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| --- | --- | --- | --- |

  

  

[[_TOC_]]

**1.0 Creating a Shared Need for Change**
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Successful change organizations learn to frame the need for change as more than a short-term threat. They work to find ways to frame the need as a threat and opportunity over both the short and long term. By doing so, they begin to get the attention of key stakeholders in a fashion that ensures their involvement beyond what can be gained from a short-term sense of urgency. The key with motivation is to balance Threats and Opportunities to get people moving and pointed in the right direction.

**Threat - If we don't change…**

Threats are reasons for change that focus on letting go of the current state. Threats tend to make the current state no-longer as attractive or even bearable as it once was. Threats tend to deliver the message: “Get moving!”

**Opportunity - if we do change…**

Opportunities are reasons for change that focus on attracting people toward a specific new or future state. Opportunities tend to be future focused, and “growth” oriented. Opportunities deliver the message: “Come over here, or come this way!”

**Short Term**

Short-term motivators will take effect relatively soon or quickly. The definition of short-term can be very subjective and specific to the project or situation. Short-Term motivators tend to communicate a sense of urgency or “We need to act NOW!”.

**Long Term**

Long-term motivators will take effect “later” or sometime in the future. They may build up over time. They tend to provide a sustainable power of motivation.

  

**Action: Jot down thoughts across all 4 quadrants.**

|     |   **Threats**   **If we don't change?**   |   Opportunities   If we do change?   |
| --- | --- | --- |
| **Short Term**                      |     |     |
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| **Long Term** |     |     |
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**Action: Craft a 3 -4 sentence statement of the need for change using language that speaks to as many of the four quadrants as possible**

**Case for Change**
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| Case for Change Draft |
| --- |
| Drafted text to be inserted here. |

  

**2.0 Shaping the Vision**
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An effective vision statement describes the outcome of the change. It is clear, legitimate, widely understood and shared; the vision is shaped in behavioral terms. It is not a flashy slogan; rather it describes what good looks like in the future. It is compelling, measurable and emotionally exciting. It serves as the North Star for all stakeholders who will be a part of/impacted by the change effort.

| **FROM** | What will they see and say more of when (Customer) is migrated? | What will they see and say less of when (Customer) is migrated? |
| --- | --- | --- |
| **Customers**                      |     |     |
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| **Employees**                      |     |     |
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| **Partners/Suppliers**                |     |     |
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|     |     |

  

**Action: Craft a 3 -4 sentence statement of the need for change using language that speaks to as many of the four quadrants as possible.** **In addition, propose 3 – 5 Success Metrics, these are metrics that you help you know that you achieved the vision.**

Need for Change, incl. Success Metrics
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| **Need for Change, incl. Success Metrics Draft** |
| --- |
| Drafted text to be entered here. |

  

**3.0 Frequently Asked Questions (FAQs)**
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**Examples of FAQs related to migration:**

*   How does my role change?
    
*   What is the training plan?
    
*   What are the new skills required once we are in the cloud?
    
*   What is the migration timeline?
    
*   What changes do we need to make to the applications prior to the migration?
    
*   How will our support model change?
    
*   Do we need to change our development, test, integration and delivery tools?
    
*   What level of access will we have to the servers?
    
*   How will we monitor application performance?

 **Attachments:**