The Change Acceleration Process (CAP)

By Bev Davids
Senior Partner, The Greenwich Group
www.grnwch.com

This article provides an overview of the Change Acceleration Process (CAP).

CAP was introduced in 1992 to General Electric, after much research into how
successful change is made in organization and personal settings. CAP, still
used by GE today, has been adapted by many organizations as a model for
successful realization of change efforts. Companies that use a similar process
are: Tesco, PLC (UK), DHL (Europe), and CP Rail (Canada). CAP has been
used in Unilever South Africa, and Unilever Australasia in implementing major
changes.

Change Acceleration Process (CAP)

In the early 1990s, senior people in GE started to question how successfully

changes from the culture change initiatives were being implemented and why it
seemed that change wasnt happening fast enough. They engaged Dave Ulrich
and Steve Kerr, two well-known consultants, to research the implementation of
change in organisations and in social and environmental settings, and to
determine what were the best practices related to implementing change. It was
this research that was the foundation for CAP.

Results of the Research/Basis of CAP

For there to be change, there has to be a technical strategy/plan or vision of

the future state. At the most senior levels, these are strategic decisions like
markets to be in, product ranges, number and location of offices/factories,
organization structure, etc. At the project team level the change could be about
the introduction of a specific product, the redesign of packaging, introduction of a
new system or technology, etc. At the individual level, it could be the use of a
new technology, a new process or method, a required behaviour or way of
working. Whatever the case, people in organisations focus the majority of their
efforts on these technical aspects of change. In fact, this work is often done
well. They do an expert job at identifying an issue, completing the technical
analysis, and making recommendations for new directions, methods,
approaches, etc. These are the types of things that project teams are measured
on, and that leaders ask about in project reviews.

What is forgotten/not given enough focus is the involvement of key stakeholders

in planning and implementing the necessary changes. Change requires people
to do things differently. These people have the power to accept or reject a
change. Research done by GE showed that organisations spend little time on

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this cultural aspect of change. They didnt focus on assessing how to help
people, from Senior Leaders to front-line employees, understand and accept the
change and to own the implementation. It is the attention paid to these
cultural/human aspects of change that make the difference between successful
or unsuccessful changes.

CAP Model - The Seven Levers

CAP is a framework/way of thinking about changes that are being initiated. The
seven levers of the model are intended to provoke thinking and discussion about
the change. This would then be turned into actions that would help the
successful implementation/realization of change. (See the CAP model that
follows.) The center of the model is Planning and Executing the Change. This
represents the technical change the corporate/divisional strategy, the new
product being introduced, etc. There seven CAP levers that are key to
accelerating the implementation and realization of change, surround this change.

Because change is not a linear process, activities related to each lever happen
simultaneously. There are activities to create a shared need at the same time
that the Vision is being clarified etc. Also, it is important to have actions to
create a shared need through-out the change, and with different stakeholders.
This is true about all the aspects of CAP.

Since leading change is a leadership core competency, CAP provides leaders

with a framework for initiating and implementing change. Of course, leaders
require the capability and willingness to deal with critical business issues, to
make difficult decisions, to establish strategies, to set direction, etc. The CAP
framework can be applied to implementing large-scale changes as well as day-
to-day smaller changes. It is a critical skill for leaders in operating roles, as well
as those in support functions (like IT and HR) who are business partners in
implementing change and realizing the planned benefits.

The seven levers, which are described below, are shown in an arrow indicative of
moving change forward. Leading change is at the back of the arrow, driving
change, which depicts a leaders role in change.

Leading Change - Change requires a leader who guides the change effort,
making it a personal priority, ensuring that it has the required resources, publicly
supporting the change, and helping in overcoming organization resistance.

Creating a Shared Need - It is necessary to get people throughout the

organization to understand the justification for change -- sense of urgency. Is the
change due to a threat or opportunity? How does it impact individuals? What
are the current realities facing the organization?

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Developing a Vision - The desired result of the change needs to be clearly
stated, shared by those affected, and communicated to and understood by the
organization. The vision (future state/to be) needs to be specific and translated
into actionable behaviours so that people know what they are expected to do
differently.

Mobilising Commitment - This is a critical step. It requires obtaining the

commitment and support from the stakeholders. This step focuses on
identifying resistance and interests, and developing influence strategies to obtain
buy-in. Stakeholders can be Individuals who can effect the change, or are
affected by the change.

Communicating Change - Communication must start as soon as possible --

otherwise the rumours get started, which are difficult to overcome.
Communication must be frequent and honest -- even if there is not much to
share. A communication plan is essential to addressing resistance and
obtaining buy-In and commitment.

Aligning the Infrastructure - If change is to be realized, then organisation

infrastructure must be modified to support/drive the required new behaviours.
Examples of infrastructure are: staffing processes, development strategies ,
reward and recognition strategies, organisation structures, policies, practices and
procedures.

Sustaining Momentum - The focus is on making the change visible, credible,

integrated with other business activities, and that appropriate resources are
committed to the change to enable it to be implemented along with celebrating
early successes. This step includes establishing measurements and milestones.
Reviews are held to check progress, with processes for mid-stream
modifications.

Each of these levers has a series of simple tools associated with it. These tools
are used to stimulate thinking and to initiate discussions with the appropriate
stakeholders. The important thing is to integrate the technical aspects of the
change with the cultural/people aspects of the change.

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 Creating a Shared Need

Mobilising Commitment

Developing a Vision

Leading
Planning and Executing Change
Change
Communicating Change

Aligning the Infrastructure

Sustaining Momentum

Summary

CAP provides a framework and tools to help with the realization of change. It is
very practical, always focused around a change (big or small). CAP gives
leaders a language to use to initiate change efforts, to dialogue with change
teams, and to question when checking on progress. It leads to specific actions
that can be taken by the leader and change team members.

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