Reference no: EM133110811

Assignment

• Consider your own workspace (team/division/department etc. ). Within this space consider an important change that needs to take place to improve the environment (ensure that it something with your circle of control and/or influence).

• Describe how you would plan/have planned this change to create sustainable value in your environment.

• Using the Cope 7C framework and making reference to the numerous models/tools that were explored in the Masterclass sessions (e.g. "McKinsey 7S framework", "Higgins 8S alignment model", the "Business Model Canvas", the "Value Proposition", the "SPACED framework" etc.), show how you would action the change project. You should consider yourself as a Strategic Business Partner. Show how you would go / are going about making this change using the following key topics:
Context:

• Describe the context of the work environment. Hint use the Business Model Canvas as a guideline to assist you in describing the business functions purpose, its key partners (suppliers and customers - internal and external) and the value proposition of the function.
Change project:

• Describe what the proposed change project is and what problem it will address using the Cope 7C framework as a foundation (include your knowledge of the tools, models and framework covered in the module) to assist your analysis/plan. Hint: use the stages listed in the assignment document and its associated questions to address this section (you are not limited to these questions - they are meant for guidance and direction).
Critical Reflection:

• Discuss the generic benefits and challenges of using models and consulting frameworks to guide the SBP process and thereafter provide a critical reflection on using the Cope 7C framework and the various models, frameworks and tools (e.g "McKinsey 7S framework", "Higgins 8S alignment model", the "Business Model Canvas", the "Value Proposition", the "SPACED framework") to conduct a change project as a SBP.

Assignment

Stage 1 - Questions
• Change project:
• Use Cope 7C framework stages and its associated questions to address this section (you are not limited to these questions - they are meant for guidance and direction).
• Stage one: Client (Defining the clients orientation of the problem)
• What is the problem or reason for the project/change? Why has the problem surfaced? What are the implications of doing nothing?
• Who is the real/end "client" and what is the level of ‘buy-in' to the proposed project? Who are the end consumers (people who will be affected) and what is this their support for the project?
• What trade-offs will have to be made to deliver the final change (what will have to be given up)? How will things be different or better once the project is complete?
• What concerns do you have about the project? What is the background/what has it been tried before?
• How will you know when it has been successful?

Assignment

Stage 2 & 3 - Questions
• Stage Two: Clarify (Determining the nature and detail of problem)
• What is the reason for the current situation? What evidence do you have indicate that there is a problem? How sure are you as to the cause of the problem?
• What concerns do you have about factors that might impact of the project? What concerns would the consumers or users of the change voice about what will happen? What are thepossible side-effects that could arise from undertaking the project?
• Who else is involved in the change - do they support it? Who can stop the change from being successful?
• What are the unspoken or shadow issues that might cause the change to fail?
• Stage Three: Create (Create solution with clear success criteria)
• What constraints are there on any proposed solution? What are the criteria for successful solution? Is there anything we cannot do?
• What is the budget and timescale?
• What have you thought of already? What has been tried before?
• What risks are you prepared to take? What flexibility is there in any proposed solution? How do you know when you see the right solution?

Assignment

Stage 4 & 5 - Questions
• Stage Four: Change (Consider human factors in the change)
• Who will be impacted by the change? What will their response be?
• What methods would you be prepared to use to implement the change?
• Will you have the necessary power to effect successful change? What other the changes are taking place that will impact on your program?
• What standard engagement or deployment process will you be following? Which aspects of the change will you not be managing?
• Where is the power to affect a change held? What is the full cost involved in affecting the change successfully
• How will you segment or have you segmented those people who will and will not resist and who the key influences might be?
• Stage Five: Confirm (Ensuring change has taken place - measurements)
• What kind of measurement is needed to be in place and how important is the measurement? Would you use quantitative or qualitative measures? Who will undertake the measurement?
• How will you measure your end consumer's buy-in to the change? How will measure your performance?
• What measures have been used in the past? How long will the measurements continue

Assignment
Questions
• Stage Six: Continue (Ensuring the change is sustained)
• How long do you want the change to last? Has this been tried before - did it last - if not why not?
• What can be done to ensure that the change will last? Are you prepared to invest in things that will make it last? Are there resources in place to support any change?
• What responsibilities will need to be / have been defined to maintain a change once it is complete?
• Is there anyone who will try to eradicate the change once it is complete?
• Stage Seven: Close (End the engagement - understand final outcomes)
• What does a "good finish" look like? Once the change is complete, what differentiated value will have been added?
• What can be learned from this exercise? How can this learning to be used elsewhere?
• What can be done to ensure that environment is not dependent on you once the change is complete?