Change management models: The Valid 3V approach and the Prosci ADKAR model
Agile

Successful change requires more than a good idea and a tight plan. It is about people understanding, embracing and sustaining the change. Models for change management, based on proven change management theories, such as the internationally recognized Prosci AKDAR model and Valid's 3V approach help organizations address change in a structured and effective way and implement it successfully. Together, they form the basis for a well thought-out change strategy and a consistent change management process. In this article, we explain both models, including a practical change management roadmap and intervention methods you can apply to achieve concrete results.

Prosci adkar model

* Source: Prosci ADKAR.

The Prosci ADKAR Model

The Prosci ADKAR model provides a structured approach to successfully managing change and thus forms the basis of our approach. The model consists of five phases: Awareness, Desire, Knowledge, Ability and Reinforcement. These steps of the prosci methodology help organizations bring employees along step by step in the change process. We therefore have colleagues with Prosci certification, so that we not only substantiate change processes theoretically, but also provide expert guidance in practice.

  1. Awareness - Awareness of why. Employees understand why the change is needed and its urgency.
  2. Desire - Desire to participate. Motivation and willingness to actively contribute to change develops.
  3. Knowledge - Knowing how to do it. Employees have the knowledge and information needed to implement the new situation.
  4. Reinforcement - Empowering and securing. The change is anchored so that it becomes a permanent part of the organization.

The model emphasizes that organizational change only succeeds when change occurs at the individual level and employees actually move through all phases. Change management models help organizations to support this process concretely and purposefully. Per phase, we deploy targeted intervention methods to optimally guide employees. For example, we use information sessions and communication tools to create awareness and involvement (Awareness and Desire), workshops and coaching to build knowledge and skills (Knowledge and Ability), and reward mechanisms or success stories to reinforce desired behavior (Reinforcement). In this way, we connect the ADKAR framework with practical interventions that match the needs of employees and the context of the organization, and support the implementation of change from start to finish.

The Valid 3V Model

Whereas the ADKAR model focuses on the steps employees take individually, the Valid 3V model emphasizes the process in the organization as a whole: from preparation to assurance. This change model helps organizations bring direction, coherence and structure to a change process at the organizational level, while ADKAR helps support the individual change process.

The Valid 3V model consists of three steps: Prepare, Change and Embed. Together, these stages ensure that changes become effective, sustainable and supported.

1. Prepare

Successful change begins with careful preparation. Together we sharply formulate the vision and goals: what is changing, why is it necessary and what must change achieve? Then we map out the impact on people and processes, the willingness to change and the main risks. We ensure that the right stakeholders, including sponsors, are actively involved from the start. We build support and cooperation and develop an effective change and communication strategy - the foundation for a smooth and successful implementation. 

2. Change

In this step, we guide people through the transition to the new situation. We create awareness about the usefulness and necessity of the change. We also build motivation to move along and help people master new knowledge, skills and behaviors. Through targeted communication, training, coaching and support, we ensure that people not only know what is changing, but also that the behavioral change necessary to realize the benefits of the change occurs. During the process, we continuously measure progress and effectiveness, actively deal with resistance and adjust actions as needed. Together with sponsors and managers, we support each employee in their individual change process towards lasting results.

3. Anchor

In this step, we ensure that the realized change is maintained and firmly embedded in the organization. New ways of working, processes and behavior become part of daily practice, supported by ongoing communication, coaching and ownership. In doing so, we pay explicit attention to the corporate culture, so that the change does not only land in systems and processes, but also in attitude and behavior. We celebrate successes, visibly recognize employees' efforts and good initiatives, and transfer ownership to the organization to sustain the change. In this way, we make the change the new status quo and the change delivers the intended results and returns. 

Valid 3V Model

Implementing change

In both the ADKAR model and the Valid 3V approach, guidance plays a connecting role between plan and practice. After all, change not only requires structure, but also continuous support at the right moments and levels in the organization. This means customization: no standard approach, but interventions that fit the specific situation, culture and challenges of each organization.

We tailor the guidance to the phase of change and to the role of those involved. Sponsors and managers are given tools to effectively fulfill their role model role, project teams are supported during implementation, and employees receive the guidance they need to move with them. This creates a consistent and supported change process, in which people not only feel informed, but also actually involved and able to maintain the new behavior.

Change management risks

While change magement has a lot of benefits, it can also bring some challenges:

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