This Change Management Policy establishes comprehensive and stringent guidelines for the identification, planning, approval, implementation, communication, monitoring, and evaluation of changes at Let’s Interact. The policy ensures that all changes align with the company’s strategic goals, are risk-assessed, and are meticulously controlled to minimize disruption to business operations and maintain organizational integrity.
- Establish a uniform, disciplined approach to managing all changes in the company.
- Ensure all changes are aligned with the organization’s strategic priorities, compliance requirements, and operational capabilities.
- Enforce a strict governance structure that mandates the appropriate review, risk assessment, approval, and monitoring of all change requests.
- Guarantee comprehensive risk management, including contingency and rollback plans.
- Maintain thorough documentation for all change processes to support audits, compliance checks, and continuous improvement.
- Minimize operational disruptions and ensure business continuity.
This policy applies to all types of changes that affect systems, processes, products, people, policies, organizational structure, technology, and infrastructure within Let’s Interact. This includes, but is not limited to:
- IT systems and infrastructure changes.
- Changes to business processes or workflows.
- Changes in products, services, or customer-facing systems.
- Structural or organizational modifications (e.g., mergers, acquisitions, leadership changes).
- Policy changes, including HR and operational policies.
- A formal document initiated by a Change Owner requesting the introduction of a change in the organization.
- The individual accountable for initiating and overseeing the change process from start to finish, including managing risks, communication, and follow-up.
- A designated group of stakeholders who review, approve, or reject all change requests, based on risk, impact, and alignment with strategic priorities.
- A change that must be expedited due to the potential for severe negative impacts on business continuity or to resolve a critical issue (e.g., security breaches, system outages).
- A predefined strategy to revert to the previous state if a change fails, ensuring minimal disruption.
- A mandatory review conducted after a change is implemented, focusing on assessing the change’s success, capturing lessons learned, and identifying areas for improvement.
- The state of the organization or system before a change is applied, which serves as a reference point in case of failure or the need for rollback.
To ensure strict adherence to the change management process, a hierarchical structure is enforced:
- : Any employee can suggest a change by submitting a formal Change Request (CR).
- : Responsible for overseeing the change from conception to completion. They must coordinate with stakeholders, create detailed change plans, and ensure compliance with this policy.
- : The CAB is responsible for approving or rejecting all non-emergency changes. The CAB comprises senior management, IT leads, risk management experts, and department heads, ensuring cross-functional oversight.
- : For emergency changes, pre-approved senior managers have authority to approve and implement immediate changes. The CAB will retrospectively review all emergency changes for compliance and risk analysis.
- : All major strategic or high-risk changes must be approved by the CEO and key executives to ensure alignment with the company’s long-term vision.
: All changes must begin with the submission of a Change Request Form (CRF). The CRF must be comprehensive, containing:
Detailed description of the change, including scope and justification.
Affected departments, systems, and stakeholders.
Risk assessment (using quantitative and qualitative methods).
Estimated costs (direct and indirect) and required resources.
Proposed start and end date, including timeline and milestones.
Back-out/rollback plan in case of failure.
Success criteria (KPIs to measure the effectiveness of the change).
Communication and training plan for all impacted stakeholders.
: The Change Owner submits the CRF to the Change Advisory Board (CAB) for initial validation. All fields of the CRF must be fully populated. Incomplete CRFs will be rejected immediately.
: The CAB must complete an initial review of the CRF within 3 business days of submission. The review will ensure:
The CRF aligns with business priorities.
The change is justified by a sound business case.
All risks are adequately identified and mitigation strategies are outlined.
: All changes must undergo a mandatory risk and impact assessment, including but not limited to:
: Risks to ongoing business processes.
: Regulatory, legal, or policy violations.
: Direct and indirect cost implications.
: Potential for negative brand impact.
: Vulnerabilities introduced by IT or infrastructure changes.
: Each risk must be assessed and scored on a standardized scale (Low, Medium, High, Critical), with mitigation strategies tailored accordingly. High and Critical risks must trigger an automatic review by the CAB, and the CEO must be involved in approval.
: No change will proceed without documented approval from all relevant parties. For high-risk or high-impact changes, CEO or senior executive approval is mandatory.
: For major organizational changes (e.g., company-wide technology upgrades, mergers, structural changes), a thorough impact analysis must be presented to the CEO, including a signed-off risk assessment.
: Departmental changes or changes with limited impact can be approved by the CAB, with strict documentation and tracking.
: If a change is deemed unfit due to insufficient justification, high risk, or misalignment with company objectives, the CAB will reject the CRF. A formal rejection memo will be sent, detailing the reasons and potential corrective actions.
: Every CR must include a comprehensive stakeholder map that outlines:
Direct and indirect impact on departments, personnel, and customers.
The roles of each stakeholder in the change process.
Communication methods (meetings, email updates, training sessions) and frequency.
: Before any change is implemented, all impacted stakeholders must receive formal communication outlining:
The nature and purpose of the change.
Expected timelines and milestones.
Potential disruptions and mitigations in place.
Details on support, training, or resources available.
: Once approved, the Change Owner will create a detailed step-by-step implementation plan, including:
Roles and responsibilities of all personnel involved.
Specific timelines and deadlines for each stage of the implementation.
Testing and validation procedures to confirm functionality before going live.
Back-out procedures in case the change is unsuccessful.
: The Change Owner is responsible for real-time monitoring of the implementation process. Any deviations from the plan must be immediately reported to the CAB, and corrective actions must be executed swiftly.
: For IT-related changes or system upgrades, rigorous testing in a sandbox or staging environment is mandatory. No system change may go live without documented proof of successful testing and validation.
: A post-implementation review must be conducted no later than 10 business days after the change is fully implemented. The review should include:
Evaluation of the change against predefined success criteria (KPIs).
Detailed analysis of any issues encountered.
Feedback from stakeholders and end-users.
Recommendations for improvements or future change management processes.
: A formal PIR report must be filed with the CAB, CEO, and any other relevant stakeholders. The report will be stored in a centralized repository for audit purposes.
: Emergency changes are only allowed in situations where immediate action is required to prevent significant business disruption (e.g., system outages, critical security threats).
: Emergency changes must be authorized by a senior executive, with the Change Owner providing immediate notification to the CAB post-implementation. All emergency changes will be subject to retrospective review by the CAB.
: Even in emergencies, the Change Owner must document the change, including:
Cause of the emergency.
Actions taken.
Any disruptions or risks introduced.
Steps to prevent recurrence.
- : Ultimate accountability for major changes and emergency approvals. Ensures changes align with strategic objectives.
- : Accountable for the success or failure of the change. Responsible for planning, implementation, communication, and post-change evaluation.
- : Reviews all changes, assesses risks, and provides approval. Monitors compliance with this policy and ensures organizational alignment.
- : Required to follow new processes after change implementation and report any issues promptly.
: The CAB will conduct quarterly audits of the change management process to ensure strict compliance and assess the effectiveness of changes.
: Non-compliance with this policy will result in disciplinary actions, up to and including termination, depending on the severity of the violation.
: All changes, including rejected and emergency changes, must be fully documented and retained for a minimum of 5 years for internal and external audits.
This policy will be reviewed annually by the CAB, the Risk Management team, and the Executive Management team. Any changes to this policy must be approved by the CEO and communicated to all staff immediately.