Having a strategy and action plan will help to make implementing change a bit easier. Moving forward I suggest that you (the stakeholders) begin by making a to do list (Cawsey, 2019). This list should contain steps from start to finish. This list should include target dates. Next, create a responsibility chart of who will do what, when, where, why and how (Cawsey, 2019). I suggest that you first train the Vice Presidents. This will allow for them to train their employees. Now, consider what should be done when things do not work as planned on critical issues (Cawsey, 2019). For this area, I suggest that you make a plan of action of possible steps ranked from highest to lowest, this way when does not work out as planned you already have a backup plan. Next, examine your current flow chart and make adjustment where needed. The adjustments will need to be made in the processes because now there will be more than one option of training. You will need to add steps for the new process. Then, use design thinking to engage others collectively in creating problem solving around what need to change and the deign of the change itself (Cawsey, 2019). This can be done by involving the employees from an early stage, continuing to seek their input, help staff make good transitions, and have your key team help to identify issues, attitudes, and concerns. You will want to be sure that you create surveys, obtain feedback and inquiries. This will allow you to capture peoples opinions and track their responses, observations, and insights overtime. In the surveys be sure to ask closed ended questions. Also, be sure to use project planning and critical path methods. This technique for scheduling work provides deadlines and insight as to which activities cannot be delayed to meet those deadlines (Cawsey, 2019). Be sure that every task has a deadline. Do not allow others to miss this deadline. You can use leverage analysis to determine the methods of influencing major groups or players regarding the proposed changes. Lastly, use training and development tools. These tools are related to the sign and delivery of educational initiatives that advance employee knowledge and ability to perform effectively, given the changes (Cawsey, 2019).

Empowering Employees

Empowering employees during change is important. The first step to empowering employees during change is communicating your change vision which is: We strive to provide the highest quality business training to organizations worldwide. We provide the best training products in the world to exceed our customers needs through customer-focused employees, who work together as a team in the rapidly changing and dynamic world. Next, you need to align the systems and structures to the vision. This can be done by making sure you are providing high quality products worldwide that will exceed their expectations, encourage teamwork and keep up to date with the constant changing world that way you stay competitive in the market. Then, provide training for the new systems you are implementing (Online Platform). Now, you will handle resistant employees. This can be done by checking in with them often, owning the change, encouraging them, be sure they understand what is changing and why it is changing and listen to what they have to say. Lastly, give the team ownership over specific projects.

Short-term Wins

Short term wins are important in the change process. Short term wins will help to keep the momentum and engagement of the business. In my opinion, there should be a short-term win 90 days, 180 days and then every 6-18 months after. These short-term wins should acknowledge how as a team everyone is meeting the vision. Also, small victories need to be recognized. This can be done more often and will help to encourage all involved.

Consolidation of gains and Produce more Change

As you celebrate small victories use this to remind everyone of why the change is happening and why it is so important. You do not want to lose that momentum as change can take a long time. Once the training is complete and then the online platform is up and running, there will always be room for growth. Weather that be upskilling your current employees, training new employees, adding in new systems.

After talking with Mike and Reviewing previous notes from meetings, I have formed what I believe to be the list in employees who would be in the IN group and who would be part of the OUT group. Moving forward both groups will continue to receive full communication and training regarding the change. However, the OUT group will need additional focus since they are the once who are are likely to resist the change. Below you will the IN and OUT list.

IN: The 8 learning designers, 23 training specialists, Sally DeSuzen (VP Fiance and Budgeting), Bill Johnson (VP Marketing), 2 Marketing Associates, 3 Accountants, 4 Assistants and Business Partners.

OUT: 22 training specialists, Jay Clark-Gardener (VP Learning Design), Julia Childress (VP Sales), 3 sales associates, and 8 learning designers.

Moving forward I suggest being completely open and honest with all in regard to the implementation of the online platform. Try to find a way to ask them how they feel, what concerns them and address their concerns. Put yourself into their shoes and consider how they may be feeling. Be sure to point out the positive that this change is going to bring not only to the business but to them also. Be sure to lead by lead by example, live the change vision.

Change Process

This change process will begin by creating a sense of urgency. This can be done by laying out all the data you have already collected regarding the business and the needs. Such as financially needing to make this change and needing this change to stay current with todays every changing world. Be open and honest, explain to them the true depth of the financial situation and how this change will be beneficial to not only the business but to them also.

Next, create the guiding coalition. The individuals that you assign to this team should be selected carefully and have a mix of skills, expertise, and perspectives (Cawsey, 2019). In my opinion, this group should consist of a few of your key partner clients, Vice Presidents, and at least one lower member of each department.

Lastly, communicate! Communication is the most important aspect in my opinion when introducing change. This should be communicated down the chain. Begin by sharing the vision, how the organization and the stakeholders will benefit from this change. Inspire and enable them to change, do not just tell them what they will do. Lay out the path to change, walk this path with them. Most importantly, communicate throughout the entire change and after the change.

Vision for change statement:

We strive to provide the highest quality business training to organizations worldwide. We provide the best training products in the world to exceed our customers needs through customer-focused employees, who work together as a team in the rapidly changing and dynamic world.

Recommendation for communicating change:

To communicate change I recommend first being honest and clear when communicating the change to staff. Do not use jargon, use language that they will understand. Be straight forward, use simple language and be totally honest and upfront regarding the change. Secondly, be sure to use care while conveying change within the organization. Next, be sure to tell the staff what is in it for them. Be sure to clarify the benefits of the change and what they can expect. Acknowledge that you understand that not everyone will like the change, then reassure them with the positive aspects and the need. Be sure to set clear expectations and communication, be clear on who must do what, cascade leadership communications on change (Cawsey, 2019). Lastly, provide a way for employees to communicate openly about the change (make inquiries and obtain answers) and complete surveys and/or blog.

I would begin by communicating this change with all VPs and key stakeholders. Communicate the need for change and the impact it will have on the company and them. From there I would communicate the change down the line while staying open to all suggestions made.

1. Review all of your previous work on the EKT case study. Also review all of the documents provided in the EKT case study. 2. Using Toolkit Exercise 10.4 in Organizational Change, Create a Microsoft Word document in which you create a plan for measuring and controlling the effectiveness of your change solution. Your plan should include the following: 1. A balanced scorecard for the change, including what it will be measuring and what will be the key indicators you will need to assess whether things are going well. 2. A brief description of how and when the measures might be implemented. 3. A balanced scorecard using the Balanced Scorecard Template