The Change Management Toolkit, 3rd Edition to be released soon By Gary Skarke, Dutch Holland, Ph.D., WinHope Press, Fall 2003, 480 pages, 57 Implementation Tools

Many books have been written on Change Management, but few go beyond theory and concept to practical application. The Change Management Toolkit is a straightforward, comprehensive how-to guide for organizations and individuals involved in dramatic organizational change.

Just listen to what some of our readers have said about this Change Management Methodology...

"The Change Management Toolkit helps you get the most from your change efforts. It is comprehensive, well laid out, and I have used it to inject change in various industries. Everyone engaged in organizational change should have this in their bag of tricks."

Duke Rohe,
Performance Improvement Specialist,
M.D. Anderson Cancer Center

"The Change Management Toolkit is not consultant hype or obscure management theory. It is a practical guide for a working manager to use in making real change happen in the organization. The techniques presented in the toolkit have helped me in both reengineering type projects and in the successful completion of a major ERP initiative when we installed SAP at our company."

Garry Manitzas,
Project Manager,
PG&E Gas Transmission

"This book has been one of the most useful tools I've seen in the area of Change Management and Business Process Reengineering. It has given us an excellent step-by-step approach in addressing business reengineering projects and has been an invaluable guide in all these efforts. I don't believe we could have been as successful without this extremely valid collection of methods, tools and techniques".

Walter A. Viali,
Process Manager,
Texaco Inc.

The Change Management Toolkit was the tool we needed to make concrete changes in our organization. It is a practical, hands-on roadmap that guides you through every step of making real change happen. Our organization is now better equipped to make future changes with this methodology in play.

Robert W. Brinly,
President,
Rohm and Haas Texas, Inc.

Written for Change Leaders, Sponsors, Team Leaders and Team Members, as well as for Internal and External Consultants, the Toolkit is the Change Methodology that no Organizational Change project should be without. You can use it to design and guide your change effort, and it will help you to structure and solve specific problems along the way. And because every effort is unique, the activities and approach can be modified to suit your needs. Our experience has shown that all of the steps and activities outlined in the Toolkit do happen, in some form or fashion, where Dramatic Organizational Change successfully occurs.

A Method for Change Management
Phase I. Position for Change A. Establish Urgency and Gain Commitment Case for Action and Change Objectives Change Leader, Executive Sponsors, Champions Executive Steering Team Change Awareness Training Vision Statement Preliminary Balanced Scorecard Change Management Training Managing Change Plan and Initial Communication Plan B. Create Process Map List of Subprocesses Definition and Scope of Each Process C. Select Processes and Assign Owners Prioritized List of Business Processes Approved Processes for Change Pilots Process Owners and Owner Job Descriptions D. Develop Project Framework Chartered Tactical Steering Team/Change Czar/Project Teams Project Team Training Overall Project Plans Budgeted Support Resources Phase II. Diagnose the Existing Process A. Define Key Process Components Validate Definitions of Process Outcomes, Customers, and Inputs High-Level Process Maps, or Flowcharts, of Major Activities Plans and Questions for Conducting Process Tours/Interviews Estimates of Cycle Times and Relative Costs List of Potential Benchmarking Candidates B. Understand Customer Needs Gameplan for Gathering Customer Input Field-Tested Customer Questions and Analysis of Customer Input Communication to Organization About Customer Needs, Concerns, and Data List of Prioritized Performance Measures Written Plan and Procedures for Measuring Performance and Current Performance Reports or Scorecards C. Identify Current Design Weaknesses Detailed Maps/Flowcharts of Current Process ("As Is") Lessons Learned from Process Observation/Tour and Interviews Calculation of Ratios of Value-Added to Total Elapsed Time and Cost List of Process Problems and Design Weaknesses; of Problem Causes, Insights, and Underlying Assumptions List of Quick Fixes, Some Implemented D. Establish Performance Targets Benchmarking Briefing Packages/Questions Summary and Report of Best Practices/Competitive Data Written Performance Targets Team Findings Validated with Process Stakeholders		Phase III. Redesign the Process A. Identify Potential Innovations Creativity Training Individual/Subteam Redesign Assignments Valid/New Assumptions, Outcomes, Process, and Input Innovations Applicable/Adaptable Best Practices and Process Enablers Structures, Systems, Practices and Desired Attitudes/Beliefs B. Develop Initial Vision of the New Process Evaluation and Prioritization of Breakthrough Concept/Innovation Ideas Project Team Agreement on Initial Process Vision Pictures, Flocharts, Descriptions of New Process Definitions of Business Systems/Implications C. Identify Incremental Improvements Incremental Improvement Ideas Picture/Flowchart Description of New Process Vision Updated with Incremental Improvements Prioritized/Selected Incremental Improvements D. Develop Committable Vision of the New Process Detailed Descriptions/Pictures of New Process Expanded Stakeholder Input and Feedback for Adjusted Process Vision Implementation Requirements Initial Small-Scale Demonstration/Simulations Presentation to Steering Team and Small Groups of Stakeholders Approval/Allocation of Resources to Plan, Prototype and Pilot New Process Phase IV. Transition to the New Design A. Begin Transition Change Management Change Management Training Transition Market Segmentation List of Defined Target Markets Transition Change Management Plan B. Create Transition Plan and Teams Transition Planning Training Transition Plan Business Case Chartered Transition Teams/Organization C. Prototype and Test Initial Installments Pilot Testing Training Fully Developed Business System Design and Specifications for Pilot Tools Tested Pilot Tools, Defined Pilot Scope(s) and Team(s) Lessons Learned from Pilot(s) D. Complete Transition and Continuously Improve the Process Updated Transition, Change Management, and Implementation Plans Analysis of Demonstrated Benefits/Commercial Value of Initial Installments(s) Approval and Allocation of Resources to Complete Transition Achievement of Stated Performance Objectives (order of magnitude) and Plans to Continuously Improve New Process

Also included:
Executive Overview -- The key question for organizations is how to significantly improve cost, quality, service and speed simultaneously. This section addresses such issues as "what is change management " and "why change"... and it provides members of your organization with a good foundation on the principles you'll need to get critical buy-in and to move forward.

Jump Start Workbook -- This workbook assumes that you're willing to face the critical challenges of dramatic organizational change... and is designed to allow you to envision the entire change process by briefly, but dramatically, experiencing each step. It is especially helpful for companies that are experiencing extreme competitive pressure to get a new project to market quickly, produce quality goods and services, provide excellent customer service and lower the cost base -- all in a very brief period of time.

To buy the Toolkit,

please call Monica Ortega at 713.877.8130.

Please note that the 3rd Edition is not yet available to buy.

Talk to the authors at 713.877.8130.