Change Made Easy: How an Internal Framework Simplifies Change Management

There’s no getting around the fact that major organizational change isn’t always at the top of every employee’s to-do list. Change is hard. Change takes time. Change often isn’t exactly a smooth, predictable road to a shiny, new destination. Nevertheless, change is generally necessary for innovation and ultimately long-term organizational survival.

So how can leaders make change more palatable…dare I say, even somewhat pleasant? The answer is: rollout a related framework for the change!

Given that organizational change management is a critical aspect of business success, especially in today's fast-paced business environment, it’s not surprising that many well-established change management frameworks already exist, such as Kotter's 8-Step Process, the McKinsey 7S Framework, and the Prosci ADKAR Model–each offering unique approaches to managing change effectively. These frameworks provide valuable insights and strategies for organizations looking to navigate change successfully.

But, this article is about how you can consider the elements common to organizational change frameworks–even use one of them for managing your own project–and then also develop a unique project-specific framework to aid in your launch of a major change.

Why create your own project framework?

There are many benefits to creating an internal framework for a particular project, as a framework that is aligned with your brand and culture will likely resonate more with employee stakeholders and entice them to self-identify with the movement you are creating. Think of it as something that will feel relatively familiar to stakeholders (having been developed internally rather than taken off the shelf from an external provider)... despite the change itself being new and unknown.

Internally-developed frameworks serve as organized playbooks for moving through objectives in a project. Some will name steps that dictate the chronological steps in a process, while others might be a snappy acronym that defines the purpose of a change initiative. They can

• identify and engage stakeholders,

• set positive expectations with stakeholders,

• manage project risk,

• guide change adoption steps,

• increase the speed of change,

• communicate a tone or vibe for a project,

• account for the need to assess ongoing improvement,

• call for the need for support and training (because change is difficult!),

• propose plans for managing change-related risk, and

• increase the likelihood of project success.

For example, I recently worked on a client engagement that involved migrating from a WordPress-based corporate intranet to a SharePoint-based site and an installation of Microsoft Viva Connections. Given that a corporate intranet, itself, is a major employee communication tool, I knew that it would be important to give the organization a framework to anchor the launch materials–in this case it was an easily remembered, on-brand acronym visual that aligned with the new experience and was something that employees could easily “grab onto” in order to understand the benefits of the change and the simple steps they could take to quickly adopt the new channels.

Examples of change initiatives that can benefit from a project framework

The list of potential projects that could benefit from an internal change framework is seemingly endless, but here is a sampling of some common examples.

• Adopting a new (or different) software platform for a major business process such as an HRIS (human resources information system), marketing automation, CRM (customer relationship management), or expense management and AP (accounts payable)

• Launching a new corporate website (or an intranet for your internal customers)

• Creating a new customer brand

• Creating an updated employment brand and related EVP (employer value proposition)

• Staff restructuring and/or significant leadership changes (e.g., new CEO)

• Pivoting product or service offerings to capture a new market segment

• Aligning a project management methodology (and software tool) with strategic planning efforts

• Create your own internal framework for change

Now that you have a better understanding of how frameworks can assist our change management efforts, and since I’ve identified common use cases for implementing a framework, let’s consider how you might develop your own internal project framework.

The keys here are to develop something that makes a major change more digestible, while also engaging to your stakeholders and customized to your organizational culture. It will be a communication tool and help give those of you driving the change (as well as the beneficiaries of the change) a greater sense of control (through better understanding of the moving pieces involved in the project).

And, following my own advice, I've developed my own FACETS framework to guide organizations on elements to consider in the development of their own change management frameworks. The elements of FACETS are similar to many other frameworks, but unique to me in that the resulting acronym is meaningful to my organization and brand…since the elements of a mosaic can be made of glass pieces with many facets. The individual pieces combine to create a complete picture in the same way that the elements of a major project combine to realize an organizational change initiative’s completion.

The FACETS framework for change management initiatives.

Focus: The first element of the FACETS framework is focus. This involves clearly defining the purpose and objectives of your change initiative, as well as securing executive sponsorship and support. By establishing a clear focus, organizations can ensure that everyone understands the rationale behind the change and is committed to its success. How can you best convey “the why” behind the change to your stakeholders?

Approachable: Change can be daunting, especially when presented as a massive, all-encompassing shift. To make change more manageable, break it down into smaller, more approachable steps. This approach allows stakeholders to understand and embrace the change more easily, leading to greater acceptance and adoption. Can your project plan have bite-sized chunks so that stakeholders can easily comprehend steps, timeline, budget, and project expectations?

Communicate: Effective communication is essential for successful change management. Organizations need to develop a comprehensive communication plan that keeps stakeholders informed and engaged throughout the change process. By communicating openly and transparently, organizations can build trust and confidence among employees, making them more likely to embrace the change. Do you have a strategy for informing employees about the reason for the change, what to expect and their involvement…and are you delivering it across meaningful channels?

Embed: Embedding change involves integrating it into the organization's culture and operations. This requires aligning systems, processes, and behaviors with the desired change objectives. By embedding change, organizations can ensure that it becomes a natural part of how they operate, rather than a temporary or superficial change. Does your project plan make it clear when you will be equipped to configure systems, processes and organizational roles to embed the change itself?

Test: Before fully implementing the change, it's important to test it on a smaller scale with a pilot group. This allows organizations to identify and address any potential issues or challenges before rolling out the change more broadly. Testing also provides an opportunity to gather feedback and insights from stakeholders, which can be used to refine the change initiative further. Have you considered which employees will be best positioned to serve as pilot group members (and eventual change ambassadors)?

Support and Sustain: Change is an ongoing process that requires continuous support and evaluation. Organizations need to provide employees with the resources and training they need to adapt to the change successfully. Regular surveys and assessments can help measure the impact of the change and identify areas for improvement, ensuring that the change initiative remains on track. How will you train and equip employees with the resources and skills to run with the change and sustain it? How will you evaluate for continuous improvement opportunities post-launch on an ongoing basis?

In conclusion, the Mosaic BizOps FACETS framework is a flexible tool that you may use as a jumping off point for developing your own branded, internal change framework. I encourage you to invest the time, resources and thought into developing a project framework tailored to your organizational needs. If you would like external support through your change management process, please contact me at Mosaic BizOps – I’d be happy to have a discussion.