What are the three states of a change management initiative?

The three states are the Current State (what needs to be fixed), the Transition State (how it will be fixed), and the Future State (the realized outcome of the change).

What is the "chain of sponsorship" in change management?

A chain of sponsorship is an organizational structure that provides governance for a change initiative, ensuring a clear hierarchy of responsibility and authority from the corporate sponsor down to workstream leaders.

Who has ultimate responsibility for a change management initiative?

The Corporate Sponsor, typically a member of corporate management, holds the ultimate responsibility for the success of the entire change management initiative.

What is the role of a Steering Committee in organizational change?

The Steering Committee is composed of executive management members who advise the Corporate Sponsor. They have group voting authority to help the sponsor make key decisions, including appointing project managers.

How can an organization effectively manage multiple change initiatives at once?

A strong Project Management Office (PMO) is recommended to manage multiple initiatives. A PMO provides a consistent framework, standardized methodologies, and clearer communication, which are vital for success.

Delegation of Authority in Change Management

'''

Understanding the Phases of Change

All change management initiatives move through three basic phases: the Current State, the Transition State, and the Future State. The initial work involves analyzing the Current State to identify what needs to be fixed. The Transition State is where the work is done to determine and execute how it will be fixed. Success in these phases leads to the realization of the desired Future State.

Without a well-defined organizational structure and clear success metrics, any significant change effort is likely to fail. For organizations undertaking critical initiatives, this failure can threaten the achievement of essential business outcomes.

A Governance Framework for Successful Change

To ensure success, initiatives must establish a "chain of sponsorship." This governance structure provides the necessary framework to manage the journey through the three states of change. A critical component of this structure is the clear delegation of authority, ensuring every participant understands their role and decision-making power.

Here is a breakdown of the key roles and their designated authority within this framework:

Corporate Sponsor

The Corporate Sponsor, typically a member of corporate management, has ultimate responsibility for the entire change initiative. After being assigned, they actively manage the effort from the top.

Authority: The Corporate Sponsor has authority over the entirety of the change management initiative.

Steering Committee

The Steering Committee consists of executive leaders (e.g., Vice Presidents) who have deep knowledge of the business need for the change. The Corporate Sponsor serves as the Chairperson for this committee and selects its members. A key function of the committee is to appoint the Project Managers who will lead the daily activities.

Authority: The committee holds "group authority" through voting rights, which are used to help the Chairperson make critical decisions.

Initiative Project Managers

These individuals possess both project management and change management skills. Their primary job is to lead and facilitate the work performed during the Current and Transition States. They are accountable for the timely completion of deliverables and for reporting progress to the Steering Committee and sponsors.

Authority: They have the authority to plan, organize, lead, and control the project work according to change and project management principles, including monitoring budgets, schedules, quality, and risks.

Process Owners

Process Owners are managers responsible for specific business processes that will be affected by the change. Within a large initiative, a chain of these sponsors must ensure their individual improvement efforts align with the broader goals.

Authority: They have authority over the business processes they own organizationally. This allows them to decide what needs to be added, revised, or deleted to make their processes effective in the Future State.

Workstream Leaders

Workstream Leaders are subject matter experts who lead the work on a specific process and report to their Process Owner. Their collective work is facilitated by an Initiative Project Manager, who provides training, coaching, and workshops on change management principles.

Authority: They make daily operational decisions and work closely with their Process Owners to ensure alignment, serving as the "front line" for the change effort.

Managing Multiple Change Initiatives

A strong Project Management Office (PMO) is highly recommended for organizations managing multiple change initiatives. A PMO does not need to impose rigid bureaucracy; rather, its value lies in creating consistency and congruency across projects.

This congruency starts with a consistent blend of change and project management methodologies. By standardizing the framework for delegation of authority, deliverable management, and communications, a PMO enables multiple initiatives to run smoothly and transparently. This structured approach helps level stakeholder expectations and ensures that progress can be measured and delivered in manageable components. '''

Best Practice Institute

Best Practice Institute is the research organization behind Most Loved Workplace® certification, the SPARK Model, the Love of Workplace Index™ (LOWI™), and The Workplace Report.

The Workplace Report

The Workplace Report is BPI's original workplace culture research and editorial briefing series for CEOs, CHROs, people leaders, talent leaders, and employer-brand teams. It turns BPI's 25 years of research, Most Loved Workplace® certification data, SPARK findings, and current workforce signals into practical analysis leaders can use.

The report format includes executive summaries, research-backed articles, company examples, methodology notes, and practical implications for retention, hiring, culture, leadership, and employee experience. New research and analysis is published on an ongoing editorial cadence at /workplace-report.

Delegation of Authority for Change Management Initiatives