Change Management
Change Management in a Nutshell
1. Develop a clear vision of what the change will achieve 2. Assemble a change management team with clear roles and accountabilities 3. Engage and involved all affected in workshops and other communication methods 4. Stay committed until the change process is complete
OCM makes Projects
6 times more likely to meet their project objectives
Dr. John Kotter has Revealed
70% of business change efforts fail because they are not implemented properly
Level of Overall Value that any Project or Initiative delivers to the Enterprise
Dependent upon the degree to which the people side of change is effectively managed
Fundamental Plan of Action
Designed to help get you to a particular destination or to a targeted competitive advantage. The who and how
Concept of Learning
Implies that people will gain new perspectives concerning how to get things done
Organizations
Will experience noticeable backlash from affected employees who resist the change itself
Effective Communication may be the Single-Most Important Factor in Overcoming Resistance to Change
- Communicate your vision and strategic intent clearly - Simplify it - Be open and honest - Encourage two-way discussion - Mental models. Know your target audience, and become good at stakeholder analysis
Assemble a Change Management Team with Clear Roles and Accountabilities
- Don't ignore your stakeholder analysis
Strategic Intent
- Envisions a desired leadership position and then establishes the criteria that will be used to chart its progress - Focuses on the process that will capture the essence of winning - Stable over time - Bigger than strategic planning - Creates a misfit between resources and ambitions
Five Growth Processes that Act to Drive Organizational Change
- Expenditure - IT Resources - IT Management Controls & Organization - Applications Portfolio - User Awareness
Management's Key Role
- Harnessing the "wisdom of the anthill" - Creating a sense of urgency - Developing a competitive focus at all company levels - Establishing tracking and milestones. Reciprocal responsibilities - Making sure all needed skills are present and digested - Be participative
Beware of these when Communications
- Message overload, distortion or ambiguity - Improper tone or use of language - Failure to consider the emotions involved regarding how message will be received - Focus on simply getting the word out versus getting buy-in
Kotter's 8 Step Model for Change Implementation
1. Increase Urgency 2. Build Coalitions 3. Vision 4. Communication 5. Enable Action 6. Quick Wins 7. Don't Let Up 8. Make it Stick
Be Aware of the Culture and Organizational Mental Models, and Get People Involved
- Most change initiatives fail because of a failure to both recognize and effectively work within the culture of the organization - Involve every layer of the organization, gaining buy-in
Create Visible Short-Term "Wins"
- Publicize your victories, and encourage people to keep progressing under the new plan
Engage and Involve all Affected in Workshops and other Communication Methods
- Think mental models and culture - Be prepared to adjust your strategy based on communication results and findings
Make Sure to Articulate your Change Goal. Make the Change FAMILIAR
- What do you want to achieve? - What is your vision and why? - How will you know you have achieved it? - Who will be affected by the change, and how will they react? - Start at the top, assuring leadership team support
Change Management Strategy
1. Articulates the CURRENT SITUATIONAL ASSESSMENT 2. Articulates the resulting INTENDED OUTCOME and/or needed advantage 3. Articulates a CONCEPTUAL PLAN OF ATTACK, as well as the supporting competencies and resources needed to be successful, enabling new practices and quick wins 4. Articulates the UNDERLYING CHANGES within the existing process/support structures needed in order to assure success 5. Articulates how progress will be COMMUNICATED throughout
Four Key Truths Associated with Change Management
1. Change is predicated on some measure of DISSATISFACTION with the present state 2. Change needs a developed vision for a BETTER ALTERNATIVE to that present state 3. Strategies must be developed to EFFECTIVELY IMPLEMENT that change 4. You can bet there will be RESISTANCE to change
Change Management Principles
1. Involve those around you in understanding WHERE YOUR ORGANIZATION IS NOW concerning systems, environments, processes, culture, behaviors 2. Understand WHERE YOU WANT TO BE, including when, why and metrics for measuring that 3. Develop that CONCEPTUAL PLAN TO GET THERE 4. Make sure you have the SKILLED INDIVIDUALS NEEDED AND ENGAGED to help guide your journey 5. COMMUNICATE, INVOLVE, ENABLE and FACILITATE involvement from people affected as early/openly/fully as possible
Tips on Building a Strategy for Managing Change
1. Make sure to articulate your change goal. Make the change FAMILIAR 2. Decide when the best is to instigate this change. 3. Be aware of the culture and organizational mental models, and get people involved 4. Create visible short-term "wins" 5. Expect the unexpected 6. Effective communication may be the single-most important factor in overcoming resistance to change
Number 1 Success Factor in Change
Active and visible senior-level sponsorship
4. Communiation
Creating conditions for change
Organizational Change Management
Framework and a Process structured around the changing needs and capabilities of an organization. It is used to prepare, adopt and implement fundamental changes including those related to culture, politics, procedures, physical environment, as well as employee roles, skills and responsibilites
6. Quick Wins
Introducing new practices
8. Make it stick
Maintaining the momentum
New Perspectives
May lead to a needed change from the way things used to be
Not Management's Key Role
Retrofitting corporate strategies to entrepreneurial successes emerging from below offers little guiding value
Change Management is the Application of
Set of tools, processes, skills and principles for managing the "people side" of change to achieve the required outcomes concerning a change project or change initiative
Stakeholder Analysis
Stakeholder Analysis Slide 21