In my consulting work, I find similarities in what my past clients have needed and what my current ones need. What is great about this is that I can reuse some of my old materials, adapted appropriately to the new situation. Is this a common practice?
You should always use the concepts and principles that are most appropriate to the client need and circumstances. This does not require developing new materials for every engagement. However, it does suggest that, whatever you reuse, it be carefully thought through for its applicability.
It is important to always use some kind of formal change model. This will help you structure your data collection, prepare the organization, and to communicate progress. These formal models are often improved over time so don't forget to check up on their latest incarnation (you will need to judge whether or not it is improved or just "old wine in a new bottle").
The model you use may be one of the many developed and marketed by large consulting firms (e.g., Kotter's 8-step change model, Waterman's 7-S model, Lewin's change theory, and many others). Many of notable change models are quite similar and address many of the same aspects of strategic, operational and cultural change. However, when selecting a model, be aware that some emphasize one or more aspects of change that may be more or less important in your setting. Tip:
You can also develop your own model that fits your own experience, research and approach to organizational change in your particular consulting space. Start with a structure from one of the more publicized models and adapt its components, concepts and language to your own needs. Each time you use this model, evaluate its effectiveness. Over the years you will develop a refined and documented model of successful change. © 2010 Institute of Management Consultants USA