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.