strategy implementation plan.
Nominate Change
7
Champions
key takeaway: Nominate front-line champions to drive change from the bottom up
Walgreens creates a temporary positionDistrict Manager Change and adjusts the responsibilities of its Community Leaders
Agentto provide support and conduct training on the change to serve as role models for the operational changes
Champions for Change
The front-line imperative: The success of Walgreens, field transformation depends upon front-line employees (district and store managers) embracing the
new responsibilities and behaviors. Walgreens drives change from the bottom up by designating Community Leaders and District Manager Change Agents.
Regional Management Hierarchy Change Role Models

Change Agents
Community Leaders (CLs) are store managers; they
District Manager (DMs) Change must model the required in-store and behavioral
Market Vice President (MVP)
Agents are a temporary changes. This expectation, combined with their
(1 per region)
position for the duration of the experience, positions them as highly credible peers.
implementation. These DMs lead
Role and Responsibilities:
the transformation by:
District Manager (DM) 40 percent of their time managing their store
Mentoring on and (approximately 8 per region)
communicating changes in 60 percent of their time mentoring:
structure and culture -- Have partial authority over 58 store managers
Supporting other DMs and -- Visit each store at least twice a month and send
Store Manager Community
store managers in their a Store Walk Report to the District Manager on
(1 per store, Leader (CL)
transformation interactions with the strategy implementation
approximately (1 per 58 stores,
employees
250325 per approximately 40 -- Provide mentoring and training on store-level
region) per region) execution
criteria for district manager change agent and community leader selection
District Manager Change Agents are appointed by their Market Vice The Community Leader position is also a development program for
President based on their: potential District Managers. Community Leaders are chosen based on
Influenceindividuals who have strong networks, can communicate their:
messages effectively, and have the trust necessary to get honest feedback Past performance
Potential Impactsometimes the most vocal naysayers are chosen, Execution skills
because by winning them over management can garner buy-in withothers Key leadership behaviors
Coaching and mentoring skills
Prepare Management
8
for Change
key takeaway: Instill management with an in-depth understanding of the change journey
The regional HR and implementation teams conduct training sessions for all managers on the change journey
The Change Journey
The Five Stages of Adoption The Emotional Journey
These stages allow management Commitment This journey is the sequence of emotions
Awareness
to benchmark employees that occur in tandem with the adoption
progress through change using Commitment stages. Employees experiencing negative
target behaviors for each stage. Denial emotionsshock, denial and anger
For example, at the Awareness tend to display resistant behaviors. These
Performance
stage, employees should be able Adoption behaviors include, but are not limitedto:
to describe the transformation Morale/ Anger
Shock Spreading negative messages
in their own words.
Acceptance Acceptance Taking on new responsibilities but not
relinquishing old ones
As employees go through the change journey, Understanding
Agreeing to new responsibilities but
their performance steeply declines through
Recognition not following through
the first three stages because of the emotional
impacts of change. It is managements job to Creating their own interpretations of
help employees move through these first three Time the change
stages as quickly as possible.
and provide guidance on how to support employees through their emotional journey
Recognizing and Addressing Emotions Influencing Behaviors
Stage of Emotional
Employee Feelings Tactics for Addressing the Emotions
Journey
Employee Feelings Emotion-influenced tactics
pinpoint the problem Confusion Provide additional information about the change help management deliver
underlying the Shock the right information and
employees experience Isolation Find someone they can confide in support at the right times
within each stage of the to help team members
emotional journey. transition through each
Business as usual Provide support on expectations for operating differently stage.
Denial
Been there done that Provide information on how this change is different
Anger Bitter Coach on finding a healthy stress outlet
Note: See the Tools & Resources section for additional information on the target behaviors by adoption stage.
Prepare Management
9
for Change
key takeaway: Prepare management to understand and overcome resistance

All managers are trained on understanding individuals ability to change, common resistant behaviors
Ability to Change Matrix
The Matrix serves two High
purposes:
CANT and WILL CAN and WILL train champions
1. Clarifies the underlying
Recognize importance of change See change as a process, not an event for change first
Actively support the change program Focus on end goals and means
reasons for resistant The strategy implementation
Willingness to Change
behaviors Believe in the program, without seeing the Active enthusiast for the change; team first trains the CLs and
bigpicture enthusesothers
2. Stresses the variability DM Change Agents on change
Lack the skills/behaviors required Role model for new skills and behaviors management. The CLs and DM
of people to change.
(For example, some Change Agents then attend the
CANT and WONT CAN and WONT
people CANT change training a second time alongside
Do not recognise the need to change Not a team player/not invented here the other DMs and Store
their behaviors
immediately because Show no support for the change program Focus on ends at expense of means Managers to provide support
they lack the necessary Do not want to change Understand the need, but is afraid to change and mentoring.
skills for their new role Lacks the skills/behaviors required Will not change due to peer pressure
or dont understand the Low
need for the change, but Low Ability to Change High
WILL change.)
and the tactics to address underlying causes of resistant behaviors

Addressing Resistance Matrix
Authority isnt always the High
CANT and WILL CAN and WILL
prepare to lead
best approach to addressing
Train Empower by example
resistant behaviorssome are
based on confusion or a lack Participate Walk through This training also helps
Willingness to Change
of information. If managers Coach Promote managers deal with their own

understand the reasons Delegate feelings and move through the
behind the behavior, they can stages before they engage their
match the appropriate tactic teams. This is important as
to overcome the behavior. CANT and WONT CAN and WONT employees look to managers
Counsel Counsel to lead the way and will pick
Coach Sell up on any resistance that their
Tell Negotiate managers may have to the
change.
Discipline Discipline
Low
Low Ability to Change High
Communicate the
10
Change
key takeaway: Communicate what change will mean to each employee

The District Mangers work with the and tools to their one-on-one conversations with
store managers to develop the knowledge prepare for... each employee on the transformation and
and skills needed for what it means to them personally
One-on-One Discussions
Training on Critical Conversations Pre-Meeting Prep Communicate the Change
DMs use a Critical Conversation Guide to Pre-Meeting Checklist

Store Manager
train store managers on engaging employees Employee
during complex and sometimes difficult Evaluate Objectivesestablish
discussions on the transformation. intent and prepare for
response
The Critical Conversation Guide Schedule the Meetingensure DMs provide support during
includes: a private location and plenty these conversations if they
of uninterrupted time are not confident in store
A list of potentially difficult
managers abilities to handle
conversations management could
Inform Otherscommunicate difficult conversations.
have (e.g., changing positions or
discipline related) meeting plans to appropriate
DM and CL
The change journey, resistant A Day in the Life Following the
behaviors, and tips for Review Tipsreview tips Transformation
recognizing and overcoming them on potential reactions and Outlines the typical daily routine of each
Training on managing a difficult how to diffuse a difficult role and how its supports the new strategy,
conversation including: conversation including:
-- Cues of emotional state and Responsibilities
signs of aggression -- What will not change
-- Awareness of how own -- What will be eliminated
reaction will affect the situation
-- What will be initiated
-- Tips for resolving a hostile
situation Operational expectations
Employee engagement (peer-to-peer and
manager-to-employee)
Customer engagement expectations
Identify and Overcome
11
Roadblocks
key takeaway: Collaborate with front-line managers to build a tool that monitors changes that matter
The strategy implementation team collaborates with the Market Vice Presidents (MVPs) to create a
toolBehavior Adoption Mapsto track the adoption of the behaviors, roles, and responsibilities of the new strategy
Behavior Adoption Maps (BAM) Development
Create BAMs
The strategy implementation team conducts a workshop with MVPs to: The strategy implementation team
Develop seven BAMs, one for each field management role (store includes the MVPs in this process to
managers to MVPs). Each BAM measures 5 key behaviors (including the ensure the actions and measurements
three key behaviors and role-specific behaviors) across multipleactions. are feasible and earn the MVPs
buyin on the process.
Determine the appropriate actions (rolled out in stages) to implement
each behavior and set the thresholds to measure progress.
How the BAM Assesses Progress of Key Behaviors How the BAM Calculates Progress
The strategy implementation team calculates each managers performance quarterly by: The strategy implementation team then
1. Comparing each managers performance via the behaviors compares the point value of the behaviors
against progress threshold values to determine
2. Assigning a point value to each action based on a progress threshold the progress ranking. This ranking is then
3. Adjusting each score using a weight system that indicates the prioritization of specific actions entered into the Behavior Assessment Map
Dashboard (discussed on page 12).
4. Aggregating the point value of each action into an overall value for each behavior
Little or No Moderate Excellent

Behavior Action Measurement Progress Progress Progress Weight
(1 point) (2 points) (3 points)
Coach direct reports Average Store
Below Above
on communications Walkthrough
Average 2Average Average
2 3 6 Progress Ranking
tactics Score
+ Behavior
Not In
Complete
Quarterly begun progress
Engagement Embody change
leadership
Employee 1 Below
Average
Average
Above
Average
1 3 3 = 15
Survey Scores Engagement 917 1823 2427
+
Monitor customer CSAT Survey Below Above
engagement Results Average 2Average Average
2 3 6
Identify and Overcome
12
Roadblocks
key takeaway: Use bottom-up monitoring to enable pattern recognition

The strategy implementation team rolls up individual BAM dashboards to monitor progress
and identify adoption patterns and roadblocks by role, by region, and by Walgreens as a whole
Behavior Adoption Map Dashboard: District Manager Example
Each manager has access to
the dashboards of their direct
reports, those who report into
their direct reports, and the Quarterly notes provide
aggregate of their roles (e.g., Manager Region Companywide
local teams with next
companywide DMs or Southwest or Role steps in the rollout for
Region DMs dashboards). each behavior or denote
Northwest Region Q3 Q3 Q4 actions plans to overcome
Southwest Region Q3 Q3 Progress Trend Q3 Notes Q4
DMs Target Current Progress Trend Q3 Notes Target roadblocks.
DMs Target Current Target
Q4 Focus: Watch for employees not relinquishing
1. Planning Q4 Focus: Watch for employees not relinquishing
1. Planning old duties on store walks
old duties on store walks
Q4 Focus: Execute action plan to conduct additional
2. Engagement Q4 Focus: Execute action plan to conduct additional
2. Engagement change management workshops withCLs
change management workshops withCLs
3. Performance Q4 Focus: Hold CLs accountable for employee
3. Performance Q4 Focus: Hold CLs accountable for employee
Management performance
Management performance
4. Focus on regional Q4 Focus: Create action plan to address local
4. Focus on regional Q4 Focus: Create action plan to address local
competitiveness competitors
competitiveness competitors
Not begun In progress Complete Meeting expectations Not meeting expectations Positive No change Negative
For example, if all DMs

Action Plans to Overcome Adoption Challenges Addressing Large-Scale Roadblocks are trending negatively
toward Engagement,
misinformation may be a
root cause, notifying the
team of a need to improve
implementation in this
The strategy implementation team meets quarterly with each regions area.
MVP to conduct a gap analysis on the strategys progress for their regions. The strategy implementation team:
During this meeting: 1. Looks at the trend of behaviorsat region, role, or companywide
1. The two teams identify 13 behaviors that (a) lag in adoption time, and levelsto identify large-scale roadblocks or potential problems with
(b) can be addressed quickly the implementation plan
2. The MVP then creates and enacts an action plan to address these gaps 2. Assesses the reports to identify the underlying cause of the roadblock
by the next quarter 3. Adjusts the plan accordingly in its weekly meeting
13
Business Results
Walgreens ability to identify and remove customer satisfaction
low performers has increased six-fold scores have steadily increased
Low Performer Turnover Rate Customer Satisfaction
20092013 YTD (year to date), Indexed 20112013 YTD
6x
80%
68%
61% 64%
40%
0%
2009 2013 2011 2012 2013
Year Year
and employee engagement has improved by 20 percent

Employee Engagement
20112013 YTD
80%
58%
Engagement 38%
40%
0%
2011 2013
Year
14
Key Lessons Learned
Profiled Company Perspective
Work backwards from the goal: prioritize actions and base the implementation
plan on what the organization needs to deliver.
Do not underestimate the time a change management exercise takes, and what
that time investment means for implementation as a whole. Overestimate the time
and communications requirements at the outset.
Understand that some people will not be able to change, no matter how hard you
work to bring them along. That does not mean you should automatically assume
certain people will not change, but you should go into the process giving everyone
an equal chance, and do not take it personally when some people cannot change.
Do not assume that everyone will understand the purpose and challenges of the
initiative as well as you do. This requires you to communicate and work with
peers across the organization to resolve issues.
Be mindful of the effort needed to embed changes within the executive team.
Senior executives tend to be resistant to new behaviors, because they have
been rewarded for years based on legacy behaviors. Overcoming this resistance
requires many conversations in the corporate officeparticularly on driving
alignment on which activities would be managed locally or by corporateand
support by the CEO.
15
Supporting Tools & Resources
Five Key Objectives Outlined
Talent and Leadership Models Roles

Designate Community Leadersmentors Change Focus of Management previously
and implementation champions for each manager were focused on store operations,
community Talent & managers now prioritize employee engagement
Change the Norms of Leadershippreviously Leadership Roles and customer experience, which includes
leadership tended to be authoritarian as the Models refinement of instore roles
emphasis was on getting new stores up and
running quickly); the new model seeks engaged
leaders (supportive management that balances
development and accountability in its staff) Decision
Structure
Rights
Metrics &
Incentives
Decision Rights Structure
Move Operational Decisionspricing, Decentralize Key Roles
merchandising, marketing standards (with Support Functionswhen support functions
about 5-6 subject to customization), and HR (HR, Finance, Merchandising, and Market
Metrics & Incentives
move to the corporate center. Previously, Planning) were centralized within
these were the responsibility of the District Diversify Performance Metricsperformance
corporate, the one-size-fits-all approach
Managers and Store Managers, but they and bonuses are assessed on three key
did not support variations in customer/
occupied about 15 hours of their time every metrics (financial results, team engagement,
community needs and state-by-state
week, which detracted from the time spent on and customer service) that reflect the new
insurance regulations
their new responsibilities norms/behaviors expected of leadership. A
small percentage is also based on community Market Vice Presidentrelocating the
Shift Field Decisionslocal branding, Market VPs to their respective regions
engagement activities
consumables, seasonal items, community improves decision making, enhances
engagement, etc. are moved from corporate to understanding of their regions/markets,
local management and provides a source of insight on the
customer experience for corporate.
Region-specific P&Lscreates accountability on
the health of each regions business
GO BACK
16
Key Behaviors Defined
Planning
Manage by exception; lead for
performance (store walks and
community level execution)
Performance Management Engagement

Lead a high-performance culture Focus on change leadershipthis
with operational excellence, includes things like mentoring and
everyone adopting new roles, employee engagement
accountability for performance
and removing low performers
GO BACK
17
Store Walk ReportIllustrative Example
structuring store walks

Prior to the front-line transformation, the feedback from managers Store Walks was unstructured, which:
Did not allow Walgreens to make comparisons across stores
Enabled biased or subjective feedback
In addition to overcoming these limitations, the Store Walk Report is an integral part of the implementation process and Behavior Adoption Maps, because it
provides monthly updates on how each store and its manager are implementing the behavioral and operational changes.
Section Three:
Section One: Section Two: Section Four:
Store Operations and
Operating Statements Key Behavior Adoption Overall Notes
Management
Purpose Purpose Purpose Purpose

Review the store managers Monitor each stores adoption Evaluate managements adherence Summarize any problems and
identification of improvement of the three key behaviors to corporate initiatives, audit the generate potential solutions.
opportunities and implementation Engagement, Planning, and stores operational execution,
of action plans created during Performance Managementand and examine the managers
the Behavior Adoption Map the tactics associated with each. competence.
assessments.
Example Questions Example Questions Example Questions Example Questions

What is the greatest Are team members given the Have the managers reviewed What should we discuss during
opportunity for improvement opportunity to provide feedback and taken action on the key the next district team meeting?
and what is the managers to the store manager? initiatives for the quarter? What additional comments do
actionplan? Ask managers to describe their Do the managers provide you have?
If this is an ongoing opportunity, low and high performers. people leadership (for example,
what progress has the manager encourage an atmosphere of
made against the action plan? two-way communications)?
GO BACK
18
Target Behaviors by Adoption Stage
Adoption Stage Activities/Objectives Employee Target Behaviors
Build awareness of What is the

transformation?
Awareness I can describe what the transformation is
Identify and engage team
membersearly
Communicate the benefits of and need

for change I can explain how things will be different,
when the changes will take place,
Understanding Provide information to help team and what it means to me and to the
members manage implications of organization
change to their daily activities
Provide opportunities for team members

I agree this will work and am taking
to gain personal experience with new
Acceptance steps to get more involved in integrating
ways of working and delivering on the
changes into our business
customer experience
Present evidence the change has been I agree the change fits within our strategy
Adoption well vetted and will positively affect the and will integrate changes through
company execution to make this business as usual
Support team members in identifying

I am thinking about how our new ways
and pursuing continuous improvement
of working in our business can improve
Commitment opportunities to drive business results,
our bottom line and I am sharing ways to
employee engagement, and customer
make it even better
experience
GO BACK

Apply Change Management Tactics To Drive Strategy Implementation

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Apply Change Management Tactics To Drive Strategy Implementation

Uploaded by

Copyright:

Available Formats

growth team m e m b e r s h i p

Applying Change Management Tactics

Competitive Overestimate the time and communications requirements at the outset.

Overview Page . . . . . . . . 3 HEADQUARTERS Deerfield, Illinois, United States

Communicate the Business Results Dedicated team: senior-level, cross-functional

Strategy Implementation Implementation Monitoring

Nominate Change Prepare Management Communicate the Identify and Overcome

Objective Objective Objective Objective Objective

Activities Activities Activities Activities Activities

Why We Need to Change What We Need to Change

Corporate Management Regional Management Front-line Employees

key takeaway: Create a shared sense of ownership for the implementation

Change Management Stakeholder

Employee Head of the

Regional Management Hierarchy Change Role Models

Anger Bitter Coach on finding a healthy stress outlet

key takeaway: Prepare management to understand and overcome resistance

and the tactics to address underlying causes of resistant behaviors

of information. If managers Coach Promote managers deal with their own

key takeaway: Communicate what change will mean to each employee

Training on Critical Conversations Pre-Meeting Prep Communicate the Change

DMs use a Critical Conversation Guide to Pre-Meeting Checklist

Little or No Moderate Excellent

key takeaway: Use bottom-up monitoring to enable pattern recognition

For example, if all DMs

and employee engagement has improved by 20 percent

Talent and Leadership Models Roles

Performance Management Engagement

structuring store walks

Purpose Purpose Purpose Purpose

Example Questions Example Questions Example Questions Example Questions

Adoption Stage Activities/Objectives Employee Target Behaviors

Build awareness of What is the

Communicate the benefits of and need

Provide opportunities for team members

Support team members in identifying

You might also like