Creating Tomorrow

END USER LICENCE AGREEMENT

Change2 comprising sets of slides and accompanying guidance documents (Product)

This licence agreement (Licence) is a legal agreement between the organisation named in the online form as part of the order process (Licensee or you) and Creating Tomorrow Limited company number 6643936 whose registered office is at 13 Princeton Court, 53-55 Felsham Road, London SW15 1AZ (Licensor or we), concerning your use of the Product.

1. GRANT AND SCOPE OF LICENCE
1.1 Upon payment of the licence fee by you and in return for such payment, the Licensor grants to you a non-exclusive, non-transferable licence to use the Product on the terms of this Licence.
1.2 You may download the Product, print copies and use the Product and such copies only within the parameters specified as part of the order process, namely use within your own organisation at a single location and for your internal business purposes (the Permitted Use).

2. LICENSEE'S UNDERTAKINGS
2.1 You undertake:
(a) not to copy the Product either in electronic or hard copy form except where such copying is reasonably incidental to the Permitted Use;
(b) not to vary or modify any text, logos or markings within the Product other than within those fields which are designed to allow modification by you;
(c) to include the copyright notice of the Licensor on all entire and partial copies you make of the Product on any medium;
(d) not to resell, sub-license or otherwise make any commercial use of the Product (or any part of it) other than as provided in condition 1.2;
(e) not to disclose or make available the Product (or any part of it) to any person not within your organisation and the Permitted Use;
(f) to keep all copies of the Product (and any part of it) secure so as to prevent such unauthorised disclosure occurring accidentally;
(g) to direct any third parties who approach you wishing to use the Product to the Licensor or its website.
2.2 [You must permit the Licensor and its representatives, at all reasonable times and on reasonable advance notice, to inspect and have access to any premises at which any copy of the Product is being kept or used, and to the computer equipment located there, so the Licensor can ensure you are complying with the terms of this Licence.]

3. INTELLECTUAL PROPERTY RIGHTS
3.1 You acknowledge that all intellectual property rights in the Product and its content throughout the world (whether registered or unregistered and including without limitation copyright and any rights in designs) belong to the Licensor, that rights in the Product and its content are licensed (not sold) to you, and that you have no rights in, or to, the Product and its content other than the right to use the same in accordance with the terms of this Licence.

4. LICENSOR'S LIABILITY
4.1 Nothing in this Licence shall limit or exclude the liability of either party for death or personal injury resulting from negligence or any other matter for which it is not possible to limit liability at law.
4.2 Subject to condition 4.1, the Licensor's liability for losses suffered by you arising out of or in connection with the Product, whether arising in contract, tort (including without limitation negligence), misrepresentation or as a result of infringement of third party intellectual property rights or otherwise, shall be limited as follows:
(a) the Licensor's maximum aggregate liability shall be limited to a sum equal to the licence fee paid by you;
(b) the Licensor shall have no liability for loss of income, loss of business profits or contracts, business interruption, loss of the use of money or anticipated savings, loss of information, loss of opportunity or goodwill or reputation, loss of or damage to or corruption of data, or any indirect or consequential loss or damage of any kind, in each case howsoever arising.
4.3 Subject to condition 4.1, the Licensor's liability for infringement of third party intellectual property rights shall be limited to breaches of rights subsisting in the UK.
4.4 This Licence sets out the full extent of the Licensor's obligations and liabilities in respect of the Product and its content. In particular, there are no conditions, warranties, representations or other terms, express or implied, that are binding on the Licensor except as specifically stated in this Licence. Any conditions, warranties, representations or other terms concerning the Product or its content which might otherwise be implied into or incorporated in this Licence, or any collateral contract, whether by statute, common law or otherwise, are excluded to the fullest extent permitted by law.

5. TERMINATION
5.1 The Licensor may terminate this Licence immediately on written notice to you if:
(a) you commit a material or persistent breach of this Licence which you fail to remedy (if remediable) within 14 days after the service on you of written notice requiring you to do so;
(b) a petition for a bankruptcy order to be made against you has been presented to the court; or
(c) the Licensee (where it is a company) becomes insolvent or unable to pay its debts (within the meaning of section 123 of the Insolvency Act 1986), enters into liquidation, whether voluntary or compulsory (other than for reasons of bona fide amalgamation or reconstruction), passes a resolution for its winding-up, has a receiver or administrator manager, trustee, liquidator or similar officer appointed over the whole or any part of its assets, makes any composition or arrangement with its creditors or takes or suffers any similar action in consequence of its debt, or becomes unable to pay its debts (within the meaning of section 123 of the Insolvency Act 1986).
5.2 Upon termination for any reason:
(a) all rights granted to you under this Licence shall cease;
(b) you must cease all activities authorised by this Licence; and
(c) you must immediately destroy all electronic and hard copies of the Product then in your possession, custody or control and certify to the Licensor in writing that you have done so.

6. TRANSFER OF RIGHTS AND OBLIGATIONS
6.1 This Licence is binding on you and us and on our respective successors and assigns.
6.2 You may not transfer, assign, charge or otherwise dispose of this Licence, or any of your rights or obligations arising under it, without our prior written consent.
6.3 We may transfer, assign, charge, sub-contract or otherwise dispose of this Licence, or any of our rights or obligations arising under it, at any time during the term of the Licence.

7. NOTICES
All notices given by you to the Licensor must be given to Creating Tomorrow Limited at rights@creatingtomorrow.org.uk. The Licensor may give notice to you at either the e-mail or postal address you provided to it when purchasing the Product. Notice will be deemed received and properly served 24 hours after an e-mail is sent, or three days after the date of posting of any letter. In proving the service of any notice, it will be sufficient to prove, in the case of a letter, that such letter was properly addressed, stamped and placed in the post and, in the case of an e-mail, that such e-mail was sent to the specified e-mail address of the addressee.

8. WAIVER
8.1 If we fail, at any time during the term of this Licence, to insist upon strict performance of any of your obligations under this Licence, or if we fail to exercise any of the rights or remedies to which we are entitled under this Licence, this shall not constitute a waiver of such rights or remedies and shall not relieve you from compliance with such obligations.
8.2 A waiver by us of any default shall not constitute a waiver of any subsequent default.
8.3 No waiver by us of any term of this Licence shall be effective unless it is expressly stated to be a waiver and is communicated to you in writing.

9. SEVERABILITY
If any of the terms of this Licence are determined by any competent authority to be invalid, unlawful or unenforceable to any extent, such term, condition or provision will to that extent be severed from the remaining terms, conditions and provisions which will continue to be valid to the fullest extent permitted by law.

10. ENTIRE AGREEMENT
This Licence together with the online form completed by you and accepted by us together represent the entire agreement between us and you in relation to the licensing of the Product and supersede any prior agreement, understanding or arrangement between us, whether oral or in writing.

11. VARIATIONS
This Licence and the online form completed by you and accepted by us may not be varied other than with the agreement of both parties in writing (which, in the case of a variation to the terms of this Licence, shall not include email).

12. LAW AND JURISDICTION
This Licence, its subject matter or its formation (including non-contractual disputes or claims) shall be governed by and construed in accordance with English law and submitted to the exclusive jurisdiction of the English courts.

The parameters that we specify for a single-party licence purchased via this website (as referred to within the “Permitted Use” definition within our terms and conditions) are use of the product only within your own organisation at a single location and for your internal business purposes.

If you wish to use the product on a wider basis then please contact us at rights@creatingtomorrow.org.uk to discuss a possible multi-party licence.

Commercial use of the product as part of a service to your clients/customers does not fall within the scope of our single-party licence, so you must require all clients/customers to purchase their own single-party licence from us via this website or by contacting us at rights@creatingtomorrow.org.uk.

Cancel

I accept

After accepting these terms & conditions, click the 'Add to cart' button again.

DIY
Facilitated by us
Train your team

Simply purchase the Change² modules that suit your purpose and deliver the programme yourself. This is the cheapest option and if you have great facilitators in your organisation this will work for you. (From just £495 for the core change process).

What you get
Each step contains a detailed delivery guide for the facilitator (pdf) and a Microsoft PowerPoint slideshow. When you have completed your purchase you will be sent an email with a link to a secure area where you can download what you have bought.

You will need all of the core steps, the optional steps are useful at various points on the journey, but are not necessary for all organisations. The steps are numbered so that you know in what sequence they should be used.

Payments
We accept credit and debit cards as well as PayPal. If you are taking advantage of one of our offers you should add the discount code on the shopping cart screen. Please ensure you select your country at the same time to ensure the appropiate tax rate is added.

Purchase all 13 steps for £750 and save £195!

Core Steps £495

Optional Steps £75 each

Preparing for the journey

Why you should do it
This initial step sets the tone for your change programme and is crucial to its overall success. This workshop is designed to make sure:

	your objectives are in alignment with your strategic plan
	you have identified the right people to involve
	there is a clear direction and timeline for the programme
	delivery options and next steps are agreed.

What does it involve?
This workshop is designed to take two and a half hours for the Leadership Team to plan the launch of a successful programme of innovative change.

Building upon your existing strategy, this vital step requires that you consider your ambitions for change and set clear objectives for those involved in the work of change. It puts in place programme governance, the right balance of people in teams and vital roles, and specifies how and when they interact to be effective so that the change programme will be launched on a firm footing.

What will you have at the end?

	A clear overall objective for the programme and themes that need addressing by the Change Team
	Measurable outcomes so you know what progress you are making and when you have achieved your change objective
	The programme structure – key people in the Core Change Team representing the wide interests of all stakeholders in change, processes to be followed, an outline plan, and the steps they will take.

All of the above is recorded in the first section of the Creating Tomorrow Change journal which will be handed to the Change Team. This will ensure their work is focused on the organisations strategic goals. The Change Team will complete the other sections as they go through the process.

Who should attend?
This workshop is targeted at the Leadership Team

Step 1 - Developing our vision

Why you should do it:
This step brings together the Change Team and establishes a creative way of working and imagines what the future will look like once change is implemented. This workshop is designed to make sure:

	the team understand why the change is crucial
	the whole team are inspired by a view of the future
	people who are going to be affected are identified
	the team see the change through the eyes of others
	the preferred future is brought alive
	the team are ready to consult more widely
	effective team working is established..

What does it involve?
In this workshop of three hours a carefully selected group come together to form the Change Team and are empowered by their Sponsor to make change happen. The team inherits the all-important Change Journal previously started by their leaders. They take their initial steps to align and bond together behind a compelling vision of the future that they have been tasked to create.

The Change Team tries to get inside the hearts and minds of those for whom change will have most impact. Transporting themselves to some point in the not-too-distant future, when changes have taken effect, the team illustrates with vivid descriptions what it looks and feels like to be working in the ‘new’ workplace. This serves as an incentive to get there and provides markers for checking progress.

What will you have at the end?

	An understanding of the scope and scale of the remit for change.
	A striking and imaginative view of what the desired future looks like.
	Identified the broad groups of stakeholders who will be affected by the change.
	Expressed what it will be like from different perspectives of these stakeholders.
	Captured the future in a concise and compelling statement.
	The basis for getting people on board and their support for the change.

Who should attend?
This workshop is targeted at those representatives of the organisation that have come together to form the Change Team.

Step 2 - Identifing what we will do

Why you should do it:
This step starts the more detailed analysis of opportunities and identifies actions you can take immediately to show progress and increase support. This workshop is designed to make sure:

	a range of suitable opportunities are identified
	the impact of each opportunity is thoroughly considered
	quick wins get off the ground
	an outline cases for change is prepared

What does it involve?
A two and a half hour workshop to identify the many opportunities for change and to determine which are the priorities for action, what currently works effectively provides the foundation to build upon. Those things less effective can be developed; whilst other opportunities - as yet untried or perhaps only now recognised – offer the challenge to be creative. Not all these opportunities can be taken up at once so the team sets its priorities for change accordingly.

What will you have at the end?

	potential opportunities for change, including ‘Quick wins’ – changes that will readily yield benefits and a much needed boost in morale without major investment.
	priorities for change - a short list (no more than 4) of the most promising opportunities for change consistent with the organisation's vision of the future.
	an outline case for change for each priority that will enable the Steering Committee to endorse or modify the direction of travel.

Who should attend?
This workshop is targeted at those representatives of the organisation that have come together to form the Core Change Team.

Step 3 - Deepening our understanding

Why you should do it:
This step digs deeper into the root causes of the need for change so that you don’t jump to solutions too early. This workshop is designed to make sure:

	feedback from the steering group is taken on board
	what’s really going on is explored in depth
	what it will take to deliver the change is understood
	roles and responsibilities are assigned correctly

What does it involve?
A two and a quarter hour workshop that ensures your change team has a deep understanding of what lies at the root of what they are trying to change.

The team takes a ‘priority for change’ that it has previously identified and conducts a detailed analysis of all the factors that must be taken into account when bringing about change. The underlying issues that account for the current situation are brought to the surface and the team starts to fully appreciate the scope and scale of the changes it can make.

What will you have at the end?

	a more detailed understanding of the factors that condition the current situation
	an awareness of which factors you can influence and what may be beyond your control
	strategies for overcoming difficulties; e.g. ‘I can’t, but I know who can.’
	initial views on the scope and potential for solutions
	justifiable confidence in the capability to make change happen

Who should attend?
This workshop is targeted at those representatives of the organisation that have come together to form the Core Change Team.

Step 4 - Developing solutions

Why you should do it
This step takes each opportunity and designs what the solutions will look like and creates a case for change. This workshop is designed to make sure:

	solutions are thoroughly considered and arrived at by consensus
	that each solution is robust, viable and sustainable
	an outline case for change is prepared
	the team is ready to test the preferred solutions with others

What does it involve?
A two and a half hour workshop – or a series of shorter sessions that get into the detailed design of precisely what changes you will implement.
The Change Team – augmented by key stakeholders – uses creative techniques to blitz a change opportunity with innovative ideas. The most promising are pursued in earnest to flesh out the most practicable and beneficial solutions. The pros and cons are worked through and the solutions refined to test their viability and sustainability.

What will you have at the end?

	a number of potential solutions to address each change challenge;
	a consensus on which potential solutions offer the most promising way forward based on a range of criteria;
	deeper insight into the practicalities of making the chosen solution(s) work and ensure that they are sustainable;
	a plan for consulting more widely in order to test the solutions and refine the design before investing in implementation.

Who should attend?
This workshop is targeted at those nominated by the Core Change Team to form a Wider Change Team with specific responsibility for a particular change opportunity or change ‘project’.

Step 5 - Planning for success

Why you should do it:
This step develops a detailed plan for the delivery of each solution. This workshop is designed to make sure:

	a viable plan is in place that will deliver the change
	actions are assigned to the right people
	risks are considered and reduced
	communications are planned and happen

What does it involve?
A two and three quarter hour workshop where the Change Team sets a timescale for implementation of their solutions for change. The major milestones are set against the timeline with activities assigned to key stakeholders or stakeholder groups. The team assigns responsibilities for implementation; for actions that will reduce risks; and for communications with all those impacted by the forthcoming changes.

What will you have at the end?

	a large, graphical representation of how, by when and by whom change solutions will be implemented;
	the responsibilities, tasks and inter-dependencies between all the various stakeholders involved are understood;
	a basis for communicating what will happen, by when, and for mobilising the key people who have responsibilities for undertaking tasks;
	a robust plan of action to reduce and eliminate risks that threaten the plan;
	a strongly held, shared commitment to see the plan implemented.

Step 6 - Getting the go ahead

Why you should do it:
This step is about preparing the team to present their case for change to the Steering Committee. This workshop is designed to make sure:

	the team takes account of the outputs from the previous work they have done
	they have a well thought through case for change
	they can confidently deliver their presentation
	the recommended solution is taken forward

What does it involve?
A two an a quarter hour workshop to ensure that you can present to the Steering Committee the most compelling case possible for implementing your solutions for change. This is to demonstrate to the Steering Committee that the implementation plan is viable, the solution sustainable and that the benefits are readily achievable.

What will you have at the end?

	a case that demonstrates that all aspects of your change project have been thoroughly thought through
	justifiable confidence in the efficacy of your solution, and the practicality of your plan to implement it
	the basis for engaging the support of all those on whom you are dependent for making the change happen
	a presentation that will convince the Steering Committee to endorse your project

Understanding the challenge

Why you should do it
Your strategy is essential for guiding the work of the Change Team. This workshop is designed to make sure:

	you target your change programme where it will have the greatest impact
	everyone in the Leadership Team understands the link between your strategy and the work of the Change Team
	the strategy is in line with your vision and values.

What does it involve?
A two and a half hour workshop in which the Leadership Team reviews the status of its strategy in order to clarify the goals and specify the ambitions for a programme of change. The organisation’s strategic plan is examined and current initiatives and work practices are taken into account. This enables the team to pinpoint those aspects of its strategy that will benefit most from targeted change initiatives. The priorities for change are recorded in the Change Journal that forms the terms of reference for the Change Team.

What will you have at the end?

	Those key elements of your strategy that should be included in an investigation of potential areas for change.
	A clearer sense of the scope and nature of change needed to fulfil the organisation’s strategic goals.
	A shortlist of strategic ambitions that present the priorities for change and will make the most difference once implemented.

Who should attend
This workshop is targeted at the Leadership Team.

Revisiting our values

Why you should do it
This step anticipates a forthcoming programme of change by revisiting the values that will be reflected in the work of leadership and the change team as they bring about change. This workshop is designed to ensure that:

	all proposed changes are underpinned by and reflect your values
	as a leadership team you demonstrate these values in your actions
	your values are your anchor during times of change
	you reinforce your organisation’s values during the change programme.

What does it involve?
A two and a half hour workshop in which the leadership team revisits the values that define how and why the organisation does things the way that it does. The team refines these values and expresses how these values impact everyday behaviours. as the leadership team, the participants critically review the extent to which they each need to model these behaviours more prominently in order to reinforce the values throughout a period of significant change.

What will you have at the end?

	a set of values that represent what your organisation stands for and underpins how you want people to behave.
	an understanding of how far people in your organisation currently enact these values in their day-to-day dealings.
	Descriptions of the model behaviours which you will strive to promote in the way you go about change and in the change solution itself.
	Commitment from each of the leadership team members to reinforce these values through their own actions.

Who should attend?
This workshop is targeted at the leadership Team.

Preparing for the journey (FREE)

Why you should do it
This initial step sets the tone for your change programme and is crucial to its overall success. This workshop is designed to make sure:

	your objectives are in alignment with your strategic plan
	you have identified the right people to involve
	there is a clear direction and timeline for the programme
	delivery options and next steps are agreed.

	A clear overall objective for the programme and themes that need addressing by the Change Team
	Measurable outcomes so you know what progress you are making and when you have achieved your change objective
	The programme structure – key people in the Core Change Team representing the wide interests of all stakeholders in change, processes to be followed, an outline plan, and the steps they will take.

Understanding the process

Why should you do it
This step brings further clarity to your change journey and enables you to test your expectations. This workshop is designed to make sure:

	The team sees the bigger picture of how the steps in the journey all fit together
	Everyone becomes familiar with the Change2 tools and techniques
	Collaborative and creative working is strengthened

What does it involve?
A 3 hour workshop to experience the Change2 process that gives you valuable insight into what it takes to bring about change. The Core Change Team deploys tools under the direction of their facilitator to experience the techniques for identifying and developing solutions and planning for implementation. The risks and potential benefits are also explored using appropriate tools.

What will you have at the end?

	Appreciation of how all the steps in the core change process fit together;
	Insight of the key tools and techniques used by change practitioners;
	Experienced at first hand the facilitated workshop style which is key to promoting collaborative learning and is at the heart of the Change2 process;
	Know what to expect in the Change2 journey with a real change challenge from the workplace;
	Better understanding of how the Change2 process relates to your specific challenge.

Who should attend?
This workshop is targeted at those representatives of the organisation that have come together to form the Core Change Team.

Overcoming resistance

Why should we do it
This step helps you overcome resistance and get people on board. This workshop is designed to make sure:

	those people who have concerns are identified
	their concerns are looked at in depth
	their concerns are addressed where possible
	resistance to the change is minimised

What does it involve?
A two and a quarter hour workshop that ensures you promote the support of those stakeholders with the most to gain – or lose – from the changes. The team identifies individuals or groups of like-minded people who have a significant stake in the changes you are targeting. Their current dispositions to change are then assessed. Suitable strategies are implemented to ensure that that these stakeholders are supportive and promote the changes.

What will you have at the end?

	An awareness of who has the potential to influence significantly the outcome of your change project – either favourably, or otherwise.
	An evaluation of each stakeholder’s perceptions of the changes – and hence their potential to actively promote or resist change
	Strategies designed to re-frame the proposed changes in ways that will encourage the support and positive engagement of key people
	Greater desire for the change and less resistance to it.

Who should attend?
This workshop is targeted at those representatives of the organisation that have come together to form the Core Change Team .

Communicating more widely

Why you should do it
This step looks at what people want to know, what are the key messages and how you are going to deliver them. This workshop is designed to ensure that:

	messages reflect the specific needs of different target audiences.
	communications will promote a favourable disposition towards change.
	implementation of change will be more readily anticipated, accepted and supported.
	communication is focused and engaging.

What does it involve?
A two and a half hour workshop in which the Change Team assesses the different communication needs of all those with a stake in the change. Communication objectives are defined for each set of stakeholders and their specific requirements are set out in detail. The design of messages and the choice of media to deliver them are based on an appreciation of all the factors involved in the communication process, and consideration is given to make communication events productive and enjoyable experiences for all participants.

What will you have at the end?

	an assessment of what people currently think about the changes that effect them.
	a specification of what people need to hear and what they want from the change programme in terms of two-way communications.
	messages specifically created to meet the different communication needs across a broad community of people with a stake in change.
	ideas for designing communication events that will be productive, interactive experiences.

Who should attend?
This workshop is targeted at those representatives of the organisation that have come together to form the Core Change Team.

Evaluating the impact

Why you should do it
This step recognises, measures and reinforces the change. This workshop is designed to make sure:

	You have the evidence to support the change
	There is a clear link to the organisations’ ambitions
	You are able to identify the impact of the change
	The teams resolve to continue is strengthened

What does it involve?
A two and a half hour workshop that assesses what difference the change is making and the extent to which the value that was forecast is being realised.

The Change Team develops an Impact Evaluation model that includes activities, results, benefits and outcomes. They identify what evidence they need and how they will collect it in order to make a considered evaluation.

What will you have at the end?

	a model for each change project, detailing the changes undertaken; the direct results; and the more enduring impacts;
	evidence sources and data that will verify the changes, results and impacts;
	a measure of the extent to which the changes are contributing to the fulfilment of the original ambition and objectives set by senior leadership;
	a cause for celebration, and an incentive to continue.

Who should attend?
This workshop is targeted at the Change Team.

Creating Tomorrow can facilitate any or all of the workshops for you. You get an expert in the process who can ensure you get the very best output from your Change Team. They can also provide advice to the Sponsor.
(Priced according to requirements)

We train up to sixteen of your staff in the skills and techniques of facilitating the core steps of Change² so that they can deliver the programme in-house. We call this Capacity² and it is the very best way to build your own capacity for leading change.
(Priced according to requirements)