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