Introduction

In chapter 1 we defined change, identified common barriers to change, and presented a typology for classifying the target of change. We also described the phases in the change process. This chapter builds upon these constructs to create a framework or “lens” for developing an effective change management plan. We first present the framework and then describe how to use this framework in planning for and successfully implementing the change process. We also summarize some of the empirical research that has been done and assess its validity and usefulness in an appendix.

This framework is presented for two major reasons. First and foremost, it can be used to plan and lead strategic and organizational change. It is also important as a perspective for this book, however, because most of the case analyses of actual change efforts described in subsequent chapters are from companies that have used this framework.

Key components of the framework

The framework for planning and implementing change is based on an organizational effectiveness (or success factors) model. Derived from a combination of empirical research and “clinical” experience in working with organizations, this model identifies the key factors upon which an organization needs to focus in order to maximize long-term success. Hence, these are the factors that an organization and its management need to focus upon in the context of planning for and implementing change.