When it comes to change teams, there are a couple core areas that you should focus on \u2013 roles and responsibilities.<\/p>\n\n\n\n
Let\u2019s take a look at these two topics and understand why they\u2019re so important.<\/p>\n\n\n\n
Responsibilities<\/strong><\/h3>\n\n\n\nBefore assigning roles, you need to understand the responsibilities of those involved.<\/p>\n\n\n\n
That is:<\/p>\n\n\n\n
\n- What are the problems that must be solved?<\/li>\n\n\n\n
- What tasks will they be executing?<\/li>\n\n\n\n
- What process, or change model, do you have in place?<\/li>\n<\/ul>\n\n\n\n
Of course, you will be thinking about roles and responsibilities side-by-side. After all, the change framework will determine how you assign responsibilities and roles.<\/p>\n\n\n\n
However, it\u2019s best to map out responsibilities first and foremost.<\/p>\n\n\n\n
And the reason is simple \u2013 duties that don\u2019t get assigned don\u2019t get done.<\/p>\n\n\n\n
Effective execution of the process is paramount, so make sure you have these listed, prioritized, and planned for.<\/p>\n\n\n\n
Then you can move forward with assigning roles.<\/p>\n\n\n\n
Roles<\/strong><\/h3>\n\n\n\nThe team structure you choose will often be determined by a couple things:<\/p>\n\n\n\n
\n- Your change model<\/li>\n\n\n\n
- Your organization structure<\/li>\n\n\n\n
- Resource constraints<\/li>\n<\/ul>\n\n\n\n
The change model<\/a>, or framework, that you implement will determine the size of your change team, its composition, how many people are included, and what roles you assign.<\/p>\n\n\n\nIn some cases, you can simply follow the framework to the letter.<\/p>\n\n\n\n
However, resource constraints \u2013 such as time constraints, budget constraints, or limitations placed by business leaders \u2013 will force you to improvise.<\/p>\n\n\n\n
General Makeup of a Change Team<\/strong><\/h3>\n\n\n\n![\"General](\"https:\/\/www.walkme.com\/blog\/wp-content\/uploads\/sites\/2\/2024\/07\/General-Makeup-of-a-Change-Team_7066a8a0.jpg?w=1024&h=474&crop=1\")
<\/figure>\n\n\n\nGenerally speaking, change teams carry the same overall purpose: to effect change.<\/p>\n\n\n\n
So, regardless of the change model being used, you\u2019ll see commonalities between the assigned roles.<\/p>\n\n\n\n
Here are a few of the more common types of roles you\u2019ll see, along with their responsibilities:<\/p>\n\n\n\n
\n- Change Leaders\u2014The change leader<\/a> creates the vision for change and drives it. He, she, or they are the impetus that pushes the change forward.<\/li>\n\n\n\n
- Change Managers \u2013 The change manager oversees and administers change initiatives.<\/li>\n\n\n\n
- Change Agents \u2013 The change agent is the one enacting the change. This can be a large army of people or a few key individuals.<\/li>\n<\/ul>\n\n\n\n
Naturally, these descriptions are quite broad and this is just a skeleton list.<\/p>\n\n\n\n
Before implementing an initiative with these roles, it would be necessary to define them more precisely.<\/p>\n\n\n\n
However, it gives an overall picture of what to look for in a change team.<\/p>\n\n\n\n
Now, we\u2019ll look at some of the most popular change team structures. After reviewing them, you can customize a team makeup that works for you.<\/p>\n\n\n\n
Examples of Team Structures<\/strong><\/h2>\n\n\n\n![\"Examples](\"https:\/\/www.walkme.com\/blog\/wp-content\/uploads\/sites\/2\/2024\/07\/Examples-of-Team-Structures_966a8a0f.jpg?w=1024&h=474&crop=1\")
<\/figure>\n\n\n\nDifferent change models take different approaches to team structures.<\/p>\n\n\n\n
Therefore, it makes sense that each model would present a change team that fits with that model.<\/p>\n\n\n\n
When creating your change team, it\u2019s of course vital that your team roles match the approach taken by your change model.<\/p>\n\n\n\n
Kotter\u2019s <\/strong>Leading Change<\/em><\/strong> Team Structure<\/strong><\/h3>\n\n\n\nKotter\u2019s 8-step change model was originally developed in 1996. Since its creation, it has become one of the most popular organizational change<\/a> models in the world.<\/p>\n\n\n\nThe original 8-step model advocates driving change with a \u201csmall, powerful core group.\u201d<\/p>\n\n\n\n
This group would direct the change process in a very top-down, hierarchical fashion.<\/p>\n\n\n\n
Kotter\u2019s <\/strong>Accelerator<\/em><\/strong> Team Structure<\/strong><\/h3>\n\n\n\n
Of course, you will be thinking about roles and responsibilities side-by-side. After all, the change framework will determine how you assign responsibilities and roles.<\/p>\n\n\n\n
However, it\u2019s best to map out responsibilities first and foremost.<\/p>\n\n\n\n
And the reason is simple \u2013 duties that don\u2019t get assigned don\u2019t get done.<\/p>\n\n\n\n
Effective execution of the process is paramount, so make sure you have these listed, prioritized, and planned for.<\/p>\n\n\n\n
Then you can move forward with assigning roles.<\/p>\n\n\n\n
Roles<\/strong><\/h3>\n\n\n\nThe team structure you choose will often be determined by a couple things:<\/p>\n\n\n\n
\n- Your change model<\/li>\n\n\n\n
- Your organization structure<\/li>\n\n\n\n
- Resource constraints<\/li>\n<\/ul>\n\n\n\n
The change model<\/a>, or framework, that you implement will determine the size of your change team, its composition, how many people are included, and what roles you assign.<\/p>\n\n\n\nIn some cases, you can simply follow the framework to the letter.<\/p>\n\n\n\n
However, resource constraints \u2013 such as time constraints, budget constraints, or limitations placed by business leaders \u2013 will force you to improvise.<\/p>\n\n\n\n
General Makeup of a Change Team<\/strong><\/h3>\n\n\n\n<\/figure>\n\n\n\nGenerally speaking, change teams carry the same overall purpose: to effect change.<\/p>\n\n\n\n
So, regardless of the change model being used, you\u2019ll see commonalities between the assigned roles.<\/p>\n\n\n\n
Here are a few of the more common types of roles you\u2019ll see, along with their responsibilities:<\/p>\n\n\n\n
\n- Change Leaders\u2014The change leader<\/a> creates the vision for change and drives it. He, she, or they are the impetus that pushes the change forward.<\/li>\n\n\n\n
- Change Managers \u2013 The change manager oversees and administers change initiatives.<\/li>\n\n\n\n
- Change Agents \u2013 The change agent is the one enacting the change. This can be a large army of people or a few key individuals.<\/li>\n<\/ul>\n\n\n\n
Naturally, these descriptions are quite broad and this is just a skeleton list.<\/p>\n\n\n\n
Before implementing an initiative with these roles, it would be necessary to define them more precisely.<\/p>\n\n\n\n
However, it gives an overall picture of what to look for in a change team.<\/p>\n\n\n\n
Now, we\u2019ll look at some of the most popular change team structures. After reviewing them, you can customize a team makeup that works for you.<\/p>\n\n\n\n
Examples of Team Structures<\/strong><\/h2>\n\n\n\n<\/figure>\n\n\n\nDifferent change models take different approaches to team structures.<\/p>\n\n\n\n
Therefore, it makes sense that each model would present a change team that fits with that model.<\/p>\n\n\n\n
When creating your change team, it\u2019s of course vital that your team roles match the approach taken by your change model.<\/p>\n\n\n\n
Kotter\u2019s <\/strong>Leading Change<\/em><\/strong> Team Structure<\/strong><\/h3>\n\n\n\nKotter\u2019s 8-step change model was originally developed in 1996. Since its creation, it has become one of the most popular organizational change<\/a> models in the world.<\/p>\n\n\n\nThe original 8-step model advocates driving change with a \u201csmall, powerful core group.\u201d<\/p>\n\n\n\n
This group would direct the change process in a very top-down, hierarchical fashion.<\/p>\n\n\n\n
Kotter\u2019s <\/strong>Accelerator<\/em><\/strong> Team Structure<\/strong><\/h3>\n\n\n\n
The change model<\/a>, or framework, that you implement will determine the size of your change team, its composition, how many people are included, and what roles you assign.<\/p>\n\n\n\n In some cases, you can simply follow the framework to the letter.<\/p>\n\n\n\n However, resource constraints \u2013 such as time constraints, budget constraints, or limitations placed by business leaders \u2013 will force you to improvise.<\/p>\n\n\n\n Generally speaking, change teams carry the same overall purpose: to effect change.<\/p>\n\n\n\n So, regardless of the change model being used, you\u2019ll see commonalities between the assigned roles.<\/p>\n\n\n\n Here are a few of the more common types of roles you\u2019ll see, along with their responsibilities:<\/p>\n\n\n\n Naturally, these descriptions are quite broad and this is just a skeleton list.<\/p>\n\n\n\n Before implementing an initiative with these roles, it would be necessary to define them more precisely.<\/p>\n\n\n\n However, it gives an overall picture of what to look for in a change team.<\/p>\n\n\n\n Now, we\u2019ll look at some of the most popular change team structures. After reviewing them, you can customize a team makeup that works for you.<\/p>\n\n\n\n Different change models take different approaches to team structures.<\/p>\n\n\n\n Therefore, it makes sense that each model would present a change team that fits with that model.<\/p>\n\n\n\n When creating your change team, it\u2019s of course vital that your team roles match the approach taken by your change model.<\/p>\n\n\n\n Kotter\u2019s 8-step change model was originally developed in 1996. Since its creation, it has become one of the most popular organizational change<\/a> models in the world.<\/p>\n\n\n\n The original 8-step model advocates driving change with a \u201csmall, powerful core group.\u201d<\/p>\n\n\n\n This group would direct the change process in a very top-down, hierarchical fashion.<\/p>\n\n\n\nGeneral Makeup of a Change Team<\/strong><\/h3>\n\n\n\n
<\/figure>\n\n\n\n\n
Examples of Team Structures<\/strong><\/h2>\n\n\n\n
<\/figure>\n\n\n\nKotter\u2019s <\/strong>Leading Change<\/em><\/strong> Team Structure<\/strong><\/h3>\n\n\n\n
Kotter\u2019s <\/strong>Accelerator<\/em><\/strong> Team Structure<\/strong><\/h3>\n\n\n\n