Change Management

SolveBoard can dramatically improve the success of organizational change by improving awareness of change and the impact it will have on employees. By improving the flow of information regarding change, you increase the engagement of employees being affected by the change. Where SolveBoard excels is promoting and enhancing the flows of information throughout an organization. This in turn provides great benefit to change initiatives and the leaders that are promoting them. Below are some examples of how SolveBoard can be used in your organization to improve change management.

Mary is a change manager. She uses SolveBoard to provide up to date information about changes occurring in the organization and how it affects employees. 

Mary has often come up against criticism in her job as a change manager, that she does not do enough to let employees know about changes and the effects it will have on them. Emails that were too long went unread, meetings that dragged on lost the interest of attendees, and other methods of informing employees had limited success. So Mary started using SolveBoard and built models that employees could access in order to get information about current and upcoming changes. With SolveBoard, employees are able to focus on the information that is important to them.

Mary indicates if information is available for a team by color coding it Violet. That way if an employee visits the model they can see right away if a change affects their group or not.

Ben is a change manager. He has developed a Change FAQ Board on SolveBoard which allows employees to ask questions and get the answers they need. 

 
Ben realizes that with every change he announces, there are a seemingly endless series of questions, rumors, and emails that flood in about the change. So instead of tackling these one by one, he decided to create a consolidated FAQ model where employees could find the topic they are looking for and ask questions about it. By reviewing previous questions and answers, employees could become better informed about the topic. Ben uses SolveBoard to support change management by increasing awareness and engagement.
Ben broke down the changes going on into separate conversations. Some of the topics had sub topics that focused on specific parts of that topic. With SolveBoard you can focus conversations on specific topics.

Brad is a VP. He uses SolveBoard to map out proposed changes for high level review. 

 
Brad is brought in frequently to make adjustments for struggling areas of the Fortune 50 organization he works for. These adjustments are often changes that need to be reviewed by several different interests within the organization before it can be approved. Brad maps these adjustments and changes out with SolveBoard so that they can be easily understood by the reviewers, speeding up the process of approval and increasing the clarity of the changes to take place. SolveBoard benefits change management by speeding up the rate at which ideas or concepts can be understood, so that they can be implemented and shared more quickly.
Brad mapped out the proposed changes by objective and changes needed to reach those objectives. Each objective and proposed change is developed in great detail which can be reviewed as needed.

Sarah is a change agent. She uses stakeholder analysis on SolveBoard to see who or what proposed changes are going to affect. 

Every day Sarah is tasked with finding out how change affects various interests within an organization. She previously did this on Powerpoint and struggled to convey the information needed to understand the impact of the change on specific elements. Then she began using SolveBoard for the same purpose to much greater effect. Now each stakeholder impact can be developed in detail along with supporting information such as impact minimization guides, proposed communications, etc. SolveBoard benefits Sarah by allowing her to use a traditional tool like Stakeholder Analysis in richer and more engaging ways.

Sarah built a complete stakeholder analysis for the upcoming IT Systems change. She color coded those stakeholders who would have to provide approval before the system can go live.

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