Ready to Master Change? Start with the Right Template

Change is constant, but successful navigation requires a plan. A robust change management process template is your roadmap. This listicle unveils seven leading models to guide your organization through transitions effectively. From Kotter’s 8-Step to ITIL and Agile frameworks, discover the change management process template that best suits your needs, whether you’re a Project Manager, Jira Admin, IT Service Agent, or HR Professional. Learn to implement these structured approaches to minimize resistance and achieve your 2025 objectives.

1. Kotter’s 8-Step Change Management Process

When searching for a robust change management process template, Kotter’s 8-Step Change Management Process frequently emerges as a leading framework. Developed by Dr. John Kotter, a renowned Harvard Business School professor and change leadership expert, this model offers a structured, sequential approach to effectively implementing organizational change. It’s recognized for its emphasis on the human side of change, addressing both the logical and emotional responses individuals have when faced with new ways of working. This methodology stands out due to its comprehensive nature, guiding leaders through the entire lifecycle of a change initiative, from initial conception to full integration.

At its core, Kotter’s model is built on the premise that successful change typically unfolds in a series of phases that must be managed in a specific order. Skipping steps can create problems that are difficult to rectify later. The eight distinct phases are:

1. Create Urgency: This foundational step involves making the status quo seem more dangerous or less appealing than embracing change. It’s about helping people see the need for immediate action, often by highlighting potential crises, emerging opportunities, or competitive threats. For project managers or IT leads, this could mean demonstrating how an outdated system is hampering team productivity or exposing the organization to security risks.
2. Form a Powerful Guiding Coalition: Change needs champions. This step focuses on assembling a group with enough power, credibility, expertise, and leadership to drive the change effort. This coalition should include key stakeholders, influential leaders, and respected team members who can work together effectively.
3. Create a Vision for Change: A clear, concise, and compelling vision helps everyone understand why the change is happening and what the future will look like. This vision, along with concrete strategies for achieving it, serves as a guiding star throughout the process.
4. Communicate the Vision: The vision must be communicated frequently and powerfully, through various channels and by all members of the guiding coalition. The goal is to ensure that employees at all levels understand and accept the vision and strategy.
5. Empower Broad-Based Action (Remove Obstacles): Identify and remove barriers that might hinder the change. This could involve changing structures or systems that undermine the vision, encouraging risk-taking and creative problem-solving, or providing necessary training and resources.
6. Generate Short-Term Wins: Change is a marathon, not a sprint. Creating visible, unambiguous successes early in the process provides proof that the change is working, builds momentum, and rewards the efforts of those involved. For agile teams, these wins can align with sprint successes or milestone achievements.
7. Consolidate Gains and Produce More Change (Don’t Let Up): After early wins, it’s crucial to build on that momentum. Use the increased credibility to tackle bigger challenges, introduce more changes that support the vision, and further embed the new ways of working.
8. Anchor New Approaches in the Culture: The final step is to make the change stick by integrating it into the organization’s culture – the norms, values, and shared behaviors. This involves demonstrating the positive impact of the new ways of working and ensuring that leadership development and succession planning support the transformed culture.

Why Choose Kotter’s Model?

This model earns its place in any discussion of change management process templates due to its well-researched academic foundation and proven track record across diverse industries. Its clear, sequential structure makes it relatively easy to follow, even for those new to formal change management. A key strength is its balanced approach, addressing not only the strategic and operational aspects of change but also the critical emotional and psychological journey of employees.

Features & Benefits:

• Eight Sequential Steps: Provides a clear roadmap from urgency creation to cultural integration.
• Leadership Coalition Building: Emphasizes the necessity of strong, influential leadership.
• Focus on Communication & Vision: Ensures alignment and understanding across the organization.
• Built-in Short-Term Wins: Crucial for maintaining motivation and demonstrating progress.
• Cultural Integration: Aims for lasting change by embedding it into the organizational fabric.

The benefits include a higher likelihood of successful change adoption, improved employee engagement during transitions, and a more systematic way to navigate complex transformations.

Pros:

• Well-researched and academically validated.
• Clear, sequential structure is easy to understand and implement.
• Addresses both rational and emotional aspects of change.
• Proven track record across various industries and types of change.
• Comprehensive, covering all critical phases of a change initiative.

Cons:

• Can be time-consuming, potentially making it less suitable for extremely urgent, rapid changes.
• Its top-down approach may not suit all organizational cultures, particularly those that are highly decentralized or prefer bottom-up initiatives.
• The linear nature may not perfectly fit complex, iterative changes where adaptability and learning-as-you-go are paramount.
• Requires strong, consistent leadership commitment throughout all eight stages.

When and Why to Use This Approach:
Kotter’s model is particularly effective for large-scale organizational changes such as cultural transformations, strategic shifts, major system implementations, or restructurings. It is best utilized when there is a clear need for a methodical, top-down approach and when leadership is prepared to invest significant time and resources in guiding the process. For Jira administrators or project managers overseeing system upgrades or process overhauls, this model provides a thorough checklist to ensure all bases are covered.

Examples of Successful Implementation:
Companies like General Electric under Jack Welch utilized principles aligned with Kotter’s model for its significant cultural transformation. More recently, Microsoft’s strategic shift to a “cloud-first, mobile-first” company involved many elements of creating urgency, forming coalitions, and anchoring new approaches. Procter & Gamble has also employed structured change methodologies for its various organizational restructurings over the years.

Actionable Tips for Readers:

• Don’t Skip Steps: Even if the timeline is tight, each step serves a critical purpose. Cutting corners can jeopardize the entire effort.
• Invest Heavily in the Guiding Coalition: This group’s strength and influence are paramount. Ensure they have the authority, expertise, and respect needed.
• Communicate the Vision Repeatedly and Consistently: Use multiple channels and ensure messages are aligned. Kotter suggests overcommunicating by a factor of ten.
• Plan for Quick Wins: Actively look for opportunities to achieve and celebrate early successes to build momentum and belief.
• Measure Progress at Each Step: Define metrics to track progress and make adjustments as needed.

While Kotter’s model comprises eight distinct steps, the following infographic highlights three particularly pivotal phases that encapsulate the journey: the initial impetus (Create Urgency), maintaining forward thrust (Celebrate Quick Wins), and ensuring lasting impact (Anchor Change into Culture).

This visual flow underscores the necessity of a strong start to overcome inertia (Create Urgency), the power of intermediate successes in sustaining effort and belief (Celebrate Quick Wins), and the ultimate goal of making the change a permanent, unquestioned part of the organizational DNA (Anchor Change into Culture). These three points represent critical leverage points within the broader 8-step sequence.

To gain further insight directly from the source, consider this overview of Dr. Kotter explaining his approach:

In summary, Kotter’s 8-Step model provides a comprehensive and time-tested change management process template that, when diligently applied, can significantly increase the chances of successfully navigating and embedding organizational change. Its structured nature offers clarity and guidance, making it an invaluable tool for leaders and teams tasked with transformation.

2. ADKAR Change Management Model

The ADKAR Change Management Model, developed by Jeff Hiatt of Prosci, stands as a cornerstone in the world of change management, offering a powerful and individual-focused change management process template. Unlike models that primarily address organizational-level changes, ADKAR hones in on the personal journey individuals undertake when faced with transitions. It recognizes that organizational change is ultimately the cumulative result of successful individual changes. This model is built upon five sequential building blocks – Awareness, Desire, Knowledge, Ability, and Reinforcement – each representing a critical milestone an individual must achieve for change to be successful and sustainable.

At its core, ADKAR provides a structured framework to understand and manage the human side of change. Let’s break down how it works:

1. Awareness: This initial stage is about understanding the why behind the change. Individuals need to be aware of the nature of the change, why it’s happening, and the risks or consequences of not changing. For Jira Cloud Administrators or IT Service Management Agents, this could mean understanding why a new workflow or ticketing system is being implemented.
2. Desire: Awareness alone isn’t enough. Individuals must personally want to support and participate in the change. This element addresses personal motivation and the “What’s In It For Me?” (WIIFM) factor. Agile Software Development Teams might develop a desire for a new development methodology if they understand how it will reduce roadblocks or improve code quality.
3. Knowledge: Once desire is established, individuals need to know how to change. This involves providing the necessary training, information, and education on new processes, systems, or skills required. Project Managers and Team Leads play a crucial role here, ensuring their teams have access to the right learning resources.
4. Ability: Knowledge translates into action in this stage. Ability is about demonstrating the capability to implement the required skills and behaviors associated with the change. This is where individuals practice and apply what they’ve learned. For HR and Operations Professionals introducing a new performance management system, this means employees can effectively use the new platform and processes.
5. Reinforcement: The final, crucial stage focuses on sustaining the change. This involves implementing mechanisms to ensure the change sticks, such as recognition, rewards, feedback, and celebrating successes. Without reinforcement, individuals may revert to old habits.

Why ADKAR Deserves Its Place and When to Use It

The ADKAR model is a highly respected change management process template because it directly addresses the most common point of failure in change initiatives: individual adoption. It’s particularly effective when:

• Individual adoption is paramount: For changes like new software rollouts (e.g., a new Jira configuration), process standardizations, or cultural shifts, success hinges on each person embracing the new way.
• Diagnosing resistance: Its assessment tools for each element help pinpoint where individuals are struggling, allowing for targeted interventions.
• A structured approach to personal transition is needed: It provides a clear, step-by-step guide for leading individuals through change.
• Measuring progress is important: Each ADKAR element represents a measurable outcome, allowing change leaders to track progress.

For Jira Cloud Administrators, this model can guide the rollout of new project configurations or automation rules. Project Managers can use it to manage team transitions to new methodologies or tools. IT Service Management Agents can apply ADKAR when implementing new ITIL processes. Agile teams can leverage it during transformations, and HR/Operations can use it for anything from new policy introductions to system upgrades.

Features and Benefits:

• Individual-level change focus: Directly addresses personal transitions.
• Five sequential building blocks: Provides a clear, logical progression.
• Assessment tools: Allows for diagnosing barriers at each ADKAR element.
• Barrier identification and removal: Offers a structured way to overcome resistance.
• Reinforcement mechanisms: Built-in focus on sustainability.

The benefits include a deeper understanding of the individual psychology of change, a clear diagnostic framework, scalability from individuals to entire organizations (by aggregating individual results), and a strong emphasis on achieving lasting change through measurable outcomes.

Pros:

• Effectively addresses the individual psychology and journey of change.
• Provides a clear, simple, and actionable diagnostic framework.
• Scalable from individual coaching to large organizational initiatives.
• Strong focus on sustainability through the Reinforcement stage.
• Outcomes at each stage are measurable, allowing for targeted interventions.

Cons:

• May oversimplify complex, systemic organizational dynamics if used in isolation.
• Effective implementation often requires training for managers and change practitioners.
• Can be resource-intensive to apply thoroughly across very large populations.
• Has less explicit focus on broader systemic or organizational barriers compared to some other models.

Examples of Successful Implementation:

• IBM’s agile transformation: IBM utilized ADKAR principles to help its vast workforce understand the need for agile (Awareness), foster a willingness to adopt new practices (Desire), provide training (Knowledge), support skill development (Ability), and reinforce agile behaviors (Reinforcement).
• Shell’s digital workplace implementation: Shell applied ADKAR to ensure employees not only knew how to use new digital tools (Knowledge, Ability) but also understood the benefits and wanted to use them (Awareness, Desire), with ongoing support to make the changes stick (Reinforcement).
• Johnson & Johnson’s process standardization: J&J used ADKAR to guide employees through changes in standardized processes across different departments and regions, ensuring individual buy-in and consistent application.

Actionable Tips for Readers:

1. Utilize ADKAR Assessments: Regularly assess where individuals or groups are within the ADKAR sequence to identify specific barrier points.
2. Address Barriers Sequentially: Ensure an element is achieved before moving to the next. For example, don’t start training (Knowledge) if individuals don’t yet understand why the change is necessary (Awareness).
3. Customize Interventions: Tailor your change management activities to address the specific ADKAR element that is weak. If Desire is low, focus on WIIFM and incentive structures.
4. Empower Managers: Train managers and supervisors to act as change agents using the ADKAR framework to support their direct reports.
5. Plan for Reinforcement Early: Develop reinforcement strategies and mechanisms before the change is implemented to ensure long-term adoption.

The ADKAR model, popularized by Jeff Hiatt and Prosci, provides a robust and practical change management process template for anyone leading or experiencing change. For more detailed information, official resources, and certifications, visit the Prosci website.

3. McKinsey 7-S Framework for Change

When your organization faces significant transformation, your change management process template needs a tool that addresses all interconnected parts. The McKinsey 7-S Framework is precisely that—a holistic diagnostic model. Originally for organizational analysis by McKinsey consultants like Tom Peters and Robert Waterman, it’s now a staple in change management. It ensures seven key organizational elements—Strategy, Structure, Systems, Shared Values, Style, Staff, and Skills—align with change objectives, proving invaluable for Project Managers, HR Professionals, and IT Leaders.

The 7-S Framework examines seven vital, interconnected organizational elements. ‘Shared Values’ sit at the core, influencing the other six: Strategy, Structure, Systems, Style, Staff, and Skills.

It distinguishes between ‘hard’ (tangible) and ‘soft’ (less tangible, culture-driven) elements:

• Hard Elements:
  • Strategy: The organization’s documented plan to achieve and maintain competitive advantage.
  • Structure: The formal organization chart, departmental divisions, and reporting lines.
  • Systems: The daily procedures, operational processes, and IT infrastructure that enable work.
• Soft Elements:
  • Shared Values (Superordinate Goals): The core beliefs, mission, and cultural norms that shape behavior. These are central and influence all other elements.
  • Style: The leadership approach, management behaviors, and overall operational conduct of the organization.
  • Staff: The employees themselves, their demographics, capabilities, motivation, and how they are developed and rewarded.
  • Skills: The organization’s distinctive competencies and the collective skill sets of its workforce.

The core principle is interdependence: a change in one element impacts others. Effective organizational change requires harmonizing all seven elements. For instance, introducing a new IT system (a ‘Systems’ change) might necessitate new ‘Skills’ for ‘Staff’, adjustments to team ‘Structure’, and a ‘Style’ of leadership that encourages adoption. This framework helps your change management process template by identifying necessary adjustments across these elements to support new directions, ensuring a more cohesive and successful transformation.

Features and Benefits (Pros)

Using the McKinsey 7-S Framework provides key advantages for any change initiative:

• Comprehensive Organizational View: It encourages a holistic assessment, moving beyond just one or two aspects of change. This is crucial for understanding the full impact of initiatives like Agile adoptions on team structures, required skills, and underlying systems.
• Identifies Misalignment: Its primary strength is diagnosing inconsistencies. For example, an organization might have a new innovative strategy, but its rigid structure, outdated systems, or risk-averse style could hinder execution. The 7-S framework brings these conflicts to light.
• Addresses Both Tangible and Intangible Factors: Unlike models focused solely on process or structure, 7-S gives due importance to ‘soft’ elements like shared values and leadership style, which are often the most critical (and challenging) factors in change adoption.
• Flexible Application: Its principles can be adapted to various types and scales of change, from company-wide reorganizations and mergers to specific departmental improvements or the implementation of new tools by IT Service Management teams.
• Prevents Overlooking Critical Aspects: By systematically guiding a review of all seven elements, organizations can ensure that no crucial area is neglected during the planning and execution phases of their change programs.

Why and When to Use This Approach

The McKinsey 7-S Framework is particularly potent when an organization is undergoing significant, complex change where the interplay between different organizational facets is crucial. It’s less about providing a prescriptive, step-by-step change plan and more about ensuring readiness and alignment. Consider using it when:

• Diagnosing current organizational health: Before embarking on a change, use the 7-S to understand the current state (“as-is”) and identify areas of strength, weakness, and misalignment.
• Planning for a future state: Once the desired change is defined (e.g., a new strategic direction), the framework helps map out the “to-be” state across all seven elements, ensuring a cohesive vision.
• Managing mergers or acquisitions: It helps assess the compatibility of two organizations and plan for integration by systematically comparing and aligning their respective 7-S elements.
• Implementing new strategies or significant technologies: For Jira Cloud Administrators or Agile Software Development Teams introducing new platforms or methodologies, this framework ensures that the technical or process change is supported by appropriate staff skills, a conducive leadership style, and aligned operational processes.
• Driving cultural transformations: Because it explicitly includes ‘Shared Values’ and ‘Style,’ it’s an excellent tool when the change initiative has a strong cultural component.

Its focus on internal alignment makes it a vital part of any comprehensive change management process template designed to navigate complex organizational shifts.

Examples of Successful Implementation

The 7-S Framework’s principles, focusing on the alignment of these seven elements, are visible in the sustained success of many organizations managing change:

• Southwest Airlines: Their consistent success with a low-cost strategy has been underpinned by strong alignment across all ‘S’ elements: a clear Strategy, a simple Structure, efficient Systems (like quick aircraft turnarounds), deeply ingrained Shared Values (customer service, fun), a distinctive leadership Style, empowered Staff, and the right Skills for their operational model.
• Toyota: The world-renowned Toyota Production System (TPS) is a masterclass in 7-S alignment. Their Strategy (efficiency, quality, continuous improvement) is supported by a team-based Structure, JIT/Kanban Systems, core Shared Values like “Kaizen” (continuous improvement) and respect for people, a participative management Style, highly skilled and flexible Staff, and deep problem-solving Skills.
• Amazon: Throughout its periods of explosive growth and diversification (e.g., AWS, Whole Foods), Amazon has had to continuously realign its structure, systems, staff capabilities, and leadership style to support its evolving customer-centric strategy and operational demands. This demonstrates how all seven elements must adapt in concert with strategic shifts to maintain effectiveness.

Actionable Tips for Readers

To best leverage the McKinsey 7-S Framework within your change management process template:

• Anchor on Shared Values: Often, starting your analysis with Shared Values is effective, as these core beliefs can significantly influence or constrain the other six elements. Assess if proposed changes resonate with or challenge the organization’s fundamental mission and values.
• Map ‘As-Is’ then ‘To-Be’: First, conduct a thorough analysis of the current state of all seven elements. Then, based on the change objectives, design the desired future state for each element, ensuring they are mutually supportive.
• Pinpoint Gaps and Inconsistencies: The real diagnostic power comes from comparing the ‘as-is’ and ‘to-be’ states to identify misalignments or gaps. For example, does the current staff possess the skills needed for the new strategy? Are the existing systems capable of supporting the desired organizational structure?
• Use as an Ongoing Diagnostic Tool: The 7-S framework isn’t a one-time checklist. Revisit it periodically throughout the change process to monitor progress, check for emerging misalignments, and make necessary adjustments.
• Ensure Leadership Team Understanding and Buy-in: For successful application, the entire leadership team must understand all seven elements and their interdependencies to effectively champion the alignment process.
• Iterate and Involve Diverse Perspectives: The analysis is often iterative. Involve cross-functional teams and stakeholders to gather comprehensive insights into each of the seven elements. For a deeper exploration of this and similar strategic tools, you can Learn more about McKinsey 7-S Framework for Change and related approaches.

Cons

Despite its considerable strengths, the McKinsey 7-S Framework has some considerations:

• Can be Overwhelming for Simple Changes: For minor adjustments or very localized changes, applying the full 7-S analysis might be excessive and overly complicated.
• May Lead to Analysis Paralysis: The comprehensive nature, while a strength, can sometimes lead teams to get bogged down in analysis without moving towards actionable steps if not managed properly.
• Doesn’t Provide a Clear Implementation Sequence: It’s primarily a diagnostic and alignment tool, not a step-by-step implementation guide. You’ll need to pair it with other project management and change implementation methodologies to execute the changes identified.
• Requires Expertise to Apply Effectively: Interpreting the interconnections and facilitating the analysis often requires experience and a deep understanding of organizational dynamics. Without this, the insights derived might be superficial.

4. Lean Change Management Canvas

In a world of constant flux, traditional, top-down change management approaches can often feel too rigid and slow. Enter the Lean Change Management Canvas, an agile and iterative framework that reimagines how organizations navigate transformation. Popularized by Jason Little and the Lean Change Management community, this method applies lean startup principles – emphasizing experimentation, validated learning, and rapid iteration – to the complex realm of organizational change. Instead of relying on extensive upfront planning, it champions a more dynamic and responsive change management process template.

What is Lean Change Management and How Does it Work?

At its core, Lean Change Management (LCM) is a feedback-driven approach. It acknowledges that change is often unpredictable and that the best path forward emerges through continuous learning and adaptation. The central tool in this methodology is the Lean Change Management Canvas, a visual, one-page document that helps teams co-create and manage their change initiatives. This canvas typically guides users to explore areas such as:

• Urgency & Importance: Why is this change needed now?
• Vision & Outcomes: What does success look like? What are the desired benefits?
• Stakeholders: Who is affected, and who can influence the change?
• Success Criteria: How will progress and success be measured?
• Change Hypotheses: What assumptions are we making about the change and how people will react?
• Experiments (Minimum Viable Changes – MVCs): What small, testable actions can we take to validate our hypotheses?
• Learnings & Insights: What did we discover from our experiments?

The process is cyclical:

1. Understand & Options: The team uses the canvas to map out the current understanding of the change, identify key stakeholders, and define an initial vision.
2. Hypothesis Formulation: Based on the canvas, the team formulates hypotheses about what actions might lead to the desired outcomes. For example, “We believe that by providing weekly Q&A sessions (Experiment), project managers (Stakeholder) will feel more supported during the new software rollout (Desired Outcome), leading to faster adoption (Success Criteria).”
3. Experimentation (Minimum Viable Change – MVC): Small, low-risk experiments are designed and executed to test these hypotheses. An MVC is the smallest change you can make to learn something valuable.
4. Feedback & Learning: Data and feedback are collected from each experiment. This isn’t just about success; “failed” experiments are crucial learning opportunities.
5. Adapt & Iterate: Based on the learnings, the team decides whether to persevere with an approach, pivot to a new one, or even pause the initiative. The canvas is updated, and the cycle repeats.

This change management process template is particularly powerful because it’s stakeholder-centric. By involving those affected by the change in the hypothesis creation and feedback loops, it fosters buy-in and co-ownership, making the transition smoother and more sustainable.

Why Lean Change Management Deserves its Place

The Lean Change Management Canvas earns its spot in any comprehensive list of change management tools due to its modern, adaptive nature. For organizations, especially those like Agile software development teams, IT service management groups, or HR professionals navigating cultural shifts, the traditional playbook often falls short. LCM provides a flexible framework that embraces uncertainty rather than trying to plan it away. It’s a living change management process template that evolves with the initiative.

Features & Benefits:

• Canvas-based visual planning: Facilitates shared understanding, collaboration, and keeps the change strategy visible and accessible.
• Hypothesis-driven approach: Shifts from “we know best” to “let’s test and learn,” encouraging critical thinking.
• Built-in experimentation and learning cycles: De-risks change by allowing for course correction before significant resources are invested in ineffective strategies.
• Stakeholder-centric design: Ensures that the change is designed with and for the people it impacts, increasing adoption rates.
• Minimum Viable Change (MVC) concept: Allows for quick wins, rapid learning, and momentum building without overwhelming the organization.
• Continuous feedback integration: Keeps the change relevant and responsive to the evolving needs and reactions of stakeholders.

Pros:

• Highly adaptable to changing circumstances and emerging information.
• Reduces risk through small, incremental experiments rather than big-bang rollouts.
• Encourages and institutionalizes stakeholder engagement and co-creation.
• Often leads to faster implementation cycles due to iterative progress.
• Promotes evidence-based decision-making, moving away from assumptions.

Cons:

• May feel unstructured for very large-scale, compliance-driven changes that require rigid adherence to predefined plans.
• Requires a cultural shift towards embracing experimentation and viewing “failures” as learning opportunities.
• Scaling across large, traditionally hierarchical organizations can be challenging without strong leadership support for this agile mindset.
• May not be the primary choice for environments with heavy regulatory oversight where deviation from approved plans is difficult.

When and Why to Use Lean Change Management:

This approach is ideal when:

• The problem or the solution is not clearly defined.
• The environment is dynamic and unpredictable.
• You need to build buy-in and engagement iteratively.
• Speed of learning and adaptation is critical.
• Teams are empowered and comfortable with experimentation.

Project Managers and Team Leads can use LCM to navigate complex project changes. Jira Cloud Administrators might find it useful for rolling out new configurations or Atlassian tools where user adoption is key. HR and Operations Professionals can leverage it for cultural transformations or process improvements.

Examples of Successful Implementation:

While specific canvas usage is internal, companies known for agile and iterative approaches embody LCM principles:

• Spotify: Famous for its “Spotify Model,” which evolved through continuous experimentation and learning in its organizational structure and processes.
• ING Bank: Underwent a significant agile transformation, moving from traditional structures to agile teams, which inherently involves iterative change and learning.
• Haier: Transformed from a traditional manufacturer into a network of micro-enterprises, fostering entrepreneurship and rapid adaptation – a hallmark of lean thinking.

Actionable Tips for Readers:

1. Start Small: Begin with a low-risk, well-defined change initiative to build confidence and familiarity with the process.
2. Define Clear Success Metrics: For each experiment (MVC), know what you’re trying to learn and how you’ll measure it.
3. Co-create with Stakeholders: Involve stakeholders directly in populating the canvas, generating hypotheses, and providing feedback.
4. Embrace “Failures” as Learnings: Create psychological safety. Celebrate the insights gained from experiments that don’t go as planned.
5. Visualize Everything: Use the canvas and complementary tools (like Jira, Trello, or physical whiteboards) to track hypotheses, experiments, progress, and learnings. Make it visible to all involved.

For those seeking a truly adaptive and engaging change management process template, the Lean Change Management Canvas offers a compelling alternative to more prescriptive models. To learn more, explore resources from Jason Little and the Lean Change Management community.

5. Bridges Transition Model

Navigating change effectively often requires more than just outlining new processes or implementing new technologies. It demands an understanding of the human experience of change. The Bridges Transition Model, developed by consultant William Bridges, offers a profound psychological framework that is an invaluable addition to any comprehensive change management process template. It distinguishes sharply between ‘change’ – the external event or situation (like a new software deployment, a merger, or a team restructure) – and ‘transition’ – the internal psychological process individuals go through to come to terms with and adapt to the new situation. This focus on the inner journey is precisely why the Bridges Transition Model earns its crucial spot in our list.

How the Bridges Transition Model Works

At its core, the model emphasizes that for a change to be successful, people must be guided through their personal transition. Bridges outlines this journey in three distinct, yet often overlapping, stages:

1. Endings (Letting Go):
   This initial stage involves acknowledging and coming to terms with what is ending. Before individuals can embrace the new, they must first let go of the old – old roles, relationships, ways of working, or even identities. This phase is often characterized by emotions such as denial, anger, sadness, fear, frustration, or a sense of loss. For example, when a company implements a new Jira workflow, team members might mourn the loss of familiarity with the old system, even if the new one is objectively better. For a change management process template to be effective, it must provide space and support for these endings.
2. The Neutral Zone (Reorientation and Re-patterning):
   This is the often-uncomfortable in-between period. The old way is gone, but the new way isn’t fully established or understood. This stage can be marked by confusion, uncertainty, anxiety, and low morale, but also by creativity, innovation, and the exploration of new possibilities. It’s a critical period where individuals are reorienting themselves and learning new skills or behaviors. For IT Service Management Agents moving to a new ticketing system, the Neutral Zone is where they grapple with new interfaces and procedures, potentially feeling less productive initially. This phase highlights why a patient and supportive approach is vital.
3. New Beginnings (Commitment):
   The final stage is where individuals start to embrace the new reality. They develop a new sense of identity, purpose, and commitment related to the change. Energy levels often rise, and there’s a renewed focus on achieving new goals. People have accepted the change and are beginning to feel comfortable with the new ways of working. For an Agile Software Development Team adopting a new framework, this stage signifies that team members understand their new roles, trust the new processes, and are actively contributing to the team’s success within the new structure.

Why This Approach Is Essential

The Bridges Transition Model deserves its place because it addresses the often-overlooked human element of change. Many change initiatives fail not because the new system or strategy is flawed, but because the people impacted are not adequately supported through their individual transitions. This model provides a lens for Project Managers, Team Leads, and HR Professionals to understand and empathize with what their teams are experiencing.

Features and Benefits:

• Emphasis on Psychological and Emotional Aspects: Directly tackles the feelings and internal shifts people undergo, fostering empathy and targeted support.
• Distinction Between Change Events and Personal Transitions: Helps leaders understand that just announcing a change doesn’t mean people have transitioned.
• Focus on Individual Emotional Journey: Allows for a more personalized approach to change management, recognizing that people move through stages at different paces.
• Neutral Zone as a Critical Transition Space: Highlights this period of uncertainty as vital for reorientation and potential innovation, rather than just a ‘dip’ to be rushed through.

Pros:

• Addresses emotional aspects often overlooked: This leads to higher engagement, reduced resistance, and a smoother adoption of change.
• Helps individuals understand their transition experience: Empowering them to navigate their feelings more consciously.
• Provides a framework for supporting people: Leaders can tailor their interventions based on which stage individuals are in.
• Recognizes that transition takes time: Promotes patience and realistic timelines for change adoption.
• Applicable to personal and professional changes: Its principles are versatile and can be applied in various contexts.

Cons:

• Less focus on organizational systems and processes: It’s best used in conjunction with other models that address structural or procedural elements of a change management process template.
• May be too psychological for some business contexts: Framing its benefits in terms of productivity, engagement, and project success can help.
• Doesn’t provide detailed implementation guidance: It’s a framework for understanding, not a step-by-step procedural guide.
• Can be challenging to apply to purely technical changes: However, even technical changes have a human impact (e.g., learning new software) where Bridges can be relevant for managing the user adoption curve.

When and Why to Use the Bridges Transition Model

This model is particularly powerful when:

• The change significantly impacts people’s roles, routines, or sense of identity (e.g., mergers, acquisitions, major organizational restructures, significant software rollouts impacting daily tasks for Jira users or development teams).
• Employee resistance is anticipated or already evident.
• The organization aims to build a more empathetic and supportive culture around change.
• You want to ensure that your change management process template genuinely accounts for the human side of transformation.

Examples of Successful Implementation:

• Merger and Acquisition Integrations: Companies have used Bridges to help employees from different organizations navigate the loss of their old company identity (Endings), work through the uncertainty of new structures and cultures (Neutral Zone), and eventually commit to the new, merged entity (New Beginnings).
• Leadership Transition Programs: When a new leader joins, the team goes through a transition. Bridges helps both the leader and the team understand this process, facilitating smoother integration.
• Organizational Restructuring at Fortune 500 Companies: During large-scale reorganizations, HR and Operations Professionals use this model to support employees through job changes, new reporting lines, and the emotional upheaval involved.

Actionable Tips for Readers:

1. Facilitate Endings: Clearly communicate what is stopping and why. Acknowledge losses (even symbolic ones) and allow people to express their feelings. Mark the end of an old system or process.
2. Navigate the Neutral Zone: Provide clarity where possible, even if it’s just clarity about the process of getting to the new state. Offer training, temporary structures, short-term goals, and frequent communication. Communication is key throughout all stages, particularly in the Neutral Zone where ambiguity can heighten anxiety. Developing a clear and consistent communication strategy, perhaps using an internal communications plan template, can provide much-needed clarity and support during this phase of the Bridges Transition Model.
3. Foster New Beginnings: Clearly articulate the purpose behind the new way. Define new roles and expectations. Celebrate early successes and milestones to build momentum and reinforce new behaviors.
4. Provide Extra Support: Recognize that transition is demanding. Offer coaching, mentoring, or access to EAP resources if needed.
5. Individualize Support: Understand that people progress through these stages at different speeds. Be flexible and patient.

By incorporating the Bridges Transition Model into your change management approach, you shift the focus from merely implementing a change to truly leading people through it, ensuring a more humane, sustainable, and ultimately successful transformation.

6. ITIL Change Management Process

The ITIL Change Management Process, a cornerstone of the broader Information Technology Infrastructure Library (ITIL) framework, offers a highly structured and widely respected change management process template specifically designed for IT environments. Its primary goal is to control the lifecycle of all changes to IT infrastructure and services, thereby minimizing the risk of disruptions while ensuring that beneficial changes are implemented efficiently and effectively. Popularized by ITIL/AXELOS (originally developed by the UK Government), this process is crucial for organizations aiming to achieve stability, predictability, and control over their IT landscape.

How it Works:
The ITIL Change Management process operates through a series of well-defined stages and components, designed to ensure every change is properly assessed, authorized, implemented, and reviewed. This systematic approach is key to its effectiveness as a change management process template.

• Formal Change Request (RFC): All proposed changes begin with a formal Request for Change. This document details the proposed change, its justification, benefits, resources required, and an initial risk and impact assessment.
• Change Advisory Board (CAB): Composed of representatives from relevant business units and IT departments, the CAB reviews RFCs, assesses their potential impact on business operations and IT services, evaluates risks, and ultimately approves or rejects the proposed changes. For particularly urgent situations, an Emergency CAB (ECAB) may be convened to expedite decisions.
• Risk Assessment and Impact Analysis: Before a change is approved, a thorough risk assessment and impact analysis are conducted. This identifies potential negative consequences of the change, their likelihood, and the severity of their impact on IT services and business processes, ensuring informed decision-making.
• Change Categories: ITIL defines several change categories to streamline the process:
  • Standard Changes: These are low-risk, pre-authorized changes that are common and follow an established procedure (e.g., new user account creation). They often bypass full CAB review for efficiency.
  • Normal Changes: These changes are not standard and require full assessment and authorization by the CAB. They progress through all steps of the change management process.
  • Emergency Changes: These are changes that must be implemented immediately to resolve a major incident or address a critical vulnerability (e.g., an urgent security patch). They follow an expedited process, often with approval from an ECAB, with full documentation and review occurring retrospectively.
• Comprehensive Change Documentation and Tracking: All aspects of a change, from the initial RFC to post-implementation review, are meticulously documented. This creates a complete audit trail, facilitates knowledge sharing, and aids in troubleshooting. IT Service Management (ITSM) tools are commonly used for tracking the status of changes.
• Post-Implementation Review (PIR): After a change has been implemented, a PIR is conducted. This review assesses whether the change achieved its intended objectives, if it was implemented within budget and on schedule, and if any unforeseen issues occurred. Lessons learned from the PIR are used to improve the change management process itself.

Why ITIL Deserves Its Place:
The ITIL Change Management process has earned its prominent place in this list due to its comprehensive, risk-averse, and standardized approach. It’s a battle-tested change management process template adopted by thousands of organizations worldwide, particularly those where IT service stability is paramount. Its emphasis on governance, documentation, and controlled implementation makes it an invaluable framework for managing complex IT environments.

When and Why to Use This Approach:
This approach is particularly beneficial for:

• Large organizations with complex IT estates: Where undocumented or unmanaged changes can have widespread and costly repercussions.
• Industries with high regulatory compliance requirements: Such as finance (e.g., Deutsche Bank’s IT infrastructure change management), healthcare (e.g., NHS IT systems change governance), and government, where audit trails and accountability are essential.
• Environments where service uptime and stability are critical: Minimizing disruptions caused by poorly planned changes is a key benefit.
• Organizations seeking to standardize IT operations: ITIL provides a common language and framework applicable across different IT teams, as demonstrated by IBM’s global IT service management implementation.

Use ITIL Change Management when you need to ensure that changes are introduced in a controlled and systematic manner, balancing the need for innovation with the imperative to protect live IT services.

Pros:

• Reduces IT service disruptions: Careful assessment and planning significantly lower the likelihood of incidents caused by changes.
• Provides clear governance and accountability: Well-defined roles (e.g., Change Manager, CAB) ensure clarity on authorization and implementation.
• Standardized process across IT organization: Promotes consistency in handling changes, irrespective of the specific IT team.
• Strong risk management focus: Comprehensive risk and impact assessment are integral.
• Detailed audit trail for compliance: Thorough documentation supports internal controls and external audits.

Cons:

• Can slow down urgent business needs: Formal processes, especially CAB approvals for normal changes, can introduce delays if not managed efficiently.
• May create bureaucracy if not properly implemented: Overly rigid adherence or poorly designed workflows can lead to unnecessary red tape.
• Requires significant process overhead: Demands commitment to documentation, meetings, and process adherence, which can be resource-intensive.
• May not suit agile development environments without adaptation: Traditional ITIL can seem at odds with agile’s fast pace. However, adaptations like pre-approved standard changes for DevOps toolchains or leaner CAB processes for specific agile teams are common. Learn more about ITIL Change Management Process and how it can be integrated with tools like Jira to better support various development methodologies.

Actionable Tips for Readers:
To successfully implement or optimize an ITIL-based change management process template, consider these tips:

1. Tailor Change Categories: Define your standard, normal, and emergency change criteria based on your organization’s specific risk tolerance and operational context, rather than just copying ITIL definitions.
2. Automate Routine Approvals: Leverage ITSM tools to automate the approval workflow for well-defined standard changes, reducing manual effort and speeding up implementation.
3. Train CAB Members: Ensure CAB members understand not just the technical aspects but also the potential business impact of proposed changes. Provide training on risk assessment and business impact analysis techniques.
4. Integrate with Other ITSM Processes: Tightly link your change management process with incident management (changes to resolve incidents) and problem management (changes to eliminate root causes of problems) for a more holistic service management ecosystem.
5. Regularly Review and Optimize: The change management process itself should be subject to review. Use feedback from PIRs, stakeholders, and performance metrics to continuously improve its efficiency and effectiveness.
6. Adapt for Agility: If your organization uses agile or DevOps, explore ways to integrate ITIL principles without stifling speed. This might involve delegating change authority for certain types of changes, integrating change approvals into CI/CD pipelines for pre-vetted changes, or having agile team representatives on the CAB.

By thoughtfully applying these principles, the ITIL Change Management process can be a powerful asset for any organization seeking to manage IT changes effectively and maintain service stability.

7. Agile Change Management Framework

In today’s fast-paced business environment, the ability to adapt quickly is no longer a luxury but a necessity. The Agile Change Management Framework offers a dynamic and responsive approach to navigating organizational transformations. Unlike traditional, often rigid, change management methodologies, this framework embraces the principles of agile development – emphasizing iterative delivery, robust stakeholder collaboration, and a flexible response to evolving requirements. It effectively merges established change management wisdom with agile practices like Scrum and Kanban, making it a powerful change management process template for organizations seeking nimbleness.

How It Works: Embracing Iteration and Collaboration

At its core, the Agile Change Management Framework breaks down large-scale change initiatives into smaller, manageable segments, often referred to as “sprints” or cycles. Instead of a lengthy upfront planning phase with a fixed scope, this approach allows for continuous refinement and adaptation.

Key operational aspects include:

• Sprint-Based Change Delivery Cycles: Change activities are planned and executed in short, time-boxed iterations (typically 2-4 weeks). Each sprint aims to deliver a tangible piece of the overall change, allowing for early feedback and value realization.
• Cross-Functional Change Teams: Dedicated teams are formed, comprising individuals from various departments impacted by or crucial to the change (e.g., HR, IT, operations, communications, and business unit representatives). This diversity ensures a holistic perspective and shared ownership.
• Continuous Stakeholder Feedback Integration: Regular touchpoints with stakeholders are built into each cycle. This could be through sprint reviews, demos of change components, or dedicated feedback sessions. This ensures the change remains aligned with stakeholder needs and expectations.
• Adaptive Planning and Scope Management: While an overall vision for the change exists, the specifics of implementation can be adjusted based on feedback and new insights gained during each sprint. A “change backlog” of desired outcomes or features is prioritized and re-prioritized as needed.
• Daily Stand-ups and Retrospectives: Change teams often conduct brief daily meetings (stand-ups) to synchronize efforts, identify impediments, and maintain momentum. Sprint retrospectives are held at the end of each cycle to reflect on what went well, what could be improved, and how to adapt the change process itself.
• Visual Management Tools and Metrics: Tools like Kanban boards or digital dashboards (e.g., in Jira) are used to visualize the flow of change activities, track progress, and highlight bottlenecks. Metrics might include the rate of adoption, stakeholder satisfaction, or the speed of impediment resolution.

When and Why to Use an Agile Change Management Framework

This framework is particularly potent when:

• The business environment is volatile or uncertain: When requirements are likely to change, or the full scope of the change isn’t clear from the outset.
• Speed of benefit realization is critical: Delivering change in increments means some benefits can be accessed sooner.
• Stakeholder engagement and buy-in are paramount: Continuous involvement fosters ownership and reduces resistance.
• The organization is already familiar with or aspiring to agile ways of working: This framework aligns well with existing agile cultures in software development or project management.
• Learning and adaptation are key: For complex changes where the optimal path may only become clear through experimentation and feedback.

It stands as a vital component of a comprehensive change management process template because it offers a structured yet flexible way to handle the inherent uncertainties of organizational transformation, especially in dynamic industries.

Pros:

• High responsiveness to changing business needs: The iterative nature allows for quick pivots and adjustments.
• Strong stakeholder engagement throughout the process: Continuous feedback loops build trust and ensure alignment.
• Faster delivery of change benefits: Incremental implementation means value is realized sooner, rather than waiting for a “big bang” launch.
• Continuous improvement built into the process: Regular retrospectives help refine both the change itself and the change management approach.
• Transparent progress tracking: Visual tools and regular updates keep everyone informed.

Cons:

• Requires cultural readiness for agile approaches: A shift towards empowerment, transparency, and rapid iteration may be challenging for traditionally hierarchical organizations.
• Can be challenging for large, highly complex changes: May require breaking down massive transformations into more manageable agile projects or a hybrid approach.
• May risk overlooking long-term strategic planning if not carefully managed: The focus on short sprints needs to be balanced with a clear, overarching change vision.
• Requires skilled agile practitioners: Facilitators (like Scrum Masters for change) and team members benefit from agile training and mindset.

Examples of Successful Implementation:

While specific methodologies vary, the principles of agile change are evident in:

• Netflix’s continuous organizational evolution: Netflix is renowned for its ability to adapt its structure, processes, and even business model iteratively, constantly experimenting and learning.
• Zappos’ Holacracy implementation: While Holacracy itself is a specific organizational system, its adoption at Zappos involved a significant, ongoing organizational change managed with adaptive and iterative principles, responding to internal feedback and evolving needs.
• Capital One’s agile transformation: Capital One’s journey to becoming a more tech-focused, agile company involved widespread organizational change, implemented through agile teams and iterative rollouts across various departments.

Actionable Tips for Implementation:

1. Invest in Agile Training for the Change Team: Ensure everyone involved understands agile principles, roles (e.g., Change Owner, Change Team), and ceremonies.
2. Define Change ‘User Stories’ with Stakeholders: Frame change objectives from the perspective of those affected (e.g., “As an employee, I want clear communication on the new process so I can perform my job effectively.”).
3. Utilize Sprint Retrospectives to Improve the Change Approach: Regularly ask what’s working, what isn’t, and what can be done better in the next change sprint.
4. Maintain Visible Change Backlogs and Progress Boards: Use tools like Jira, Trello, or physical boards to provide transparency on tasks, progress, and impediments. Effective sprint planning for change initiatives also requires careful consideration of team capacity. Learn more about Agile Change Management Framework to explore how tools and techniques can support this aspect, ensuring your agile change teams are set up for success.
5. Celebrate Incremental Change Wins Regularly: Acknowledge and reward small successes to build momentum, maintain morale, and demonstrate tangible progress to the wider organization.

By incorporating an Agile Change Management Framework into your change management process template, organizations can significantly enhance their capacity to navigate complex transitions effectively, foster greater engagement, and ultimately achieve desired outcomes more swiftly and sustainably. It’s a modern approach well-suited for the complexities and pace of today’s world.

7 Change Management Models Compared

Forge Your Path to Successful Change Implementation

Navigating organizational change can be complex, but as we’ve explored, a well-structured approach significantly increases your chances of success. This article has walked you through seven distinct methodologies: Kotter’s 8-Step Process, the ADKAR Model, McKinsey’s 7-S Framework, the Lean Change Management Canvas, Bridges’ Transition Model, the ITIL Change Management Process, and Agile Change Management. Each offers a valuable lens and a practical “change management process template” to guide your initiatives, from enterprise-wide transformations to specific project adjustments.

The core takeaway is that while these models provide robust frameworks, the true power lies in understanding their underlying principles and selecting or adapting a “change management process template” that best aligns with your unique organizational context, culture, and the specific nature of the change you’re implementing. There’s no one-size-fits-all solution; rather, these tools equip you to make informed decisions. As you consider which change management template best suits your needs, remember that successful implementation goes beyond the framework itself. Understanding how to navigate the complexities of change and inspire your team is crucial. For a deeper dive into leading successful organizational transformations, you might find this resource particularly insightful.

So, what are your next steps?

1. Assess Your Needs: Reflect on the scale, scope, and urgency of your change initiative. Consider your organizational culture and the readiness of your teams.
2. Review and Select: Revisit the “change management process template” options discussed. Which model, or combination of elements, resonates most with your situation?
3. Customize and Plan: Adapt your chosen template. Outline clear steps, define roles and responsibilities, establish communication channels, and set measurable objectives.
4. Engage and Communicate: Involve stakeholders early and often. Clearly articulate the “why” behind the change and maintain transparent communication throughout the process.

Mastering these concepts and effectively utilizing a “change management process template” is invaluable. It allows you, whether you’re a Jira Cloud Administrator, Project Manager, IT Service Agent, part of an Agile team, or an HR/Operations Professional, to minimize resistance, foster buy-in, and ensure smoother transitions. Ultimately, this leads to quicker adoption, sustained improvements, and the successful realization of your strategic goals, fostering an agile and resilient organization capable of thriving in an ever-evolving landscape.

Embrace the challenge of change with confidence. By leveraging a structured approach and the right tools, you can effectively guide your teams and organization toward a successful future.

To further support operational continuity during these critical transition periods, consider how tools can maintain productivity. For instance, resolution Reichert Network Solutions GmbH offers the Out of Office Assistant for Jira Cloud, which automates handovers and ensures workflows proceed smoothly even when team members are absent. This helps ensure that the momentum of your change initiative isn’t lost due to everyday operational hiccups.