{"id":1914,"date":"2022-12-27T06:17:44","date_gmt":"2022-12-27T06:17:44","guid":{"rendered":"https:\/\/mondaikaiketsu.net\/?p=1914"},"modified":"2025-05-03T00:21:47","modified_gmt":"2025-05-03T00:21:47","slug":"overview-change-management","status":"publish","type":"post","link":"https:\/\/mondaikaiketsu.net\/en\/overview-change-management\/","title":{"rendered":"What is Change Management?"},"content":{"rendered":"\n

Hello everyone. Last time<\/a>, at the end of “to-be (future state design)”, I wrote about monthly management (30\/60\/90 days review) and daily management (Daily standup) as a means of “putting the soul” into the execution of problem solving. We have completed “to-be (future state design)” up to last time<\/a>.<\/p>\n\n\n\n

Problem solving does not work well only with these “as-is” and “to-be”. From this time, we will go into various soft skills that support problem solvers. So, this time I would like to write about “change management”.<\/p>\n\n\n\n

1. What is Change Management?<\/strong><\/h2>\n\n\n\n

In problem solving, “execution is important<\/strong>“, and in many cases, “it is Gemba members who actually execute<\/strong>“, so I have written in this blog so far that “involving Gemba members is important<\/strong>“. Change management is necessary for that. If you’re working for consulting firms, I think you might say “we have to propose Change Management as well” or “we have to do Change Management”. However, isn’t it somehow a shadowy existence that is not the main one?<\/p>\n\n\n\n

People who are working for general business companies (other than consulting firms) may not be very familiar with it, so let me share with you a definition. If you google it, you’ll find a lot, so let me post one link here<\/a>. The definitions of other links are roughly the same, and they are like “a method to reduce confusion and resistance due to change, successfully promote change, and achieve results.”<\/strong> It’s easy to write, but it’s very important!<\/p>\n\n\n\n

There are several representative approaches for Change Management, so let me introduce them here.<\/p>\n\n\n\n

a) John Kotter’s “The 8 Steps for Leading Change”<\/h3>\n\n\n\n

Harvard Business School Professor John Kotter has compiled a process based on many failure cases of transformations. For more details, please see here<\/a>.<\/p>\n\n\n\n

\"The
Fig1. The 8 Steps for Leading Change Source: kotterinc.com<\/figcaption><\/figure>\n\n\n\n

b) Change Acceleration Process (CAP)<\/h3>\n\n\n\n

It is the transformation acceleration method developed at General Electric Company during the Jack Welch era based on various best practice surveys. It is also abbreviated as CAP. Please see here<\/a> for details.<\/p>\n\n\n\n

\"\u30c1\u30a7\u30f3\u30b8\u30fb\u30a2\u30af\u30bb\u30e9\u30ec\u30fc\u30b7\u30e7\u30f3\u30fb\u30d7\u30ed\u30bb\u30b9\uff08CAP\uff09\"
Fig2. Change Acceleration Process (CAP) Source: ISIXSIGMA<\/figcaption><\/figure>\n\n\n\n

c) ADKAR<\/h3>\n\n\n\n

This is the organizational transformation model developed by the US company Prosci. Please see here<\/a> for details.<\/p>\n\n\n\n

\"ADKAR\"
Fig3. ADKAR Source: prosci.com<\/figcaption><\/figure>\n\n\n\n

2. Summary of “The 8 Steps for Leading Change”, “Change Acceleration Process” and “ADKAR”<\/strong><\/h2>\n\n\n\n

Looking at the three approaches above, I think there are many things in common. I’ve summarized them in this figure.<\/p>\n\n\n\n

\"Summary
Fig4. Summary of “The 8 Steps for Leading Change”, “Change Acceleration Process” and “ADKAR”<\/figcaption><\/figure>\n\n\n\n

Tasks that are likely to be related are connected by lines. Although the orders and the ways the tasks are grouped are a little bit different, I think that each approach covers roughly the same contents. So far, I think you have seen to some extent what you have to do with change management.<\/p>\n\n\n\n

Next time<\/a>, I would like to map this to the general problem solving (as-is ~ to-be) and Lean Six Sigma process that I have written so far, and write a little more specific tasks that need to be added as Change Management.<\/p>\n\n\n\n

That\u2019s all for this time, and I would like to continue from the next time onwards. Thank you for reading until the end.<\/p>\n","protected":false},"excerpt":{"rendered":"

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