Change from the Inside Out by Erika Andersen

Author:Erika Andersen
Language: eng
Format: epub
Publisher: Berrett-Koehler Publishers

Deliverables

The easiest way to take a first pass at scope is to define the “deliverables” of the change—that is, the actual tangible outputs of the change effort. It’s often very helpful to define related areas that won’t be affected by the change—or won’t be affected till future phases of the change. To help you and your team think as clearly as possible about this, you might want to divide your focus as follows:

• Core deliverables. These are the plans, materials, technology, structures, or processes essential to making the change itself—to achieving the agreed-upon goals for the change.

• Related deliverables. These refer to the plans, materials, technology, structures, or processes necessary to roll out the change to the organization.

• Out-of-scope deliverables. These are the plans, materials, technology, structures, or processes that won’t be included in the change, at least in this phase.

So, in our branding example, here’s the initial list the senior marketing team could have made as they moved through this part of Step 2 in preparing for their change:

CORE DELIVERABLES

• A branding package to include brand promise and attributes; core messaging for each of our four customer segments; new logo and complete style guide.

• Talking points explaining the change for all our executives and managers.

• A revised website to reflect the new branding in look and content.

RELATED DELIVERABLES

• A communications plan for rolling out the new branding internally and externally.

• A phased plan for revising all electronic uses of the brand throughout the organization (to include logos to media outlets, sales decks, fact sheets, proposal templates, and email signatures).

• A phased plan for replacing all physical uses of the brand throughout the organization (printed sales sheets and brochures, office logos, leave-behinds and giveaways).

OUT-OF-SCOPE DELIVERABLES

• All existing stocks of physical uses of the brand will remain, and be used until the new ones are delivered.

• No company signage still remaining in any of the properties we’ve already sold will change.

• Our sister company is not changing its branding to align with ours (we’re expecting that change will happen next year).

• Our sales models and compensation will remain the same.

When you think and talk through these lists with the other leaders focused on the change, you may find that you’re not sure whether something should be in or out of scope. This is a great place to use the FIT sorting screen: think about how feasible a deliverable is, how impactful to the success of the change, and how timely—whether it can be done without first doing other things, and whether it should be done now to take advantage of some opportunity in the environment. Consider the deliverables lists you make at this point to be your first pass. You’ll continue to gain clarity about what will and won’t be involved in the change throughout Step 3, but having some initial clarity will be enormously helpful as you move through the remaining goals of this step.

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