# Change Management Plan

> **Change Theme:** Digital Transformation Change Management Plan for [Organization]
> **Related Program:** [Program / Roadmap Name]
> **Change Management Lead:** [Name / Title]
> **Date Prepared:** [YYYY-MM-DD]
> **Version:** V[X.X]

---

## Table of Contents

1. [Change Impact Assessment](#1-change-impact-assessment)
2. [Stakeholder Analysis](#2-stakeholder-analysis)
3. [ADKAR Assessment](#3-adkar-assessment)
4. [Change Readiness Survey](#4-change-readiness-survey)
5. [Communication Strategy](#5-communication-strategy)
6. [Training Strategy](#6-training-strategy)
7. [Resistance Management Plan](#7-resistance-management-plan)
8. [Sponsor Roadmap](#8-sponsor-roadmap)
9. [Change Agent Network Design](#9-change-agent-network-design)
10. [Quick Wins Plan](#10-quick-wins-plan)
11. [Success Measurement](#11-success-measurement)
12. [Sustainability Plan](#12-sustainability-plan)
13. [Appendix](#13-appendix)

---

## 1. Change Impact Assessment

### 1.1 Change Overview

**What is changing?**

[Describe the core of this change in 1–2 paragraphs: what is changing, why, and what the future state looks like.]

> **Example:** "This digital transformation will fundamentally change how [Organization] operates and is managed. The core changes include: (1) moving from paper-based work orders to mobile work orders — field maintenance and inspection staff will shift from 'pen-and-paper notes → re-keying in the office' to 'photo capture on a phone → one-tap submission'; (2) moving from manual crew scheduling to AI-assisted scheduling; (3) moving from experience-based decisions to data-driven decisions. These changes will affect the daily work of [X] departments and [XXXX] employees across the organization."

**What is NOT changing?**

[Explicitly state what will stay the same to reduce anxiety.]

> **Example:** "The following will NOT change: (1) all employees' contracts and employment relationships remain unchanged; (2) core job responsibilities and reporting lines remain unchanged; (3) the organization's values of 'safety first, service above all' remain unchanged."

### 1.2 Change Scope and Magnitude

| Dimension | Current State | Future State | Change Magnitude |
|-----------|---------------|--------------|------------------|
| Business process | [Manual / paper-based / offline] | [Digital / automated / online] | [High / Medium / Low] |
| Job skills | [Current skill requirements] | [New skill requirements] | [High / Medium / Low] |
| Organizational structure | [Current structure] | [Future structure] | [High / Medium / Low] |
| Ways of working | [Current ways of working] | [Future ways of working] | [High / Medium / Low] |
| Performance management | [Current KPI system] | [New KPI system] | [High / Medium / Low] |
| Culture & climate | [Current culture] | [Target culture] | [High / Medium / Low] |

**Overall change magnitude index:** [High / Medium / Low]

### 1.3 Affected Group Analysis

| Affected Group | Headcount | Impact Type | Impact Description | Impact Level |
|---------------|-----------|-------------|--------------------|--------------|
| Executives / decision-makers | [X] | Decision-making style, information access | [From listening to reports → viewing real-time data dashboards] | Low |
| Middle managers | [XX] | Management style, KPI assessment | [From manual review → data-driven management] | Medium |
| IT technical staff | [XX] | Skill requirements, work content | [From ops/maintenance → DevOps + data + AI] | High |
| Front-line operators | [XXX] | Daily ways of working | [From pen-and-paper → mobile app / system] | High |
| Back-office / admin | [XX] | Approval workflows, OA | [From paper approvals → online approvals] | Medium |
| External partners | [XX] orgs | Integration method | [From phone / email → platform integration] | Medium |

### 1.4 Change Curve Projection

```
Mood / Performance
  ↑
  │     ● (current)
  │      \
  │       \    ════ (future steady state — higher level)
  │        \  /
  │         \/
  │         /\     ← "Valley of Despair"
  │        /  \
  │       /    \___/
  │      /
  │     / (expected performance dip: ~[X] months)
  │    /
  └──────────────────────────────────► Time

Stages:
① Shock / Denial (1–2 weeks) → ② Anger / Resistance (2–4 weeks) → ③ Bargaining (1 month)
→ ④ Depression / Bottom (1–2 months) → ⑤ Acceptance / Trial (2–3 months) → ⑥ Internalization / Adaptation (3–6 months)
```

**Critical-window interventions:**

- **Stages ①–②:** Intensive communication + briefings (explain the WHY)
- **Stages ②–③:** Training + sense of involvement (explain the HOW)
- **Stage ④:** Quick-win demos + psychological support (show PROGRESS)
- **Stages ⑤–⑥:** Recognition + diffusion (show SUCCESS)

---

## 2. Stakeholder Analysis

### 2.1 Stakeholder Identification

| ID | Stakeholder / Group | Position / Department | Role | Influence | Impact Level |
|----|---------------------|-----------------------|------|-----------|--------------|
| SH-01 | [Name] | [Chairman / CEO] | Sponsor | Very High | Low |
| SH-02 | [Name] | [CIO / CTO] | Change decision-maker | High | High |
| SH-03 | [Name] | [Business VP / Dept. Head] | Key supporter / potential resister | High | Medium |
| SH-04 | [Name] | [Dept. Head] | Potential resister | Medium | High |
| ... | ... | ... | ... | ... | ... |

### 2.2 Power-Interest Grid

```
Power
  High │  ★ Keep Satisfied              ★★ Key Players
       │  (keep satisfied)               (manage closely)
       │  [SH-05 (CFO)]                  [SH-01 (CEO)]
       │  [SH-07 (Works Council)]         [SH-02 (CIO)]
       │                                  [SH-03 (Business VP)]
       │
       │  ● Monitor                      ▲ Keep Informed
  Low  │  (monitor)                       (keep informed)
       │  [Front-line employee groups]    [SH-06 (IT Dept.)]
       │                                  [SH-08 (External partner)]
       └────────────────────────────────────────
          Low            Interest           High
```

### 2.3 Stakeholder Management Strategy

| Stakeholder | Current Attitude | Target Attitude | Strategy | Specific Actions | Owner | Cadence |
|-------------|------------------|-----------------|----------|------------------|-------|---------|
| SH-01 (CEO) | [Support / Neutral / Oppose / Unknown] | [Strong support] | Regular reporting, showcase results | [Monthly 1:1 + quarterly dashboard demo] | [CDO] | Monthly / Quarterly |
| SH-02 (CIO) | [Strong support] | [Strong support] | Empower, collaborate closely | [Bi-weekly deep-dive, co-decide] | [CDO] | Bi-weekly |
| SH-03 (Business VP) | [Watchful / concerned] | [Support] | Pain-point resonance, quick wins | [Invite to benchmark visit, pilot validation experience] | [CDO + PM] | Bi-weekly |
| SH-04 (Dept. Head) | [Resistant] | [Neutral / Accept] | 1:1 dialogue, address concerns | [Personal dialogue to surface concerns, give sense of ownership] | [Change Manager] | Weekly |
| ... | ... | ... | ... | ... | ... | ... |

### 2.4 Stakeholder Attitude Tracking

| Stakeholder | M1 | M2 | M3 | M4 | M5 | M6 | ... | Trend |
|-------------|----|----|----|----|----|----|-----|-------|
| SH-01 | 🟢 | 🟢 | 🟢 | 🟢 | 🟢 | 🟢 | | → |
| SH-03 | 🟡 | 🟡 | 🟡 | 🟢 | 🟢 | 🟢 | | ↗ |
| SH-04 | 🔴 | 🔴 | 🟡 | 🟡 | 🟢 | 🟢 | | ↗ |
| ... | | | | | | | | |

- 🟢 = Support, 🟡 = Neutral, 🔴 = Resistant
- ↗ = Improving, → = Stable, ↘ = Deteriorating

---

## 3. ADKAR Assessment

### 3.1 ADKAR Model Overview

ADKAR is the core model of the Prosci change management methodology. It defines the five stages an individual must pass through for a successful personal transition:

| Stage | English | Core Question |
|-------|---------|---------------|
| **A** | Awareness | Why change? |
| **D** | Desire | Do I want to participate in and support the change? |
| **K** | Knowledge | Do I know how to change? |
| **A** | Ability | Can I actually do it? |
| **R** | Reinforcement | How do we make the change stick? |

### 3.2 ADKAR Assessment by Affected Group

#### Group 1: [Front-line Operators] ([XXX] people)

| ADKAR Element | Current State (1–5) | Target State (1–5) | Gap | Intervention |
|---------------|---------------------|---------------------|-----|--------------|
| **A Awareness** | [2.0] — "Heard we're getting a system, but not clear on what exactly" | [4.5] — "Clearly understands what digital transformation means for me and its benefits" | [2.5] | [All-hands briefing, department sessions, short videos, intranet articles] |
| **D Desire** | [2.5] — "Worried I can't learn it / will be replaced" | [4.0] — "Willing to try and sees how it helps my work" | [1.5] | [Quick-win demos, role-model stories, involve in system design, remove 'layoff' fears] |
| **K Knowledge** | [1.5] — "Never used a similar system" | [4.0] — "Masters the system operation knowledge for my role" | [2.5] | [Role-based training, user manual, video tutorials, sandbox practice] |
| **A Ability** | [1.0] — "Can't use it" | [3.5] — "Can independently complete daily system operations" | [2.5] | [Hands-on + mentor coaching + pilot-period support] |
| **R Reinforcement** | — | [4.0] | — | [Embed in performance review, recognize leaders, ongoing support hotline] |

**ADKAR profile:**

```
A ████████░░░░░░░░░░ 2.0 → 4.5
D ██████████░░░░░░░░░ 2.5 → 4.0
K ██████░░░░░░░░░░░░░ 1.5 → 4.0
A ████░░░░░░░░░░░░░░░ 1.0 → 3.5
R                    — → 4.0
```

#### Group 2: [Middle Managers] ([XX] people)

| ADKAR Element | Current State (1–5) | Target State (1–5) | Gap | Intervention |
|---------------|---------------------|---------------------|-----|--------------|
| **A Awareness** | [3.0] | [5.0] | [2.0] | [Executive workshop + benchmark visit] |
| **D Desire** | [2.0] — "Will digitalization weaken my authority?" | [4.5] | [2.5] | [1:1 exec coaching, demonstrate digital empowers (not replaces) managers] |
| **K Knowledge** | [2.0] | [4.5] | [2.5] | [Digital leadership training, data-driven decision training] |
| **A Ability** | [1.5] | [4.0] | [2.5] | [Data dashboard practice, new KPI system coaching] |
| **R Reinforcement** | — | [4.5] | — | [Digital KPI in review, management innovation award] |

#### Group 3: [IT Technical Staff] ([XX] people)

[Follow the format above]

#### Group 4: [Executive Layer] ([X] people)

[Follow the format above]

### 3.3 ADKAR Intervention Timeline

| Phase | Time | A (Awareness) | D (Desire) | K (Knowledge) | A (Ability) | R (Reinforcement) |
|-------|------|---------------|------------|---------------|-------------|-------------------|
| Phase 1 | [M1–M2] | ████████ Full push | ████ Launch | — | — | — |
| Phase 2 | [M3–M4] | ██ Sustain | ████████ Focus | ████ Training launch | — | — |
| Phase 3 | [M5–M8] | — | ██ Maintain | ████████ Deep | ██████ Practice | — |
| Phase 4 | [M9–M12] | — | ██ Maintain | — | ████████ Proficiency | ████████ Establish |
| Phase 5 | [M13+] | — | — | — | — | ████████ Normalize |

---

## 4. Change Readiness Survey

### 4.1 Survey Design

| Item | Description |
|------|-------------|
| Target population | Full coverage, estimated [XXXX] responses |
| Method | Anonymous online questionnaire (e.g., Microsoft Forms / Qualtrics / SurveyMonkey) |
| Survey window | [YYYY-MM-DD to YYYY-MM-DD] |
| Expected response rate | ≥ [XX]% |
| Scale | 5-point Likert scale (1 = strongly disagree, 5 = strongly agree) |

### 4.2 Survey Questionnaire

[Full questionnaire below; adapt as needed for your context.]

| ID | Dimension | Question | 1 | 2 | 3 | 4 | 5 |
|----|-----------|----------|---|---|---|---|---|
| Q1 | Change awareness | I clearly understand the goals and significance of the digital transformation | ○ | ○ | ○ | ○ | ○ |
| Q2 | Change awareness | I believe digital transformation will help my work | ○ | ○ | ○ | ○ | ○ |
| Q3 | Sponsor support | I feel senior leadership is serious about digital transformation | ○ | ○ | ○ | ○ | ○ |
| Q4 | Sponsor support | My direct manager supports me in learning the new system | ○ | ○ | ○ | ○ | ○ |
| Q5 | Change readiness | I feel confident about the upcoming changes in how we work | ○ | ○ | ○ | ○ | ○ |
| Q6 | Change readiness | I trust the organization will provide adequate training and support | ○ | ○ | ○ | ○ | ○ |
| Q7 | Communication | I receive sufficient digital-transformation information through official channels | ○ | ○ | ○ | ○ | ○ |
| Q8 | Communication | I have channels to raise questions and suggestions about the transformation | ○ | ○ | ○ | ○ | ○ |
| Q9 | Involvement | I feel my input is valued in the digitalization process | ○ | ○ | ○ | ○ | ○ |
| Q10 | Involvement | I have opportunities to participate in discussions about the transformation | ○ | ○ | ○ | ○ | ○ |
| Q11 | Anxiety | I worry I won't be able to learn the new system (reverse-scored) | ○ | ○ | ○ | ○ | ○ |
| Q12 | Anxiety | I worry digitalization will lead to layoffs (reverse-scored) | ○ | ○ | ○ | ○ | ○ |

**Open-ended questions:**

- Q13: What is your biggest expectation of the digital transformation? [free text]
- Q14: What is your biggest concern about the digital transformation? [free text]
- Q15: Do you have any suggestions? [free text]

### 4.3 Survey Results Analysis

| Dimension | Mean | Median | Std. Dev. | Positive % (≥4) | Negative % (≤2) | Interpretation |
|-----------|------|--------|-----------|-----------------|-----------------|----------------|
| Change awareness (Q1–Q2) | [X.X] | [X.X] | [X.X] | [XX%] | [XX%] | [Interpretation] |
| Sponsor support (Q3–Q4) | [X.X] | [X.X] | [X.X] | [XX%] | [XX%] | [Interpretation] |
| Change readiness (Q5–Q6) | [X.X] | [X.X] | [X.X] | [XX%] | [XX%] | [Interpretation] |
| Communication (Q7–Q8) | [X.X] | [X.X] | [X.X] | [XX%] | [XX%] | [Interpretation] |
| Involvement (Q9–Q10) | [X.X] | [X.X] | [X.X] | [XX%] | [XX%] | [Interpretation] |
| Anxiety (Q11–Q12) | [X.X] | [X.X] | [X.X] | [XX%] | [XX%] | [Interpretation] |
| **Overall readiness** | **[X.X]** | **[X.X]** | **[X.X]** | **[XX%]** | **[XX%]** | **[Interpretation]** |

**Overall readiness rating:**

- [X.X ≥ 4.0 → High readiness, proceed]
- [3.0 ≤ X.X < 4.0 → Medium readiness, strengthen interventions before proceeding]
- [X.X < 3.0 → Low readiness, focused intervention required; do not rush major change]

### 4.4 Readiness Differences Across Groups

| Group | Overall Readiness | Key Strengths | Key Weaknesses | Targeted Intervention |
|-------|-------------------|---------------|----------------|----------------------|
| Executives | [X.X] | Awareness, sponsor support | Involvement | Deepen participation |
| Middle managers | [X.X] | Awareness | Anxiety, desire | 1:1 coaching |
| IT technical staff | [X.X] | Awareness, desire | Anxiety (skills obsolescence fear) | Skills development path |
| Front-line operators | [X.X] | — | Across the board (especially anxiety) | Comprehensive intervention |
| Back-office / admin | [X.X] | ... | ... | ... |

---

## 5. Communication Strategy

### 5.1 Communication Principles

1. **Transparent:** Do not hide or evade; communicate both the positive and the challenging sides of the change honestly.
2. **Timely:** Publish official information before rumors can form.
3. **Multi-channel:** Reach people through meetings, email, apps, posters, video, and more.
4. **Two-way:** Not only tell, but also listen; establish feedback channels.
5. **Segmented:** Speak differently to different groups, using different language and depth.
6. **Repetition:** Key messages must be repeated at least 7 times to be remembered.

### 5.2 Key Messages

| ID | Key Message | Target Audience | Channel |
|----|-------------|-----------------|---------|
| KM1 | "[One-sentence digital vision summary]" | All staff | All-hands, posters, video |
| KM2 | "Digitalization will not cause layoffs; it makes work easier and more valuable" | Front-line staff | Department sessions, intranet newsletter |
| KM3 | "Digital transformation is a 'CEO-sponsored program' with the CEO personally leading it" | Middle managers | Management meetings |
| KM4 | "We have already achieved initial results in [area] (quick-win case)" | All staff | Intranet, newsletter, dashboard display |
| KM5 | "Your feedback matters — tell us via [channel]" | All staff | Posters, email signature, app push |

### 5.3 Communication Plan (Timeline)

| Time | Communication Item | Target Audience | Channel | Owner | Key Points |
|------|--------------------|-----------------|---------|-------|------------|
| **M1 (pre-launch)** | Digital transformation launch teaser | All staff | All-staff email + intranet announcement | [CDO] | "We are starting a digital journey — stay tuned" |
| **M1** | Digital transformation kick-off | All staff (senior on-site + others livestream) | Town hall + livestream | [CEO + CDO] | Vision, WHY, high-level plan, sponsor presence |
| **M1** | Department briefings ([X] sessions) | Each department | Department meeting | [Change Agent] | Specific impact on the department + Q&A |
| **M2** | First quick-win results showcase | All staff | Intranet + newsletter | [Change Manager] | "Look, we already have [result]" |
| **M3** | Training launch notice | Affected employees | Email + department notice | [Training team] | Training schedule, content, requirements |
| **M4** | Mid-term progress update | All staff | All-staff email | [CDO] | Progress, next-phase preview, thanks for cooperation |
| **M6** | Pilot user-story sharing | All staff | Video + intranet | [Change Manager] | "After [dept] adopted the new system…" |
| **M9** | Full rollout mobilization | All staff | All-hands | [CEO + CDO] | Review pilot outcomes, announce full rollout |
| **M12** | One-year retrospective & recognition | All staff | Ceremony + awards | [CEO] | Results review, recognize leaders, look ahead |

### 5.4 Communication Channel Inventory

| Channel | Purpose | Cadence | Owner |
|---------|---------|---------|-------|
| All-staff email | Major announcements | By milestone | [DTO Office] |
| Intranet / employee portal | Digitalization hub | Continuously updated (2+ posts/week) | [Change Manager] |
| Microsoft Teams / Slack groups | Daily news, Q&A | Daily | [Change Agent] |
| Digital dashboard / video wall | Results display, data visualization | Real-time | [IT] |
| Posters / standees | Key messages, training notices | Changed by phase | [Change Manager] |
| Short videos | User stories, tutorials | 1–2 per week | [Comms team] |
| Knowledge base / FAQ | Common questions and answers | Continuously updated | [IT + Business] |
| Online survey | Feedback collection | Quarterly | [Change Manager] |
| Open day / experience booth | Hands-on experience | By milestone | [Project team] |

### 5.5 Feedback Operating Model

| Feedback Channel | Purpose | Operating Model | Response Time |
|------------------|---------|-----------------|---------------|
| Digital hotline / mailbox | Any question, suggestion, complaint | Dedicated owner collects → triages → responds / escalates | Respond within 24h, close within 5 business days |
| Anonymous online survey | Quarterly readiness survey | Analyze → report → improvement plan | Report within 2 weeks of each survey |
| Department change agents | Daily face-to-face feedback | Agent logs → weekly roll-up to DTO | Weekly |
| In-system feedback button | Issues and suggestions during use | Auto-aggregated to product backlog | Real-time capture, sprint planning |

---

## 6. Training Strategy

### 6.1 Training Philosophy

[Training philosophy overall: teach not only operations but also mindset; not only classroom but also hands-on; not only during the training period but also ongoing support.]

> **Example:** "Training is not a one-time classroom event but a continuous learning journey. We adopt the '70-20-10' learning model: 70% learned through on-the-job practice, 20% through coaching and communities, and 10% through formal classroom learning."

### 6.2 Tiered Training System

```
                    ┌────────────────────┐
                    │ Digital Leadership  │  ← Executives / Middle mgmt
                    │ (strategy + data)   │
                    ├────────────────────┤
                    │ Reskilling Training │  ← Roles to be transformed
                    │ (new skills, tools) │
                    ├────────────────────┤
                    │ System Ops Training │  ← All system users
                    │ (role- & module-based)│
                    ├────────────────────┤
                    │ Digital Mindset      │  ← All staff
                    │ (AI / data literacy) │
                    └────────────────────┘
```

### 6.3 Training Curriculum

| Category | Course | Audience | Headcount | Duration | Format | Time |
|----------|--------|----------|-----------|----------|--------|------|
| **All staff** | Digital mindset & AI literacy | All employees | [XXX] | 0.5 day | Live online + recording | [M2] |
| | Data security awareness | All employees | [XXX] | 2 hours | Online course | [M2] |
| **Management** | Digital leadership workshop | Execs + middle mgmt | [XX] | 2 days | Onsite + benchmark visit | [M1] |
| | Data-driven decision training | Middle managers | [XX] | 1 day | Onsite workshop | [M3] |
| **System users** | [Module A] operations training | [XX Dept.] | [XX] | 0.5 day | Lecture + hands-on | [M5] |
| | [Module B] operations training | [XX Dept.] | [XX] | 0.5 day | Lecture + hands-on | [M5] |
| | [Module C] operations training | [XX Dept.] | [XX] | 1 day | Lecture + hands-on | [M6] |
| **Tech team** | [XX tech stack] deep training | IT team | [XX] | 5 days | Onsite + project practice | [M3–M4] |
| | AI/ML foundations & practice | IT team | [XX] | 10 days | Online + lab | [M4–M6] |
| **Trainers** | Train-the-Trainer (TTT) | Internal trainers | [X] | 3 days | Onsite | [M3] |

### 6.4 Training Support System

| Support Method | Description | Operating Owner |
|----------------|-------------|-----------------|
| **Practice sandbox** | Standalone practice environment; safe to experiment without affecting production | [IT] builds & maintains |
| **Manual + video** | Each module has a manual and 3–5 minute tutorial video | [Project team] authors |
| **FAQ knowledge base** | Frequently asked questions, continuously updated | [IT + Business] maintain |
| **In-app help center** | In-system help links to the relevant guide | [Dev team] implements |
| **Buddy system** | 1–2 "super users" per department as peer mentors | [Each dept.] nominates |
| **Support hotline / group** | Daily 08:00–20:00 professional support for 3 months post-launch | [IT / Vendor] |

### 6.5 Training KPIs

| Metric | Target | Measurement |
|--------|--------|-------------|
| Training coverage | ≥ [XX]% | Attendance / LMS records |
| Training satisfaction | ≥ [4.0 / 5.0] | Post-training survey |
| Knowledge mastery (written) | Avg ≥ [80] | Post-training exam |
| Hands-on pass rate | ≥ [XX]% | Practical assessment |
| Post-go-live help requests | ≤ [X] per person in month 1 | Helpdesk stats |

---

## 7. Resistance Management Plan

### 7.1 Common Sources of Resistance

| Resistance Type | Typical Manifestation | Common Groups | Root Cause |
|-----------------|----------------------|---------------|------------|
| **Information asymmetry** | "I don't know what's changing", "no one told me" | Front-line, remote roles | Poor communication |
| **Skill anxiety** | "I can't learn it", "I'm too old" | Older staff, lower digital literacy | Insufficient support, low self-efficacy |
| **Perceived loss** | "After digitalization I lose power / my role" | Middle managers, traditional roles | Unclear change-impact messaging |
| **Habit dependence** | "Used to the old system, new one is a hassle" | Long-tenured staff | Inertia, comfort zone |
| **Lost trust** | "Last time [project] was over-hyped and failed" | Staff with past failures | Historical scars, weak org credibility |
| **Workload worry** | "Learning the new system eats into my work" | Front-line operators | Training time vs. task conflict |
| **Cultural mismatch** | "Transport is about doing the job, not buzzwords" | Traditional mindset holders | Cultural conflict |

### 7.2 Resistance Prediction & Prevention

| Predicted Resistance | Possible Source | Likelihood | Impact | Preventive Measure |
|----------------------|-----------------|------------|--------|--------------------|
| "Digitalization = layoffs" panic | Front-line operators | High | High | [Explicit no-layoff commitment, publish redeployment plan, show new roles created] |
| [XX] dept. head openly resists | [XX Dept.] | Medium | High | [Early 1:1, invite into design, show that dept's quick win] |
| Older staff collectively struggle | Staff aged [XX]+ | Medium | Medium | [Simplify UI, 1:1 coaching, peer success stories] |
| Works council involvement | Works council / union | Low | High | [Engage early, invite oversight, confirm no harm to employee rights] |
| "System worse than the old one" | All users | High | Medium | [Involve users in design, thorough UAT, fast iteration at launch] |

### 7.3 Resistance Response Playbook

| Level | Manifestation | Response Strategy | Escalation Path |
|-------|---------------|-------------------|-----------------|
| **Level 1: Doubts / questions** | Verbal questions, private talk | [Answer questions, provide info, ease concerns] | Direct manager / Change Agent |
| **Level 2: Passive compliance** | Not learning proactively, going through motions | [1:1 dialogue, find root cause, offer coaching] | Change Manager + manager jointly |
| **Level 3: Open resistance** | Opposes in meetings, rallies others | [Deep dialogue, invite participation, give a role] | CDO / HRBP intervention |
| **Level 4: Sabotage** | Spreads rumors, work-to-rule | [Formal meeting, disciplinary warning, state consequences] | Escalate to Sponsor / HR lead |

### 7.4 Resistance Management Responsibility Matrix

| Role | Responsibility in Resistance Management |
|------|------------------------------------------|
| Program Sponsor (CEO) | Final arbiter of Level 4 resistance, cross-org coordination |
| CDO / Change decision-maker | Intervene & resolve Level 3–4, change champion |
| Change Manager | Resistance monitoring, early warning, direct response to Level 1–3 |
| Business unit head | First owner of resistance within own unit, daily coaching |
| Change Agent | Front-line resolution of Level 1, escalate |
| HR / HRBP | People-related resistance, coaching & counseling |

---

## 8. Sponsor Roadmap

### 8.1 Sponsor Role & Responsibilities

**Primary Sponsor:** [Name / Title]

The sponsor is the single most critical success factor for change. Research shows change initiatives with an active, visible sponsor are [X] times more likely to succeed.

**Three core sponsor responsibilities:**

1. **A-C-T**: Authorize → Champion → Track
2. **Lead by using:** The sponsor must be the first to use the new system / tool, leading by example.
3. **Remove obstacles:** When change hits departmental or resource walls, the sponsor clears them.

### 8.2 Sponsor Action Calendar

| Time | Sponsor Action | Format | Purpose | Prep Materials |
|------|----------------|--------|---------|----------------|
| **Pre-launch** | Record / publish digital transformation address | All-staff email or video | Declare commitment, convey WHY | Speech / script |
| **M1** | Attend kick-off and deliver keynote | Onsite + livestream | Show top-level commitment | Speech |
| **M2** | Chair first digital transformation steering meeting | Formal meeting | Drive decisions, assign accountability | Agenda + pack |
| **M3** | Visit an ongoing digital project / pilot site | Site visit | Show attention, hear the front line | Visit brief |
| **M4** | Mention digital progress at a company event | Any large meeting | Sustain the signal | Progress notes |
| **M6** | Use the new system (e.g., data dashboard) and reference it publicly | Lead by example | Personal use → drives adoption | Dashboard config |
| **M9** | Recognize first digital excellence teams / individuals | Recognition ceremony | Positive reinforcement | Selection + awards |
| **M12** | One-year retrospective & next-phase outlook | All-hands | Milestone celebration + sustained mobilization | Annual report + video |
| **Year-round** | Ask about digital KPI progress in bi-weekly meetings | Standing meeting | Sustained attention → sustained pressure | KPI dashboard |

### 8.3 Sponsor Effectiveness Assessment

| Assessment Item | Yes / No | Notes |
|-----------------|----------|-------|
| Has the sponsor mentioned digital transformation in public at least 3 times? | [Yes / No] | |
| Has the sponsor personally used the new system? | [Yes / No] | |
| Has the sponsor actively stepped in to remove obstacles when resistance appeared? | [Yes / No] | |
| Has the sponsor participated in key change decisions? | [Yes / No] | |
| In the employee survey, what % believe "leadership is serious about digitalization"? | [XX%] | |
| **Sponsor effectiveness rating** | [Effective / Partially / Needs improvement] | |

---

## 9. Change Agent Network Design

### 9.1 Change Agent Role

Change Agents are the bridge between the "change core team" and "the broad workforce" — change drivers who come from the people and work among the people.

**Change Agent profile:**

- Technical / operational backbone with influence in the department
- Open / positive attitude toward digitalization
- Strong communication skills, helpful
- Not a manager (or a front-line supervisor), closer to the front line

### 9.2 Change Agent Network Structure

```
                  ┌─────────────┐
                  │ Change Manager│
                  │ (full-time, 1)│
                  └──────┬──────┘
         ┌───────────────┼───────────────┐
         ▼               ▼               ▼
┌─────────────┐  ┌─────────────┐  ┌─────────────┐
│ [Dept] Agent │  │ [Dept] Agent │  │ [Dept] Agent │
│   (1–2)      │  │   (1–2)      │  │   (1–2)      │
└──────┬──────┘  └──────┬──────┘  └──────┬──────┘
       ▼                ▼                ▼
   [Dept's        [Dept's        [Dept's
    staff]         staff]         staff]
```

**Total change agents:** [XX] people, covering [XX] departments / units

### 9.3 Change Agent Responsibilities

| Responsibility | Specific Actions | Time Investment |
|----------------|------------------|-----------------|
| **Inform** | Share 3–5 min digitalization update in dept. meeting | 0.5 h/week |
| **Collect** | Gather colleagues' questions, concerns, suggestions → report to Change Manager | Ongoing (~1 h/week) |
| **Role model** | First to learn and use the new system; be the dept.'s "mini-trainer" | Ongoing |
| **Answer** | Answer common digital questions (within FAQ scope) | As needed (~1 h/week) |
| **Organize** | Help run dept. digital activities (training, experience days) | By milestone (~2 h/month) |

> **Total time investment:** ~2–4 hours/week (about 5–10% of work time)

### 9.4 Change Agent Incentives & Enablement

| Incentive | Description |
|-----------|-------------|
| **Formal appointment & badge** | CEO / CDO formally presents badge at kick-off, granting honor |
| **Priority training** | Trained 2–4 weeks earlier than others — learn first |
| **Stipend / budget** | Extra [€X] per month |
| **Recognition bias** | Counts as a plus in annual awards |
| **Career development** | Change-agent experience as input to internal promotion |
| **Exclusive community** | Agent-only Teams / Viva Engage community to share experience |
| **Monthly exchange** | Monthly agent exchange (online), best-practice sharing |

### 9.5 Change Agent Training Content

| Time | Training Content | Duration |
|------|------------------|----------|
| [M1] | Digital transformation overview + change-agent role | 1 day |
| [M2] | Communication skills + resistance identification & response | 0.5 day |
| [M3–M4] | Early system training (2–4 weeks ahead of users) | By module |
| [Ongoing] | Monthly sharing + new-knowledge updates | 2 h/month |

---

## 10. Quick Wins Plan

### 10.1 Quick Win Definition

**Quick Win:** A visible, user-perceptible improvement delivered within [3] months.

**Quick-win selection criteria:**

- Cycle ≤ [3] months
- Investment ≤ [€XX k]
- Users directly feel the value
- No complex cross-org coordination required
- Low failure risk

### 10.2 Quick Win List

| ID | Quick Win | Goal | Time | Investment | Expected Effect | Owner |
|----|-----------|------|------|------------|-----------------|-------|
| QW01 | [Executive data dashboard (prototype)] | [Show core operating data in real time] | [6 wks] | [€XX k] | [Managers feel data value directly] | [XX] |
| QW02 | [Mobile inspection app] | [Replace paper inspection records] | [8 wks] | [€XX k] | [XX inspectors more efficient] | [XX] |
| QW03 | [Online expense reimbursement] | [Replace paper reimbursement] | [4 wks] | [€X k] | [All staff feel digital convenience] | [XX] |
| QW04 | [Asset QR-code management] | [Scan to view asset info] | [6 wks] | [€X k] | [XX dept. asset mgmt more efficient] | [XX] |
| QW05 | [AI-assisted scheduling pilot] | [Pilot AI scheduling in one crew] | [12 wks] | [€XX k] | [Scheduling efficiency + staff satisfaction up] | [XX] |

### 10.3 Quick Win Rollout Strategy

| Step | Description |
|------|-------------|
| **1. Pick the right scene** | Choose scenes where "the pain is sharpest and the fix is most felt" |
| **2. Make it usable** | Quick-win products must be genuinely usable; first impressions are critical |
| **3. Tell the story** | Package each quick win as a "story" (who, what problem, how solved, result) |
| **4. Amplify** | Spread via intranet, newsletter, dashboard, email groups, dept. meetings |
| **5. Build word-of-mouth** | Let users praise it, and make the praise heard. Invite users to record recommendation videos |

---

## 11. Success Measurement

### 11.1 Change Management KPI Dashboard

| Dimension | KPI | Baseline | Target | Measurement | Cadence |
|-----------|-----|----------|--------|-------------|---------|
| **Readiness** | Change readiness survey score | [X.X] | [≥4.0] | Online survey | Quarterly |
| | Key stakeholder support rate | [XX%] | [≥80%] | Stakeholder attitude tracking | Monthly |
| **Adoption** | System usage rate | 0 | [≥80%] | System logs | Monthly |
| | Mobile daily active | 0 | [XX%] | System logs | Monthly |
| | Core-process online rate | [XX%] | [≥90%] | System stats | Monthly |
| **Proficiency** | Training pass rate | — | [≥90%] | Training records | Per cohort |
| | Helpdesk monthly tickets (declining trend) | — | [−20% by month 3] | Helpdesk | Monthly |
| | Self-rated proficiency | [X.X] | [≥3.5/5] | Survey | Quarterly |
| **Satisfaction** | Employee satisfaction with digitalization | [X.X] | [≥4.0/5] | Survey | Quarterly |
| | NPS (Net Promoter Score) | — | [≥30] | Survey | Quarterly |
| **Performance** | Business KPI improvement (e.g., travel time / maintenance cost / …) | [XX] | [XX] | Business system | Quarterly |
| | Efficiency gain (per-capita throughput, etc.) | [XX] | [XX%↑] | Business system | Quarterly |

### 11.2 Benefit Realization Tracking

| Expected Benefit | Target | Month 3 | Month 6 | Month 12 | Trend |
|------------------|--------|---------|---------|----------|-------|
| [Benefit 1] | [XX] | [XX] | [XX] | [XX] | [↗/↘/→] |
| [Benefit 2] | [XX] | [XX] | [XX] | [XX] | [↗/↘/→] |
| ... | ... | ... | ... | ... | ... |

### 11.3 Change Success Statement

**Final definition of success for this change:**

> [A statement defining when the change can be declared successful]

> **Example:** "By [Dec 202X], when all the following are met, we can declare this digital transformation change successful: ① core business system usage rate exceeds 80%; ② employee readiness survey score stays above 4.0 for 3 consecutive quarters; ③ at least 3 business KPIs meet targets; ④ no employee asks to revert to the old process because they 'don't want to use the new system'; ⑤ digital transformation has become a natural part of daily operations, not a 'special project'."

---

## 12. Sustainability Plan

### 12.1 Institutionalizing the Change

| Institutional Measure | Description | Time |
|-----------------------|-------------|------|
| Embed digital KPI in dept. / individual annual review | [Set specific weight, e.g., 10–20% of annual review] | [Y2] |
| Add digital content to new-hire onboarding | [Add 'digital tools & mindset' module to onboarding] | [Y2 Q1] |
| Establish continuous-improvement operating model | [Digital suggestion award, quarterly improvement iteration] | [Y2 Q2] |
| Write digitalization into culture & values | [Add data-driven / digital content to formal culture statement] | [Y2] |
| Set up digital innovation fund | [Annual €XX k for employee digital innovation proposals] | [Y2] |
| CIO / CDO on the executive committee | [Embed digital role into senior leadership] | [Y1 Q1] |

### 12.2 Preventing "Relapse"

| Relapse Risk | Preventive Measure |
|--------------|--------------------|
| Change regresses after key driver leaves | [Institutionalize, not person-dependent; write into policy; cultivate multiple digital backbones] |
| Next leadership no longer prioritizes it | [Deeply bind digitalization to corporate strategy; benefits already visible with data support] |
| Old habits resurface | [Decommission old system / process paths; continuous monitoring + reporting; include in audit] |
| New skills forgotten | [Annual refresher; online knowledge base; retain super-user network] |
| Enthusiasm fades | [Annual digital theme events; benchmark visits to keep urgency; continuous innovation projects] |

### 12.3 Continuous Improvement Loop

```
         ┌──────────────────┐
         │   Measure         │
         │  (KPI dash, survey)│
         └────────┬─────────┘
                  │
         ┌────────▼─────────┐
         │   Analyze         │
         │  (gap, root cause)│
         └────────┬─────────┘
                  │
         ┌────────▼─────────┐
         │   Improve         │
         │ (iteration, QWs)  │
         └────────┬─────────┘
                  │
         ┌────────▼─────────┐
         │   Share           │
         │ (best practice, recognition)│
         └────────┬─────────┘
                  │
                  └──── loop ←──┘
```

### 12.4 Long-term Responsibility Transfer

| Time | Change Management Responsibility Transfer |
|------|-------------------------------------------|
| **M1–M12** | Change project team (Change Manager + CDO + Change Agents) owns |
| **M13–M18** | Gradually transfer to DTO (Digital Transformation Office) + business-unit digital liaisons |
| **M19+** | Normalized: business-unit heads + DTO daily operations |

---

## 13. Appendix

### Appendix A: Change Management Tool Inventory

| Tool / Template | Purpose |
|-----------------|---------|
| Stakeholder analysis matrix | Identify and analyze key stakeholders |
| ADKAR assessment sheet | Assess individual / group change readiness |
| Change readiness questionnaire | Periodically measure organizational readiness |
| Change impact assessment | Assess specific impact on each group |
| Communication plan | Plan and manage communication activities |
| Resistance management log | Record and track resistance sources & responses |
| Sponsor effectiveness assessment | Assess sponsor's change leadership |
| Quick-win register | Manage and track quick-win items |
| Change KPI dashboard | Visualize key change-management metrics |

### Appendix B: Prosci Methodology Reference

> This change management plan references the Prosci change management methodology. Its core research findings include:
> - Projects with excellent change management are [6]× more likely to meet or exceed objectives than those with poor change management.
> - Three factors influencing change success: ① active, visible sponsor engagement ② frequent and open communication ③ structured change management approach.
> - The ADKAR model is the core tool for assessing and driving individual change.

### Appendix C: Change Management Budget

| Budget Item | Amount (€) | Description |
|-------------|-----------|-------------|
| Change Manager (full-time) | [€XX k] | 1 person × 12 months |
| Change Agent incentives | [€XX k] | [XX] agents × [€X] / month × 12 months |
| Communication & promotion | [€XX k] | Posters / video / event materials |
| Training | [€XX k] | Already in program training budget (not double-counted) |
| External advisor | [€XX k] | Change management advisor [X] person-months |
| Quick wins | [€XXX k] | Already in program quick-win budget |
| Other (survey tool / events / recognition) | [€XX k] | |
| **Total** | **[€XXX k]** | |

---

> **Prepared by:** [Change Management Manager]
> **Reviewed by:** [CDO / Change Sponsor]
> **Approved by:** [Program Sponsor]
>
> **Version history:**
> | Version | Date | Revision | Author |
> |---------|------|----------|--------|
> | V1.0 | [YYYY-MM-DD] | First draft | [Name]
