Client	A Global Manufacturing Company
Initiative	Change Headquarters Development
Primary Change Audience	Process Reengineering Targets

Change Headquarters Development

Engagement:
The client was a manufacturing company with locations throughout the world. They were in the process of reengineering their Financial Division after 50 years. The immediate target population measured several thousand. A dedicated multinational project team was established and co-located near their world headquarters in the United States.

Situation:
A “war room” had been created within the project team building. This room housed the program management office. The nature of a “war room” often prevents the open flow of information about the project. It also interferes with sponsor and target participation. A project team should not isolate itself through the use of a closed room. We needed to create an environment that would powerfully communicate the change and its progress to team members, sponsors, and targets.

Action:
The “war room” was converted into a “Change Headquarters” to make it more available to the team members, sponsors and targets. The door was removed from the room to allow open access. The walls of the room were used to display graphics of key program and change management deliverables that represented the current state of work. The Current, Desired and Delta State charts were displayed and open for comment and changes. The most current Key Role Maps, Communications, Learning and Reward system plans were displayed with the overall project plans showing the integration. However, the accessibility was still limited for “offsite” targets. Therefore, a “virtual” change headquarters was created on the project web site. In fact, the site map design of the project web site followed the LaMarsh Change model. In this way, people could follow the model and their progress through the change process worldwide.

Results:
The room became an exciting place where planning and change happened. The wall charts explained the direction and progress of the effort to sponsors, visitors and the team members. People were able to interact with the change by posting or recommending changes to the information on the walls.

The project team embraced the change model and change headquarters concepts. Moving the Managed Change™ concepts into the intranet on the project web site made it a place where the change could be easily monitored by the change audience world wide using the format of the model.