IVI Framework Viewer

Representative POMs are described for Team Building and Participation at each level of maturity.

2Basic

• Practice

  Assign individuals to change initiative teams based on their availability.

  Outcome

  Teams are supported by available personnel, without consideration of the skill levels required.

  Metric

  Records of team member assignment to change initiatives.

• Practice

  Assign team targets based on effective implementation of the change.

  Outcome

  The change leader is focused on effective change implementation rather than on change outcomes.

  Metric

  % of targets related to change implementation vs. the % of targets related to change outcomes.

• Practice

  Reward the team financially if all targets are met.

  Outcome

  The team is motivated to reach all targets.

  Metric

  % of change initiatives where all targets are met.

3Intermediate

• Practice

  Assign clear change roles to individuals within the change team, providing training as required.

  Outcome

  Individuals have the necessary skills and competences to carry out change initiatives, and team members are empowered to lead change initiatives.

  Metrics

  • % of team members assigned to documented roles.
  • % of team members who received training related to the change initiative needs.

• Practice

  Include key ‘influencers’ when planning change management initiatives.

  Outcome

  Change leaders target and include key ‘influencers’, which increases visibility of change and the motivation to participate in it.

  Metric

  # of key ‘influencers’ included in the change initiative.

• Practice

  Base rewards for staff on attaining achievable change outcomes.

  Outcome

  Staff are motivated to attain achievable outcomes. The focus is on change outcomes rather than on implementation targets.

  Metric

  % of targets related to change implementation vs. the % of targets related to change outcomes.

4Advanced

• Practice

  Establish teams based on stakeholder representation, complementary individual expertise, leadership qualities, interpersonal and teamwork skills, and previous success in the introduction of change.

  Outcome

  Teams are representative of stakeholders and are positioned to operate distributed leadership when appropriate.

  Metric

  % of stakeholders represented in the change team.

• Practice

  Lead by example to foster a culture of credibility, accountability, and teamwork.

  Outcome

  The change culture is promoted and personally demonstrated by change leaders, and so wins support for the change.

  Metric

  Level of team motivation, as measured in an organizational ‘climate survey’.

• Practice

  Publicly recognize the team and team member achievements in change outcomes.

  Outcome

  Public recognition given to the team and to individual member achievements motivates the team and wins support for change.

  Metric

  % of team achievements relating to change outcomes that are publicly acknowledged.

5Optimized

• Practice

  Continually review the composition and effectiveness of change teams and support for the vision for change.

  Outcome

  The composition and effectiveness of change teams are continually improved to facilitate the adoption of change.

  Metric

  # of improvements in the composition or effectiveness of change teams per annum.

• Practice

  Encourage leadership to support the vision for change in all employees.

  Outcome

  Empowering individual team members to take leadership roles in change initiatives motivates the individuals and builds support for change.

  Metric

  % of employees building support for the vision for change.

• Practice

  Extend proactive influencing of culture to the wider organization's ecosystem.

  Outcome

  Change leaders can benefit from a higher level of change management support in the wider stakeholder community, encompassing industry thought leaders, competitors, non-executive board members, key suppliers, and customers.

  Metric

  % of external stakeholders who are aware of the organization's change culture.