2 Leading Change For Results Dealer Workbook

C ATERPILLAR G LOBAL
Cat Equipment Care Advisor

CHANGE MANAGEMENT Leading Change for Results
Dealer Workbook
K. Judge
Manage Change, Maximize Success

No organization in the world can survive if it is the same today as it was yesterday. Like
you, your competitors are trying to maintain a competitive edge and making many of the
same changes that you are. So if everyone is making the same changes, what
determines the winner? The answer is the organization that uses Change Management.
Incorporating a new methodology, new tools and new business models for condition
monitoring will impact many people within the dealership and at site. It is important to
recognize this impact and manage the changes that will occur so that impacts are
positive rather than negative.
The purpose of this Leading Change for Results Dealer Workbook is to guide you
through the components of Change Management and apply them to your
implementation of Cat Equipment Care Advisor. By understanding why you need to
change, your current and desired states, defining who your targets are and how to deal
with their resistance issues – you will have the knowledge and skills needed to develop a
thorough Change Plan that will navigate and manage change most effectively.
Leading Change for Results Dealer Workbook - Page 2 of 25 – Change Management for Cat ECA
Cat ECA is a game changer. The deployment and usage of this sophisticated application
will require a focused and dedicated team as well as an incredible amount of change
management for the dealership and identified customer sites. By completing and
implementing the steps identified in this Dealer Workbook, your dealership will have a
successful deployment of Cat ECA.
Materials contained in the Dealer Workbook are considered pre-work materials and
should be completed prior to the onsite Condition Monitoring (CM) Process Assessment.
The request is for your Dealership Change Champion to lead the effort in completing the
Project Charter, develop the team structure, define the Current and Desired States,
decide upon Target Audiences and develop Key Messages. With these documents
completed, the development of specific change management activities (communication,
learning and reinforcement) will be easier to include in your dealership’s overall gap
closure plan related to the CM Process Assessment.
Change Management Steps Covered in this

Dealer Workbook
C ATERPILLAR G LOBAL Step 1
CHANGE MANAGEMENT Leading Change for Results Develop your Project
Charter
DRAFT: Dealership Project Charter
Business Case Opportunity Statement

[Dealership Name] Equipment Management/Condition By using the Cat ECA solution, [Dealership Name] will be
Monitoring strategy supports the goal to assist mining able to provide customers with a condition monitoring
customers in getting the most life and value from service that proactively provide maintenance, repair, and
Caterpillar equipment. Utilizing a new dealer delivered application management of Caterpillar customer products.
service – Cat Equipment Care Advisor (Cat ECA) – we The end result will be enhanced customer value through
will be able to combine equipment and application lower ownership and operating costs, improved production
information from multiple sources with analytics and availability, reduced warranty and industry leading product
Cat interpretive expertise to make informed support.
maintenance, repair, or component replacement
decisions.
Project Goals Project Scope

The goal of implementation of Cat ECA is to reduce the In Scope:
following:  The scope of this project should only include the start
 Maintenance and labor costs and end boundaries and the identified components of
 Repair frequency each of the steps of Condition Monitoring for
establishing successful practices.
In contrast, we plan to increase the following:
 Percentage of scheduled repairs Out of Scope:
 Maintenance revenue  Industries outside mining.
 Site specific increase in PINS and POPS-C
 MARC profit
 Machine uptime
 Brand awareness
Project Plan Team Selection

D1 : Cat ECA Overview, Gap Analysis, Change Executive Leadership:
Management (On-Site Visit) Sponsor:
D2 : Project Plan Developed & Confirmed Project Lead(s): (Dealer and Cat)
D3 : Gap Closure Activities Completed Change Management Lead:
D4 : System Deployment & Training Team Members:
D5 : System Launch
D6 : System Completion
D7 : System Recap & Lessons Learned
CHANGE MANAGEMENT Leading Change for Results Step 2
Build your Team
Structure
Team Structure
Who needs to be part of this project and included in the team? (Cat, Dealer, Customer/Site)
What leadership roles do you need to lead the change forward?
Who will lead the Change Management efforts for the project?
What Team Structure best fits your vision?
Please create your first cut Team Structure. As an example, feel free to use the “Team Structure”
page included in the Workbook Resource Guide located at the end of this document.
What resistance/issues may be generated as a result of the new team?
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Step 2
Document Current &
Desired States
Structure Process
Organization, Technology, Tools, Geography The way work flows
• What is the organizational structure – both internal and • Which processes are working and need to stay the same?
external with your proposed customers? (Both internal and with your customer)
• What tools are used? • What is the support process?
• What is the Governance Plan? • What is the issue escalation process?
• In which areas do common procedures exist?
Culture People
Beliefs, Behaviors, Rules (written & unwritten) Competencies, experiences, skills, knowledge
• Who is committed to the change? • What skills are needed for the change?
• Do people know the business impact of the change?
• What was the state of past communications and learning?
• What are the incentives to change? • What competencies are needed?
• Has sponsorship traditionally been strong? • What is the learning plan for the change?
• Does everyone agree to the change and confident about the
change?
Metrics
How success will be measured
 How do you currently measure success – for you and the customer?
 Do you have goals in place within your department or goals with other
departments?
 Are your metrics driving the right behaviors of your internal and customer
team?
Current State
Use this worksheet to help you assess the current state and understand the reasons
for the change as well as the issues that make it difficult to leave the current state.
Answering these questions help you develop the “Burning Platform” of why the
change needs to take place and ultimately – along with the Desired State – will help
you determine your Key Messages later in this Workbook.
Targets need to know “how high the flames” are in the Current State and how urgent the need is
to leave the Current State. For example: The current state no longer offers us a competitive
advantage. Customers are requiring worksites that are connected to enable them to manage
their entire machine fleet.
Why is there a need to change (problem, threat or opportunity)? What is not

working well today? What is the impact to my customer?
What processes related to the five data elements will need to be changed based
upon the use of Cat ECA?
What is the risk or downside if the change is not successful? What’s the risk of
doing nothing?
Why didn't we do this earlier?
How much time do we have to change?
What needs to be changed? What gaps need to be addressed?
How much work do I need to do with my site and customer to prepare them for
this change?
What is our current dealership strategy in this space? Does what we are wanting
to do align with this strategy? Does the organizational structure support this
change?
Current State
Now take a few minutes to document your dealership’s Current State as it relates to providing CM
services. Examples of each area are provided to get you started.
Structure: Current organizational structure, performance management system, the geographical

locations and Information Technology systems and tools that people use to do their jobs.
Process: The workflow in place that describes how the work is done. People: The skills of the
workers, their competencies, knowledge, training and experience. Culture: The organization’s
beliefs and the resulting behaviors and the rules that drive those beliefs and behaviors (both
written and unwritten rules). What Metrics are currently being measured?
Structure - Organization, Technology, Tools, Geography

 Example: Equipment Management/CM team sits in separate locations in building
 Example: Technology used for CM services is in multiple locations and manually labor
intensive
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Process - The Way Work Flows

 Example: The routing of recommendations includes multiple contacts before reaching the
customer/site planner; no current process in place for feedback as to what fixed the issue
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People - Competencies, Experiences, Skills, Knowledge

 Example: CMA training consists mostly of on the job training with no ongoing formal learning
development plan or future responsibilities or job growth
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Culture - Beliefs, Behaviors, Rules (Written or Unwritten)

 Example: Dealership leadership does not fully understand the value of dealer provided CM
services
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Metrics – How success will be measured

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Structure Process
Organization, Technology, Tools, Geography The way work flows
• Who owns the final product or process? • What processes will stay the same and not change?
• What are the organizations needs to support the change? (Both internal and with your customer)
• What are the roles/responsibilities needed? • What new/updated processes will be needed?
• How will the work flow?
Culture People
Beliefs, Behaviors, Rules (written & unwritten) Competencies, experiences, skills, knowledge
• What will people believe is important? • What skills or competencies will be needed to be successful?
• What kind of rules will they follow? • Are there any core experiences that are required?
• Are there any experiences that need to be gained?
• What is needed to prepare the customer for this change?
Metrics
How success will be measured
 How will you measure success going forward – for you and the customer?
 Do you need to have new goals in place within your department or goals with
other departments?
 Will your metrics drive the right behaviors of your internal and customer team?
Desired State
Use this worksheet to define your Desired State as clearly as possible.
What is your Desired State? What needs to be changed to reach the Desired
State? What gaps need to be addressed?
What does success look like?
How does the change fit into the overall dealership’s equipment management
strategy? From an organizational standpoint, what needs to change structurally?
What elements of the Desired State (if any) are negotiable?
How long will it take to reach the Desired State?
What impact will this have on your customer in terms of People, Process, Culture
and Structure?
Desired State
Now take a few minutes to document your dealership’s Desired State as it relates to providing
CM services. Examples of each area are provided to get you started.
Will the change result in a different Structure? Will reporting relationships be different? Will the
geographical structure and operations be different? Will different tools and technology be used?
Will the change result in a different Process flow for any of the operations? Will the change
result in a requirement for different competencies, education, and learning or experience levels of
the People? Will the change require new beliefs or behaviors (Culture) in the organization or
parts of the organization? The metrics should indicate when the Desired State is achieved.

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Step 3
Plan for the Delta State
Delta State
The Delta State is the time it takes to move from the Current State to the Desired State.
What can happen in this phase is the lack of production within the organization. Ensuring
you have a solid Change Plan in place can lessen the time you spend in this phase.
So in the Delta State, you must deal with the productivity dip. This dip is unavoidable
and an inevitable reality. If the dip is too severe and threatens the well-being of the
organization, it is possible that it will reach what is known as the “danger point”. This is
the place where trying to make the changes that improve the organization can damage
the organization. If the dip in the Delta becomes too great, you can do the following:
 Stop the change

 Slow it down
 Change the scope (Downwards)
 Add resources
How do you define the Delta State? What does it look like so that you know you
are there? How will you minimize the time in this state?
Steps 4-54-5
Steps
Identify Target
Identify Audiences
Target &
Audiences
their Resistance Issues
& Resistance
Target Audiences & Resistance

List individuals and groups that need to:
 Understand the change
 Manage the change
 Work with people
 And are affected by the change
The list will provide the foundation for identifying any resistance
issues from the target’s perspective. As the list develops, consider
noting supporters, resisters, fence sitters, and their issues.
This list will provide a foundation for your communication plan,

learning/training plan and recognition/reinforcement plan. Be sure
to include both internal and external (customer) target audiences
K.
Judge and potential resistance issues.
Target Group Resistance / Issue from the target’s perspective

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Step 6
Develop Change Plan
Change Plan – Communications, Learning or Reinforcement
Key Messages or if
learning => Feedback
Desired
Resistance Issue Educational Loop
Target Group C-L- Action Target Result -
or Objectives Resources
or Individual R? Needed Date Success
Issue Number =>Desired
Metric
Behavioral Results
if Reinforcement
Create Key Messages

These are the key message that your leadership will use in explaining why you are
undertaking this change and completing this project. Use information from your Current
and Desired States to create these messages.
Describe the vision or where you want to go

 Summarize the benefits of the change or why it is being undertaken
For example: Condition Monitoring provides one of the best means to demonstrate the
total value of the Cat dealer and Cat products. Using Cat Equipment Care Advisor, our
dealership can:
 Identify potential problems or conditions early – before they lead to machine
shutdowns
 Increase customers long term profitability
 Provide a competitive advantage
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Leading Change for Results
Workbook Resources
Project Charter Resource Template
Business Case Opportunity Statement

The Business Case explains the rationale for proceeding The Opportunity Statement establishes the burning platform
with the project and the benefits to be achieved in doing for the project, why the change is needed and what are the
the project. Questions to answer include: pains or gaps to be resolved by doing this project. Questions
to answer include:
 Why should we do this project?
 What’s in it for the Business?  What is the problem? What is the “pain”?
 How does it align with Strategic Areas for  What is the gap to customer expectations?
Improvement (SAIs), Key Business Activities (KBAs)  What is not meeting customer needs?
or Critical Success Factors (CSFs)?  What is the impact on the dealership?
 How big is the problem?
Project Goals Project Scope

The Project Goals (or sometimes referred to as the Goal The Project Scope sets the boundaries and limitations of the
Statement) explain where you want to go with the project. project and the change to take place. In completing this
Questions to answer include: portion, you have a portion that is “In Scope” and a portion
that is “Out of Scope”. Questions to answer include:
 What are the expected results?
 What are the “Y” indicators and “X” indicators?  What is the product/service/process you are trying
Y = Intended outcome or goal to influence?
X = Factors, Indicators, Processes that influence  What are the boundaries of each?
Y  What is the start and stop of the project?
 What is “out” of scope?
 What authority do you have or need?
Project Plan Team Selection

The Project Plan outlines when the project will be The Team Selection defines who is going to be helping with
completed and the steps needed to complete the project. the project and the role they play in achieving the desired
Questions to answer include: result. All leadership roles should be defined in this section.
Questions to answer include:
 What is the high-level Project Timeline?
 How are you going to get the work done?  Who are the team members?
 When are you going to complete the work?  What are their responsibilities?
 What tasks or groups of tasks do you need to  Are the Process Owners and Key Stakeholders
complete? represented on the team?
 Who from the customer side need to be included?
 What other departments within the dealership need
to be included? (Ex. Sales, Parts, Service, HR,
Product Support, Marketing, Communications, Site,
IT, etc.)
C ATERPILLAR G LOBAL Current State
CHANGE MANAGEMENT Leading Change for Results Exercise Aide
Current State Guiding Questions

Examples to include here: Governance plan
Who owns the processes and the product?
What tools are used?
How is the organization set up? How do the departments interrelate?
Who provides support?
 Ex: Insufficient manpower to support our processes today
 Ex. Our siloed organizations reduce the ability to work together
 Ex. Organizational structure drives inconsistency between operating units

In which areas do common procedures exist?
What areas have varied processes?
Which processes are working and need to stay the same?
Which processes are broken?
What is the support process?
What is the issue escalation process?
Will everything be deployed at one time?
 Ex. Processes are inconsistent across facilities, no standard work
 Ex. Safety is a stand alone process
 Ex. Business processes have conflicting safety goals
 Ex. Processes at site are different than at dealership

Who is committed?
What was the state of past communications and learning?
What was the timing of past system deployment?
What are the incentives to change?
Is everyone in agreement and confident about the change?
Has sponsorship traditionally been strong?
Who pays? What do targets believe?
 Ex. Employees are risk adverse
 Ex. There is a lack of responsibility and accountability for improving parts sales and follow-up
 Ex. There is a tendency to blame the employee for management decisions
 Ex. Lack of trust at site by the customer

Are skill levels varied?
Do targets (supplier, dealers, and other departments) know the business impact? Technical impact?
What competencies do Cat employee’s need?
What skills do Cat employee’s lack?
 Ex. Lack basic marketing training
 Ex. Employees are unaware of potential opportunities or how to capture
 Ex. Managers lack the skills to evaluate success
How will you know when you achieve success? What does success look like? How will the change be sustained?
What are the current metrics, if any?
 Ex. There are no current metrics to measure success or Currently we measure success only by MTBS which is not
enough
CHANGE MANAGEMENT Leading Change for Results Desired State
Exercise Aide
Desired State Guiding Questions
Desired State
Project, Program, Initiative:
Date:
Who owns the final product or process?
Describe how the organization needs to change to support the change:
Who should provide support?
What must our systems (technology) look like?
What are the requirements for our physical tools and resources?
What roles and responsibilities will be needed?
What strategy does this change support?
Who will be the process owner?
Process - The way work flows

What processes will stay the same and not change from today?
What new/updated processes will be needed?
How will the work flow?
What are your processes for training people?
What will the new processes look like using Cat ECA?
Are there changes in safety processes regarding the five data elements (electronic, fluids, inspections, repair, site)?
Culture - Beliefs, Behaviors, Rules written or unwritten
What will people believe is important?
What kind of rules (written and unwritten) will they follow?
People - Competencies, experiences, skills, knowledge

What skills or competencies will be needed to be successful?
Are there any core experiences that are required?
Are there any experiences that need to be gained?
How will you maintain people in their positions? How will you continue to grow and develop people?
How will you train new people in new positions?
Metrics - How success will be measured

What are the metrics needed?
What are the target metrics? How will you know you have met the targets?
Team Structure
C ATERPILLAR G LOBAL Exercise Aide
Team Structure
Who would you appoint to the project team?
(Product Support Example: Consider Dealer Principal, Vice President of Product Support, PS
Sales/Parts/Services Manager, Technical Services Manager, On-site Change Management Champion,
Dealer Deployment Project Manager, Condition Monitoring Analysts, IT Manager, Marketing and
Communications Manager, HR Manager, Training Manager, Industry Division Leads, Component Rebuild
Center personnel, Site Manager, Site Maintenance Supervisors, Site Inspectors, Site Planner/Scheduler,
Safety Managers, and other Project Team Members as well as roles & responsibilities, expertise, support,
and team dynamics)
Sample Dealer Product Support Cross-Functional Team Struc
Executive Sponsor
e t)
pl char Dealer Principal
xamorg
E n a
ot
(N Departmental Sponsor
COO/VP Product Support
Cat ECA Deploym
Coordinator
Caterpillar and Dealer Sponsor/Project Manager
Change Management Lead Dlr Deployment Manager Cat DSD/Cat Indu
Contact
Change Portfolio Project Teams

Management Management Single and/or Multiple In
Communication Plan Project Tracking
Education/Learning Plan Metrics
Reinforcement/Reward Plan Measures
Product Support Methodology Milestones
Team Lead
Caterpillar, Dealer and Customer Implement
education, training workshops Sustain
and support Budget/Funding Customer Management
IT Manager
Human Resources
Marketing and Communicat
Industry/Marketing Specialis
Operations
Prime Product Sales
Product Support Sales
Parts & Service Manager
Cat SME
Site Personnel
Questions for use to understand the Resistance Issues of your Targets
1. How do they see the relationship or integration of the changes they are facing?
2. What is their level of understanding of the overall plan for the change(s)?
3. What is their tolerance level for interruptions to their productivity or output?
4. What is their level of confidence and trust in the change sponsor(s) for this
change?
5. How will they view the capability of the change sponsor(s) to effectively lead the
change?
6. How will they view the way the change sponsor(s) are held accountable for the
change?
7. What is their level of confidence and trust in the change agent(s) for this change?
8. How will they view the capability of the change agent(s) to effectively lead the
change?
9. How will they view the way change agent(s) are held accountable for the
change?
10. What is their inclination or orientation to change?
11. What has been their level of resistance to change in the past?
12. What is their level of understanding of their role in the change?
13. What are any core beliefs that may drive behaviors that conflict with those
required in the Desired State?
14. How rigid or stable has the existing culture been in the past few years?
15. What has been their experience with previous changes?
16. What is their view of how the organization has handled change in the past?
17. What is their view of how this change will be handled?
18. What competing initiatives or other work responsibilities are impacting their ability
to change?
19. What training, skills or other knowledge do they need to change and how will
they get it?
General Change Management Roles
Change Sponsor – Owns the change

 Two types:
 Authorizing Change Sponsor – Key leadership that has made the decision for the
change to take place and fully supports it with all needed resources
 Reinforcing Change Sponsor – Agrees with the decision to change and fully supports
it out into the organization
 Must deal with people by:
 Staying involved – attending appropriate project meetings, reviewing project status,
participating in communication, learning and reinforcement activities
 Acknowledging achievements and efforts of the project team – then share them with
other dealership leaders and departments
 Communicating frequently with impacted employees – face-to-face and site visits when
possible
 Updating impacted staff on “what you can expect to happen and when” – with a
constant focus on “what the end game looks like”
 Enabling impacted employees to participate in the deployment process as much as
possible
 Being accessible to the team and helping Targets deal with their issues – ask questions
and be a sounding board
 Must understand the change by:
 Providing overall direction and support for the change/deployment implementation
 Communicating expectations and feedback from other executives
 Taking the time to understand the solution
 Identifying conflicts with other projects that may impact the team – then lead the project
forward
 Continuing to build support and reinforce key messages with Site Management and
staff; resolve differences in perceptions and address areas of resistance
 Telling managers how they can support the change being clear on expectations
regarding change
 Communicating project progress to all executives
 Ensuring consistent messages are being sent by managers to impacted employees
 Reinforcing reasons for change, risk of not changing and what the future will be like
 Demonstrating that they are committed and passionate about the change
 Showing how this change fits into the framework of a larger change and/or how the
change integrates with all other changes happening in the organization
 Must manage the change by:
 Allocating the resources required for this change – includes time, money and people
 Identifying and empowering effective Change Agents
 Making sure the required Change Management systems are available –
Communications, Learning and Reinforcement/Reward
Change Agents – Facilitates the change

 Operates as dedicated implementers of change and assists with focused tasks during the
change implementation
Change Targets – Focus of the change

 Individuals directly impacted by the change requiring them to do things differently than before
 Need to know why the current state is no longer an option, what the desired state looks like
and how they will make the transition
Other Target Group Roles

Cat ECA Deployment Coordinator for Dealer Deployment
 Serves as the Caterpillar and Dealer main point of contact to ensure a successful deployment
of Cat ECA to the dealer
 Facilitates all deployment activities beginning with the on-site CM Process Assessment
through data on-boarding for Dealer and Customer/Site
 Engaged through training?
 May be DSD or Industry person
Cat ECA Condition Monitoring Consultant (CMC)

 Supports the dealer through deployment by providing in-depth learning of Cat ECA – its
processes, functionality and capabilities
Sponsor Contract for the Successful Deployment of Cat Equipment Care Advisor
The management of [insert Dealership name], as Sponsors of the Deployment of Cat ECA, agree to the
following required behaviors, in order to ensure a successful deployment:
Change Process
As the Sponsor:
 Conflicting or confusing goals among departments will be worked out and aligned.
 Resource constraints will be accepted as a normal part of the change process and a plan
developed to eliminate constraints.
 Decisions made regarding action steps will keep the two-fold goal of making major changes and
supporting the ongoing business as the framework.
Communications
As the Sponsor:
 Make sure all Targets understand the changes needed by receiving the information they need.
 Use every opportunity, formal and informal, to express support for the changes that will take place.
 Express all concerns regarding the changes objectively, constructively, and in reference to the
project, not to individuals.
 Ensure that communication about the change sent down throughout the organization is accurate
and consistent.
 Actively solicit feedback on the issues and concerns of all identified Targets.
 Never send messages that imply the reason we are changing is because past individuals or groups
were incorrect.
Learning
As the Sponsor:
 Demand the skills, knowledge, and behaviors are in place to properly support the change
throughout the company.
 Understand and accept the hit on short-term goals caused by the learning time and effort.
 Commit to learning the information and skills required of everyone in the Desired State.
 Demand that all learning and skill training be designed and carried out with the two-fold objective of
being as easy as possible and as safe as possible.
 Support the training efforts by being at the beginning and/or end of every training session to tell
people why they are there and what is expected of them. Put the training into the framework of the
overall change.
Reinforcements
As the Sponsor:
 Recognize and reinforce the smallest movement forward towards the goals of the changes.
 Use performance objectives, both formal and informal, to reflect the Desired State results. Hold
direct reports accountable for the business as usual, as well as the change.
 Everyone in the company is responsible not only for whether these changes are made, but also for
how well they are made.
We agree to and accept the management behavior guidelines as set forth in this document and agree to
have this as part of our performance appraisal process.
Name _____________________________________________ Date _____________
Name _____________________________________________ Date _____________
Name _____________________________________________ Date _____________

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C ATERPILLAR G LOBAL

Cat Equipment Care Advisor

Manage Change, Maximize Success

Change Management Steps Covered in this

Business Case Opportunity Statement

Project Goals Project Scope

Project Plan Team Selection

What resistance/issues may be generated as a result of the new team?

Why is there a need to change (problem, threat or opportunity)? What is not

Why didn't we do this earlier?

How much time do we have to change?

What needs to be changed? What gaps need to be addressed?

Structure: Current organizational structure, performance management system, the geographical

Structure - Organization, Technology, Tools, Geography

Process - The Way Work Flows

People - Competencies, Experiences, Skills, Knowledge

Culture - Beliefs, Behaviors, Rules (Written or Unwritten)

Metrics – How success will be measured

What does success look like?

What elements of the Desired State (if any) are negotiable?

How long will it take to reach the Desired State?

Structure - Organization, Technology, Tools, Geography

Process - The Way Work Flows

People - Competencies, Experiences, Skills, Knowledge

Culture - Beliefs, Behaviors, Rules (Written or Unwritten)

Metrics – How success will be measured

 Stop the change

Target Audiences & Resistance

This list will provide a foundation for your communication plan,

Target Group Resistance / Issue from the target’s perspective

Create Key Messages

Describe the vision or where you want to go

Leading Change for Results

Business Case Opportunity Statement

Project Goals Project Scope

Project Plan Team Selection

Structure - Organization, Technology, Tools, Geography

Process - The Way Work Flows

Culture - Beliefs, Behaviors, Rules (Written or Unwritten)

People - Competencies, Experiences, Skills, Knowledge

Desired State Guiding Questions

Process - The way work flows

People - Competencies, experiences, skills, knowledge

Metrics - How success will be measured

Sample Dealer Product Support Cross-Functional Team Struc

Change Portfolio Project Teams

Questions for use to understand the Resistance Issues of your Targets

3. What is their tolerance level for interruptions to their productivity or output?

10. What is their inclination or orientation to change?

12. What is their level of understanding of their role in the change?

15. What has been their experience with previous changes?

17. What is their view of how this change will be handled?

General Change Management Roles

Change Sponsor – Owns the change

Change Agents – Facilitates the change

Change Targets – Focus of the change

Other Target Group Roles

Cat ECA Condition Monitoring Consultant (CMC)

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