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, emotionally, logically, and meaningfully.

The Root Change Process uses eight discrete steps with a focus on defining the future, building an organizational movement, and creating lasting change. It’s designed to do more than check boxes—it provides a new trajectory to your future.

Root’s Proven Change Process

Define Your Future

Build an Organizational Movement

Create Lasting Change

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1

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.

1

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.

2

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.

3

Define and align on strategic critical priorities

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

3

Define and align on strategic critical priorities

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

4

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.

5

Create broader leadership advocacy

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

5

Create broader leadership advocacy

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

6

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.

7

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 front line that turn new activities into habits.

7

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 front line that turn new activities into habits.

8

Create a competitive advantage

Wash, rinse, repeat. Arm leaders, managers, and the front line to tackle the next change effort looming on the horizon. Because change is never done.

“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

Thinking

Strategic Planning
Change Management
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