Framework 134 Change Practice Framework

(source: CMI, 2022a)

"...at the centre of all change is people......change managers are continuously adapting and planning their activities throughout the change life-cycle and there is a focus on different practical dimensions and associated outputs. These practice dimensions are represented as define, analyse, co-design, and aligne & refine..."
CMI, 2022a

Components and dimensions in the above diagram

i) define

- vision for change

- benefits mapping

- change approach and roadmap

- changing outcomes

- target timeframe

ii) analyse

- change impacts

- success indicators

- stakeholder identification

- change maturity

- change capability

- degree and scale of change

iii) engage and co-design

- communications and engagement strategy

- co-designed solution

- organisational redesign

- new ways of working

- implementation planning

- risk mitigation

iv) align and refine

- leadership coaching

- tracking success criteria

- real-time problem-solving

- testing and refining

- organisational realignment

(source: CMI, 2022a)

NB As change is not linear, the execution, activities, outputs, etc need to be continuously revisited; underpinning all are 3 applied knowledge areas: change management context, organisational context and human dynamics

More details on the components and dimensions:

Consider these components: Define, Analyse, Engage & Co-design, Align & Refine.

What does each mean?
What kinds of activities or outputs typically belong in each component?
How do they relate to each other?

NB This framework treats change management not as a linear sequence, but as a cycle; the 4 “practice dimensions” (Define, Analyse, Engage & Co-design, and Align & Refine) are areas of activity that are revisited continually throughout a change initiative.

Underpinning all of these are 3 applied knowledge areas:

Change management context (what is driving the change, internal/external environment, etc)
Organisational context (structure, culture, capacity, etc)
Human dynamics (how people are affected, behaviour, mindset, resistance etc.)

The Four Practice Dimensions (with typical outputs and activities):

Dimension	Key Purpose / Questions Addressed	Typical Activities / Outputs
Define	Establish what the change is, why it’s needed, what success will look like; set direction. What is the vision? What are the outcomes? Over what timeframe? What benefits are sought? What kind of change approach will be used?	• Vision statement for the change • Benefits mapping (ie, which benefits, for whom, how measured, etc) • Change approach and roadmap – sequencing, phases, method • Specifying change outcomes/targets/success criteria • Defining timeframe/target dates
Analyse	Understand the context deeply: What will be impacted? How ready is the organisation? Who needs to be involved? How big/complex is the change? What metrics will tell us if we’re succeeding?	• Change impact assessment (on processes, roles, people, systems, etc) • Success indicators/metrics (how you’ll measure success, etc) • Stakeholder identification and analysis (who is affected, how and degree) • Evaluating change maturity/readiness/capability in the organisation • Assessing degree and scale of change (how big, risky, complex)
Engage & Co-design	Co-create the change with stakeholders; plan implementation; redesign processes/structures/ways of working; mitigate risks; build buy-in and ownership. It’s about making sure that the solution is workable, that people are part of shaping it, and not just being told what will happen.	• Communication & engagement strategy (how to communicate, with whom, when) • Co-designed solution: engaging stakeholders in designing what the future state looks like (organisational redesign, new ways of working) • Implementation planning – how to roll out, which parts first, resources, sequencing etc. • Risk mitigation – identifying and planning for what could go wrong, resistance etc.
Align & Refine	Ensure the change is embedded, continually improved, aligned with leadership and strategy, and adapted as real-world feedback comes in. Manage the change in during implementation (not just plan).	• Leadership coaching (so leaders model, support, sustain) • Tracking against success criteria / metrics; monitoring progress, reporting, dashboards etc. • Real-time problem solving – when things don’t go as planned, adjust course. • Testing and refining – piloting solutions, refining based on feedback etc. • Organisational realignment – adjusting structure, roles, cultural norms, performance management etc so the change sticks and becomes “business as usual.”

Relationships & Iteration

These dimensions are not sequential phases in a rigid sense; rather, they are revisited throughout the life of the change initiative. For example, you might define a vision, analyse stakeholder impacts, engage people, refine the solution; but then, as something unexpected surfaces, you may need to go back to “define” or “analyse” in light of new information.
Leadership commitment matters throughout, especially under “align & refine”, but also during define/engage.
Feedback loops are essential: refine based on what’s working/what’s not; engage regularly to gauge sentiment; analyse periodically to check readiness etc.

Framework 134 Change Practice Framework

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