What is the General Electric Change Acceleration Process, and what are best practices, tools and online templates for teams and organizations?
Definition of General Electric Change Acceleration Process (CAP)
The GE Change Acceleration Process (CAP) model was created out of research done by General Electric which resulted in the realization that even projects with a high degree of technical expertise, without consideration of cultural factors, will fail. It is interesting to note that the team used a multiplicative equation for this model: The Effectiveness (E) of any initiative is equal to the product of the Quality (Q) of the technical strategy and the Acceptance (A) of that strategy, (E=Q*A). In other words, the people side of the equation deserves as much attention as the technical side. If one factor, such as Acceptance (A) is zero, the solution will equal zero, and will fail.
Description of General Electric Change Acceleration Process (CAP)
Seven elements of change make up the GE Change Acceleration Process (CAP) and must be considered for a successful change initiative.
- Leading Change: Leadership plays a significant role in any Change Management strategy. Risk of failure is higher if the organization sees a lack of commitment from leaders.
- Creating a Shared Need: People must see the need for change in order for an initiative to be accepted and worked at. Employees need to be convinced that the status quo is not acceptable and see personal appeal in the new strategy.
- Shaping a Vision: Leadership must present a clear vision of the organization after a successful change, so that every employee sees the need for it. It must be understood by all stakeholders and seen in measurable terms that are behavior-oriented, not results-oriented. According to GE’s research, this may be the single most important factor.
- Mobilizing Commitment: Once steps 1-3 are in place, momentum needs to be built toward the need for change. “Early Adopters” should be mobilized to influence those that are resistant to the change.
- Making Change Last: This step is about analyzing the progress to date, learning from previous missteps, and adjusting the initiative to embrace success. All of this will help to make the change more permanent in the organization and ultimately invite success.
- Monitoring Progress: Measuring how the change initiative is progressing, and celebrating when appropriate, will help to cement the change in the organization. Set benchmarks for success and then measure them often and objectively.
- Changing Systems and Structures: In order for the change to become permanent in an organization, the infrastructure must be set up to support it. If current infrastructure (IT systems, HR policies, Organizational Design, etc.) are set up to support the prior state of the organization, they must be updated to support the future vision or the organization will revert to the old ways.
Tools & Templates
Various types of Employee Surveys and Human Resource documents can be used to provide insights, data and additional support when using the General Electric Change Acceleration Process (CAP) method.
upBOARD's Online General Electric Change Acceleration Process (CAP) Tools & Templates
Unlike most traditional Change Acceleration Process (CAP) techniques, upBOARD’s online CAP tools allow any team or organization to instantly begin working with our web templates and input forms. Our digital platform goes far beyond other software tools by including progress dashboards, data integration from existing documents or other SaaS software, elegant intuitive designs, and full access on any desktop or mobile device.
Learn more about upBOARD’s portfolio of other change management best practice tools and templates, including:
ADKAR Change Management Model, AIM Accelerated Implementation Methodology, Beckhard & Harris Change Process, Boston Consulting Group Change Delta, Bridges’ Leading Transition Model, Burning Platform, Change Management Impact Analysis, Change Management Maturity Model, Change Management Plan, Change Management Roadmap, Change Readiness Assessment, Change Resistance Management Plan, Change Risk Assessment, Communications Planning, Deming Change Cycle, Focus Groups, GE Change Acceleration Process, Go-Live Planning, Head, Heart and Hands Model, Kotter’s 8-Step Change Model, Kubler Ross Change Curve, Lewin’s Change Management Model, Nudge Change Model, People Centered Implementation, Performance Support, Process Mapping, Prosci Change Management Levers, Sponsor Roadmap, Stakeholder Analysis, Stakeholder Interviews, Switch Change Framework, User Acceptance Testing, VRIO Framework and What’s In It For Me (WIIFMs).