The Root Change Process

Don’t Leave Change to Chance

Every organization is unique with distinct change opportunities. But there are common truths running through every company - change can’t happen without a solid game plan, discipline, the full participation of leaders, managers and the front line and a strategy for sustaining that change over time. That’s a lot for any organization to take on, especially without the help of a change expert.

Root is that change expert. We’ve done it for more than 25 years. We designed and developed the Root Change Process based on the fundamental belief that people are at the heart of any organization and they need a proven change process to engage each of them intellectually and emotionally logically and meaningfully.

Using an approach that focuses on defining the future, building an organizational movement and creating lasting change, Root’s Change Process uses eight discreet steps over 12 - 18 months. It’s designed to do more than check boxes, it provides a new trajectory to your future.

Change starts here. Change starts now.

Root’s Proven Change Process

Step one: Define your reality.

Take an honest assessment of the current state, the unfiltered and sometimes brutal truth about an organization’s customers, competitors, marketplace trends and itself.

Step two: Developing a compelling future state.

You can’t draw fuzz. To create a picture of the future, that can be shared with everyone, leaders must agree and be clear on the strategy and vision of success.

Step three: Define and align on strategic critical priorities.

Identify, understand, and clarify the priorities, responsibilities and ownership of each leader that moves the organization from current state to the future state.

Step four: Ensure behaviors and culture support the vision.

Agree on the behaviors leaders will universally adopt and demonstrate to lead change and address the disconnects between current culture and future direction.

Step five: Create broader leadership advocacy.

Engage next level leaders in the change and their role in leading it.

Step six: Get everyone in the game.

Inspire a change movement by sharing the stories of our current and future state. Appeal to the hearts and minds of everyone by engaging them in the why, what and how of change and how each person contributes.

Step seven: Organizational hardwiring.

Sustain the change movement. Ensure policies, procedures, compensation and structure align with the change effort and build new skills for managers and the frontline that turn new activities into habits.

Step eight: Create a competitive advantage.

Wash, rinse, repeat. Arm leaders, managers and the frontline to tackle the next change effort looming on the horizon.

“From my perspective, your approach is a systematic process that has allowed us as a staff to take what we know or believe about our business and synthesize it into a comprehensive plan. Other firms tell us “where to fish” and what bait to use – your firm has taught us how to be fisherman, which is a much more valuable lesson.”
President and COO, Babcock & Wilcox

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