Exploring the Role of the Change Agent a research based approach

May 2011

The role is a mixture of these dynamics

Help build and then execute overall change plan

Help to create deployment packages and processes

Act as change agent for work-streams

Create any specific work-stream packages e.g. specific training packages

Co-ordinate work-stream change plans with countries to minimize adverse impact

Analyze impact on people and assess readiness to change

Act as change agent for geographies who do not need their own change agent

Track change management progress and propose remedial action where necessary

Work with HR to provide support and coaching to executives on key change actions

Take on the overall pushing, reminding, motivating, unblocking and convincing essential for

the project to succeed

Act as ‘evangelist’ for change management

Client role description

We carried out a survey to find out more about what was important and how could we help

Key findings

50% were in business change or project management

59% were full-time change agents

84% had been through formal training

74% used a change methodology more than 50% of the time

45% had more than 5 years change agent experience

212 change agents took part in the survey

This group saw themselves as more successful than the norm

And, there were some predictable (and heartening!) correlations

More than 75% of projects successful

50% or less of projects successful

Full-time change agents 61% 39%

Attended formal training 63% 37%

Used a change methodology more than 50% of the time

73% 27%

More than 5 years change agent experience

70% 30%

As part of the survey we examined the key activities of change agents

We asked - What are the top 2 challenges you face – as a change agent – in delivering successful change?

Dimensions examined in our studyDimension Involves

Influencing others influencing key people in the organisation to gain their support for the change

Facilitating change using facilitation tools and techniques to enable others to plan and execute change

Planning for implementation collating and integrating people centered actions into a project plan

Building active sponsorship working with and coaching executives and managers to help them role model the change

Working strategically demonstrating a clear commitment to the change vision and connecting change plans to business goals

Working with the users working with front line staff and their managers to engage them and support them through the change

Coaching for the change training others to be effective in change management

Managing self managing yourself effectively through periods of uncertainty and ambiguity

Walking the talk role modelling the behaviours required by the change

Influencing others and walking the talk were the most important

But the biggest skill needs were in coaching and building active sponsorship

Looking at each of these dimensions in more detail we find on

average a 25% gap between importance and skill

These slides are a part of our webinar –

Exploring the Role of the Change Agent

The webinar was held on 25 May 2011. You can find a recorded version on our website.

For more on Changefirst visit our website, www.changefirst.com, follow us on Twitter @Changefirst, or join our Linked In group.