Strategic Overview: Establishing the Change Management Office
A comprehensive overview of mobilizing the Change Management Office (CMO) to support a multi-year enterprise transformation, drive adoption, and embed a culture of agility.
Executive Summary
I established the Change Management Department after having conducted initial resource studies on the company's change management maturity and socializing core principles at an executive level.
Key Mobilization Activities
- Completed a comprehensive change readiness assessment.
- Reviewed enterprise projects to identify significant changes and overlapping impacts on field teams.
- Assigned a Change Management Lead from my team to each major initiative.
- Began training department leads on specific CM practices, including recipient-centered messaging and improved training sequencing.
Early Outcomes & Measurable Results
- Reduced enterprise-wide change resistance by 40% through structured stakeholder engagement and early alignment strategies.
- Increased adoption speed across pilot initiatives by 20%, with CM Leads driving clarity, consistency, and support at the point of impact.
- Built CM integration frameworks into enterprise portfolio reviews, ensuring CM was considered in all projects >$100K or >100 hours.
- Achieved a 95% satisfaction score in feedback from department leads trained in foundational CM principles and practices.
Observation & Path Forward
The application of change management strategies to high-impact initiatives accelerated both tactical success and the development of scalable best practices. CM's early success demonstrated its potential not just as a support function—but as a strategic enabler. The long-term vision is to embed change capability across the enterprise by empowering leaders and project managers to independently execute effective change.
Next-Stage Programmatic Focus
- Design and implement a “Train-the-Trainer” program for directors, managers, and project owners—enabling consistent and scalable application of CM techniques.
- Support a cultural transformation grounded in principles of agility, customer obsession, and continuous improvement—aligning CM practices with broader HR and enterprise strategy.
Change Management Objectives
Process
Provide guidance to integrate changes smoothly into daily operations, ensuring employees are well-prepared and process shifts are sustainable.
Culture
Foster a culture of adaptability and continuous improvement, helping the company embrace change as a driver of innovation and long-term growth.
Project
Ensure adoption by aligning stakeholders, minimizing resistance, and accelerating project success through structured support for people-driven change.
Core Frameworks
Our Process to Enable Change
Define Success
What are we trying to achieve?
Define Impact
Who has to do their jobs differently and how?
Define Approach
What will it take to achieve success?
Deliverable: Change Management Strategy
Plan and Act
What will we do to prepare, equip, and support people?
Track Performance
How are we doing?
Adapt Actions
What adjustments do we need to make?
Deliverable: Master Change Management Plan
Review Performance
Now, where are we? Are we done yet?
Activate Sustainment
What is needed to ensure the change sticks?
Transfer Ownership
Who will assume ownership and sustain outcomes?
Deliverable: Change Management Closeout
Framework based on Prosci® methodology.
The ADKAR® Framework for Individual Change
| Element | Definition | What You Hear | Triggers for Building |
|---|---|---|---|
| Awareness | Of the need for change | "I understand why..." | Why? Why now? What if we don't? |
| Desire | To participate and support the change | "I have decided to..." | WIIFM, Personal & Organizational Motivators |
| Knowledge | On how to change | "I know how to..." | Context, Need-to-know during & after |
| Ability | To implement required skills & behaviors | "I am able to..." | Size of K-A gaps, Barriers/Capacity, Practice/Coaching |
| Reinforcement | To sustain the change | "I will continue to..." | Mechanisms, Measurements, Sustainment |
Indicators of Missed ADKAR Elements
Without Awareness & Desire
- Asking the same questions repeatedly
- Lower productivity, higher turnover
- Hoarding resources & information
- Implementation delays
Without Knowledge & Ability
- Lower or incorrect usage of new systems
- Worry about future success
- Negative impact on customers
- Sustained productivity reduction
Without Reinforcement
- Reverting to old ways of working
- Utilization less than anticipated
- Failure to achieve organizational benefits
Data-Driven Insights & Assessments
Risk Assessment
Success Assessment
Key Impacted Groups
| Group | Impact | Barrier | Risk | # People |
|---|---|---|---|---|
| Prep Cook | 4.3 | Awareness | High | 1,450 |
| Grill Cooks | 3.6 | Awareness | High | 7,505 |
| Backup Cook | 4.3 | Awareness | High | 1,729 |
| General Managers | 3.4 | Awareness | High | 617 |
| Sr. & Assoc. Managers | 3.4 | Awareness | High | 2,111 |
ADKAR Barrier Points
Change Collision Map
Visualizing concurrent initiatives to identify change saturation points. This map highlights significant risk implications, including higher disruption, negative productivity impact, and insufficient time to prepare leaders.
| Impacted Group | FW22 | FW23 | FW24 | FW25 | FW26 |
|---|---|---|---|---|---|
| GM | |||||
| RM | |||||
| AM/SAM | |||||
| Grill Cook | |||||
| Prep Cook |
Convergence Profile Sample
| Project | Purpose & Benefits | Particulars of Change | Timeline | Impacted Groups & Leaders | Risk & Success Metrics |
|---|---|---|---|---|---|
BOH Optimization |
Purpose: Decrease BOH complexity, reduce fixed labor, increase productivity. Benefits: Efficient recipes, labor efficiency, JIT cooking, improved food quality, reduced waste. |
Processes: Reallocation of prep/cook tasks, new recipes/procedures, scheduling. Systems: Production planner, KDS, and labor profile modifications. Job Roles: Merge of Backup/Prep into new Production role. |
January |
Groups: Managers, Associate Managers, Backup/Grill/Prep Cooks. Leaders: District Managers, General Managers, Associate Managers. |
Risk: High Metrics: Improved guest satisfaction, decreased seat-to-eat times, increased food quality, better employee experience/retention, margin improvement. |
Execution Excellence |
Purpose: Achieve excellent operational performance and a consistent guest experience. Benefits: Predictability allows for maximized operations, reduced waste, and improved profitability. Guest-centric focus builds trust. |
Processes: DM store visit format. Tools: Retail Sales, Server, and Cook Absolutes. Systems: ThinkLP tool for 60-minute DM walk. Mindset: Predictability and consistency are core to leadership. |
January |
Groups: RVP, DM, GM, RM, AM, SL, Hourly Employees. Leaders: RVP, DM, GM. |
Risk: Medium Metrics: Improved guest satisfaction, increased sales, improved employee experience & retention. Improved operating & HEARTS ratings. |
Spring Promo |
Purpose: Drive traffic and check average through compelling LTOs. Benefits: Meet DPSA targets, drive dinner traffic, and achieve profitability goals. |
Processes: Recipes and preparation for promo items. Systems: POS layout updates. Tools: Recipes, script cards, media. Behaviors: Scripting, guest hospitality, recipe adherence. |
Promo runs Feb 11 - May 4. Training cascade begins week of Jan 13. |
Groups: GMs, AMs, Cooks, Servers, Hosts, Retail. Leaders: DMs, GMs, RMs, AMs. |
Risk: Medium Metrics: DPSA goals achieved, consistent growth in promo sales, increased dinner traffic, positive taste/quality ratings. |
Strategy, Roles, and Mitigation
Risk Mitigation Plan
Establish a change agent network to facilitate CM application for select groups.
Develop a robust Communications plan for clear, consistent messaging.
Conduct detailed impact assessments to identify the largest, most impacted groups.
Establish a change agent network to facilitate CM for critical groups.
Use preferred senders to build confidence in the future state.
Coordinate concurrent changes to processes, systems, and tools.
Prepare a robust training plan with job aids and coaching.
Use preferred senders to emphasize personal benefits (WIIFM).
Equip people managers to reinforce change at an individual level.
Identify and align other initiatives impacting the same groups to reduce overwhelm.
Use lessons learned from previous initiatives.
Apply a structured approach to the people side of change.
Use communications from preferred senders to ensure understanding of the "why".
Involve employees early; provide training, job aids, and coaching.
Ensure managers role model new behaviors.
Establish a change agent network for peer-to-peer engagement.
6 Foundational Strategy Plans
Sponsor Plan
Ensured active, visible leadership participation and coalition building.
People Manager Plan
Equipped managers for their roles as communicators, advocates, and coaches.
Communication Plan
Delivered clear, consistent key messages to all identified audiences.
Training Plan
Conducted needs assessments and developed curriculum to build skills.
Change Agent Network
Identified and empowered advocates to champion the change among peers.
Sustainment Plan
Ensured successful transfer of ownership to make change stick.
Initiative Convergence Change Plan Snapshot
| Date Range | Activity | Audience | ADKAR Outcome | Details |
|---|---|---|---|---|
| Phase 1: Building Awareness & Desire (Dec 2024) | ||||
| Dec 2 - 18 | All Leaders Meeting | RVP, DM | Awareness | January Change Impact Review with all RVPs and DMs; includes calendar overview of changes. |
| Phase 2: Developing Knowledge (Jan 2025) | ||||
| Jan 3 | RVP & Lead DM Training (Seed Stores) | RVP, Lead DM | Knowledge | In-person classroom style meeting with a shift walkthrough component. Covers expectations for Service, Cleanliness, Cooking Processes, and Menu changes. |
| Jan 10 - 17 | ESM/Weekend Execution Observation | RVP, DM | Knowledge, Ability | Observation activity in Seed Stores to prepare for system-wide rollout. |
| Phase 3: Cultivating Ability & Reinforcement (Feb 2025) | ||||
| Feb 1 | Seed Stores Go-Live with Optimized Labor | District Seed Stores | Ability, Reinforcement | Seed stores begin operating with the new, optimized labor chart. |
| Feb 3 - 10 | System-wide Employee Training | Hourly Employees (non-seed stores) | Knowledge, Ability | Training via meetings, hands-on practice, CBU, and chat-ins covering all new processes and promo items. |
| Feb 11 | SYSTEM GO-LIVE | All non-seed stores | Ability | All stores live with all changes; expected to be executing all new processes. |
| Feb 15 - 22 | System Stores Observation Activity | DM, GM, RM | Ability, Reinforcement | DM Observation of ESM/Weekend Execution Activities for remaining stores. |
Bringing the Plan to Life: Communication & Enablement
Messaging Framework
"We are committed to enhancing our guest experience. By launching a new back of the house optimization program, introducing innovative new menu items, and refining our service standards we will not only elevate the quality of our food and service, but also empower our teams to work more efficiently and effectively."
Core Menu Innovation & Spring LTOs
"Exciting new menu items to delight our guests." We are introducing innovative dishes that not only honor our heritage but also meet the evolving tastes of our guests.
Back of House Optimization
“Streamlining our operations for fresher, faster service.” This program will enhance our food preparation processes, reduce waste, and ensure we are serving the freshest meals possible.
Guest-Focused Service Standards
"Every interaction counts—creating memorable experiences." Our refined, guest-centric service standards will guide every team member in delivering exceptional hospitality.
Commitment to Continuous Improvement
"Together, we will raise the bar. A brighter future starts now.“ Our focus on continuous improvement means we will always be looking for ways to enhance our performance.
Leadership Enablement: Navigating the Transition
Top Reasons for Employee Resistance
- Lack of awareness of the reason for the change
- Change in role
- Fear of the unknown
- Lack of support from and trust in leadership
- Lack of inclusion in the change process
Top Reasons for Manager Resistance
- Organizational culture
- Lack of awareness and knowledge about the change
- Lack of buy-in to the change
- Misalignment of project goals and personal incentives
- Lack of confidence in their ability to manage the people side of change
District Manager Enablement Guide
Key DM Responsibilities
- Attain complete mastery of all changes to effectively coach and develop teams.
- Ensure consistent messaging using provided talking points in all communications.
- Conduct new 60-Minute DM Walks to view the store through the lens of the guest and employee.
- Engage directly with managers and hourly employees to assess awareness, gather feedback, and identify resistance.
- Leverage reporting tools to confirm training completion and follow up with stores as needed.
- Facilitate "Effective Shift Management" training using provided materials.
Preparing to Lead the Change: Key Questions
- Awareness: What are the business reasons for these changes and the risks of not changing? What is the WIIFM?
- Liaison: What potential issues do you anticipate? Who on your team requires consistent engagement?
- Advocate: How can you advocate for these changes in a way that is meaningful to your team?
- Resistance Manager: What does resistance look like for your team? What are the root causes?
- Coach: Where will your team struggle with knowledge or ability? What resources do you need to coach effectively?
Frequently Asked Questions
What is the overall goal of these changes?+
The overarching goal is to elevate the quality of our food and service, empower our teams, and reclaim our leadership position in the industry through a culture of excellence and commitment to guest satisfaction.
How will the Back of House Optimization program improve the guest experience?+
By enhancing our food production methods and reducing waste, we will be able to serve fresher meals more quickly, which is crucial for improving overall guest satisfaction and encouraging repeat visits.
Are Prep Cooks being laid off?+
No, employees currently working in the Prep position are not being laid off. We are optimizing roles by merging production responsibilities into a new Production role that will be filled by current Backup and Prep employees to enhance efficiency and quality in our kitchen operations.
How can I protect my team's experience during this window?+
The key is to make Managers and Employees feel valued, supported, and involved. Empower select managers and employees as ambassadors to communicate updates and provide peer support. Set up regular check-ins to listen to concerns, and clearly explain how the changes benefit both the company and its employees. Acknowledge the challenges of change and be open about potential hurdles to foster a supportive environment.
Case Study: Back-of-House (BOH) Optimization
Impact & Initial Adaptation
- Associate managers were initially apprehensive due to limited transition and training time.
- A positive shift occurred through daily communication and in-store interactions.
- District Management leadership proved vital for a successful transition and boosting store managers' confidence.
Recommendations for Rollout
- District Managers should replicate the daily call format to maintain communication.
- Involve associates in calls to increase engagement and share insights.
- Use testimonials from successful peers to build confidence.
Challenges & Solutions
- Implement hands-on, "seed store" model training for managers before rollout.
- Integrate successful legacy elements (e.g., biscuits, bacon) to ease the transition.
- Include conflict management in change plans and prepare managers for labor discussions.
Workforce & Field Presence
- Conduct district workforce planning to manage potential hour reductions and employee resistance.
- Outline specific cross-training plans to avoid teaching obsolete processes.
- Involve subject matter experts and successful GMs in the system launch for real-life insights and to build trust.
BOH Optimization Key Messages
KNOW (Why we are changing)
- Dine-in dinner and to-go traffic is declining vs. the industry.
- Food quality is a key driver of guest experience and intent to return.
- Current prep methods lead to inefficiencies and high waste.
- Holding food for extended periods diminishes quality.
FEEL (The human element)
- Our team members are at the heart of everything we do.
- We are committed to making jobs easier and more enjoyable.
- The guest experience will never exceed the employee experience.
BELIEVE (The future state)
- We must rethink our processes to reduce waste and enhance freshness.
- A streamlined approach lowers fixed costs and improves the guest experience.
- Continuous improvement is essential for success.
Preparing Leaders for BOH Change
Mindset Shifts for Leaders
- From "Resistance is negative" to "Resistance is an opportunity to listen."
- From "People are resisters" to "People are displaying resistive behaviors."
- From "The right solution is enough" to "The right solution AND the right engagement are required."
Top Actions for a Readiness Mindset
- Encourage transparent and clear communication.
- Foster a culture of active listening to understand concerns.
- Involve stakeholders early in the planning process.
- Clearly articulate the "why" and emphasize the benefits.
BOH Optimization FAQs
Are we serving frozen biscuits now?+
No. We are using a new procedure for biscuits but we still make our biscuits from scratch.
What does it mean to be "on cycle"?+
Being "on cycle" refers to adhering to a structured production schedule. It involves producing larger batches of items every few days, holding them cold, and then firing them more frequently throughout the day to go straight from the oven to the service line. This improves food quality while increasing production efficiency.
Is production for the second shift more important now?+
Yes. The new "just-in-time" model shifts away from large batch cooking at the beginning of the day to more frequent, smaller batch production throughout the day. This change inherently increases the importance of the second shift to maintain freshness and quality.