Sarah Gunston

Management Consultant & Change Lead

  • Change Management
  • Life Sciences
  • Energy
  • Legal Services
  • Culture Change
  • Financial Services
  • Public Sector

10 Dec, 2020

Achieve Change Success Using A Local Change Network

We know change is constant and that often individuals and organisations can suffer from change fatigue. We equally know that enabling people to adopt new ways of working can be a bigger challenge than technology implementation itself.

“When people are truly invested in change it is 30% more likely to stick”

*(Source: Changing Change Management, McKinsey, July 2015).

When you put people at the heart of transformation projects and take them on the journey with you, it encourages the change to be truly business led and embeds change into your culture. This is why building and investing time and money into a Local Change Network (LCN) will provide benefits and rewards throughout your organisation.

What is a Local Change Network?

A dedicated group of individuals representing every area of the organisation, who believe in the purpose and benefits of the change for themselves, their colleagues, and their organisation. People within a LCN, are empowered to drive and deliver change at a local level. They work closely with projects and programmes to actively promote changes and ensure that change activities succeed through educating, coaching, and supporting their colleagues in the new ways of working.

Early buy-in from the LCN is critical to embed any change. Their inclusion at all the appropriate stages of the project builds their awareness, they are in a position to ask questions and further their understanding and commitment to the change. This engagement ensures and encourages the LCN to bring your workforce on the change journey with you, without feeling the change is being done to them.

How Can The Local Change Network Support Different Workstreams?

Change Plans – However good your change approach is, it is naïve to think change management is a one size fit all approach. The LCN are in a prime position to support in developing change plans for their areas, considering specific environments, their teams, and stakeholders.

Change Impact Assessment (CIA) – The LCN will be the best group of individuals to bring valuable organisational insights to help articulate the who, what, when and how when thinking about the full impact of the change. Their input will bring an extra layer of detail to your CIA.

Stakeholder engagement – A targeted approach is needed to engage appropriately with varying stakeholders, and the insights of the LCN can inform the best ways to engage multiple stakeholders, ensuring you move all stakeholders to the desired state of engagement at the appropriate times.

Communications – Communication is only efficient if it is received via the best suited channel and format at the most opportune time, and the LCN will know this for their specific areas, e.g. are there regular meetings you can attend, does anyone read emails, etc. Communication must be clear, concise and use the right language to be easily understood by the intended audience. The LCN can act as your reviewers and your eyes and ears to gather continuous feedback allowing you to adapt your approach and ensure messages land effectively and efficiently.

Business Readiness – With change fatigue being a real problem, the LCN can educate their teams in how important assessing readiness is. They can encourage participation in readiness surveys and focus groups to ensure you have an up to date and true picture of how ready for change the business really is. They will also be key in implementing the mitigating activities in the run up to go live.

In summary, the LCN play a pivotal part in successful change management by supporting us with their knowledge of the business, their network within their organisation and their credibility to continuously provide feedback throughout delivery. Without this support and commitment from the LCN, you are less likely to succeed in embedding sustainable new ways of working.

Download Our Guide To Establishing A Local Change Network Here.

To find out more about how Chaucer can help you with your change needs, please contact info@chaucer.com

Sarah Gunston

Management Consultant & Change Lead

Sarah is an energetic change leader who has professional accreditations and a wealth of experience delivering change for complex transformations. She utilises strong communication, collaborative engagement and an appreciation for behavioural change to ensure the organisation, and all individuals, are fully engaged throughout the change journey. She specialises in developing and executing robust change plans in order to deliver sustainable results.

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