Change Management


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Change Management

  1. 1. Change ManagementApril 20, 2012Avoot WannvongDeputy Secretary-GeneralThe Office of the Public Sector Development Commission
  2. 2. In your view, what is your Change Management?
  3. 3. An Overview on Change ManagementWhat is Change Management? change management:the process that facilitates and accelerates the rate of change acceptance.It makes the transition from the current state to the desired state easierby informing and preparing the impacted individuals and groups.
  4. 4. Change ManagementThe High Cost of Implementation Failure  Each time an implementation fails to achieve its stated human and business objectives on time and Resources within budget it incurs both short are wasted & business and long term costs. objectives  The most significant cost is in the are not achieved lower quadrant. Morale  We must manage resistance to Strategies suffers and not achieve aggressive time frames for accomplished job security is implementation. threatened  If we do not manage resistance to Confidence in leadership this change, it slows down decreases & implementation of nest change. next change is more likely  Ultimately, resistance from to fail employees will impact our ability to meet customer needs.
  5. 5. Change Management Commitment CurveFrom Awareness to Ownership Effective change management enables and accelerates stakeholder groups toward commitment to the organizations vision. Targeted change initiative activities aim to move stakeholders through the commitment curve High (Ownership) Ownership Individuals make the change their own. Changes become the way DEGREE OF COMMITMENT work is done now - the new status quo. Adoption Individuals are actively participating in the Project and are acquiring the skills necessary for change. Willingness to Accept Individuals are willing to work with and Understanding implement changes and are ready to Awareness Individual shave a sound acquire the skills to adapt to that change. Low Individuals are aware understanding of the Project benefits (Awareness) of basic scope and and the change required of them. concepts of the Project. TIME
  6. 6. The Importance of Communication in Change ManagementCommunicate, Communicate, Communicate Communication is important, but how it is received is even more critical! How the customer How the Project How the Analyst How the Programmer explained it Leader understood it designed it wrote it How the project was What operations How the customer How it was supports What the customer documented installed was billed really needed
  7. 7. Change Management FrameworkTackling All the Components of Change Effectively tackling all of the issues associated with an organizational transformation doesnt happen by accident. It requires a comprehensive, structured approach that addresses every aspect of the challenge and aligns with the organizations overall business strategy. Leadership agrees and articulates a common vision and set of business objectives for the project. Leadership Alignment Stakeholders with authority, power and/or influence lead andEmployees learn to use visibly support the change.the new system as partof their jobs. Training & Stakeholder Performance Support Management Change Management Communication Change Employees are well-informed & Engagement Readiness Assess areas of resistance and about and involved in the change. determine where leaders and employees stand in regards to accepting change.
  8. 8. Change Management ApproachThe Entire Lifecycle of the Change Agenda Plan & Design Build Deliver Operate AnalyzeLeadership Assess Leadership Develop Leader Support Leadership in Delivery of Action PlansAlignment Specific Action PlansStakeholder Identify Key Initiate Stakeholder ReevaluateManagement Stakeholder Groups Action Stakeholder Enrollment Develop Stakeholder Update Stakeholder Management Plan Plan and ImplementChange Assess Readiness Design Change Plans Support ChangeReadinessCommunication Assess Existing Develop Deliver Ongoing& Engagement Communication Communication Communications Mechanisms Strategy Deliver Initial Collect Feedback CommunicationsTraining & Develop End-User Develop Course Develop Instructor & Deliver Training Conduct RefresherPerformance Training Strategy Outlines Student Materials Training As RequiredSupport
  9. 9. Change Management ApproachThe Entire Lifecycle of the Change Agenda Thread Outcomes  Leaders sponsor and support initiative vision and imperative Leadership  Desired behaviours and reinforced Alignment  Approach for aligning HR Levers (job design, performance planning rewards & recognition)  Appropriate stakeholder groups identified Stakeholder  Understand influence and impact of each key stakeholder group Management  Clear understanding of the organizations readiness for change Change  Evaluate the risk factors associated with the change imperative Readiness  Clear understanding of the who, what, where, when, and how of communications Communication  Communications aligned to vision and imperative & Engagement  Plan for smooth and timely communications Training &  End users have the skills and competencies needed to use the new system when it goes live Performance Support
  10. 10. Leadership AlignmentThe Role of Leadership in the Change Process Leaders play key roles in facilitating change in each of the different stages of change management. They help with ensuring staff understand what will change, keeping staff motivated, and preparing staff with the tools and supports they need to be successful in the new environment. Active Leadership is Essential in Each of the Different Stages of Change Management Implement and Sustain Implement and Engage and Enable sustain transformation Engage and Initiate enable the organization Create climate for change 1 2 3 4 5 6 7 8 Increase Build Guiding Get the Right Communicate Create Short- Enable Action Don’t Let Up Make it Stick Urgency Teams Vision for Buy-In term Wins
  11. 11. Stakeholder ManagementUnderstanding Your Stakeholders A stakeholder is a person or group of people internal or external to the organization that includes executives through hourly employees identified based on any of the following criteria:  Owns a piece of the project  Controls critical resources associated with the project  Can potentially block the proposed change  Must approve certain aspects of the proposed change  Can influence another stakeholder Understand your Stakeholders – Impact Relationship Matrix Map was developed to classify stakeholders according to the project impact upon the stakeholder and how critical the stakeholder was to the success of the project. Stakeholder Influence – Impact Relationship Map High S2. Consult and Collaborate S1. Enlist and Engage Influence the stakeholder has on the success on the project outcomes These stakeholder should be consulted and collaborated to rally These stakeholder are leaders in the change process. It is important to support and gain approval. This group have the authority to make engage these stakeholder to build commitment and ownership. They decision within the organization but they are not directly affected by are key influencers and have the authority to make decisions and Influence the project proactively promote the project within their own business area S4. Keep Informed S3. Involve and Inform These stakeholder only need to be kept aware of general project These stakeholders need to understand how they will be affected by information. This group has no authority to make decisions and are not the project and what is required of them in the change process significantly impacted by the project Low Low Likely impact the project has on the stakeholder High Impact
  12. 12. Change ReadinessIs your Organization Ready for Change? The purpose of a Change Readiness Assessment (CRA) is to identify areas of resistance and to determine where leaders and employees stand in regards to accepting change.  The CRA also identifies opportunities and barriers for project leadership to address  Helps identify staff alignment issues  Raises other critical operational elements that may impact large scale transformation objectives. Change Readiness Dimensions Readiness Dimensions Definitions Vision Focus Measures the extent to which stakeholders understand and can articulate what the project is trying to achieve. Value Proposition Measures the level of understanding of and the buy-in to the anticipated business benefits of the project. Communication Measures the extent to which stakeholders are receiving key project information through appropriate channels to increase understanding and buy-in to the project. Leadership/Sponsorship Measures the level of visible and vocal support and quality of information being delivered by leadership. Training and Development Measures stakeholder’s commitment in build skill for new environment. Competing Initiatives Measures the extent to which competing initiatives may impact the project by not giving it the appropriate attention. Stakeholder Resistance Measures the level of support for the project and identifies areas where additional change management efforts are required. Organizational Alignment Measures the level of understanding of the impacts the project will have on people strategy, structure and processes.
  13. 13. Communication & EngagementCommunicate, Communicate, Communicate 1. Restate vision,  State leadership view and what is expected business priorities  Convey reasons for difficult message and goals that organization is trying to achieve 2. Be visible, accessible  Keep an open door but also interact with others outside  Wander the halls 3. Share information  Inform staff about the timing of message delivery  Be frank when you have no new information 4. Communicate often,  Commit to clear two-way feedback opportunities openly, honestly  Feed and/or stop the rumour mill as necessary 5. Plan messages  Strategically plan the communication objective, content, audience and timing 6. Anticipate inevitable  Prepare answers to the 5 “Ws” as well as “what’s next” and “what is in it questions for me?”  Rehearse answering the questions in your head 7. Take the pulse of  Talk regularly with staff at all levels (don’t neglect the middle layers) the organization  Work with them to manage the “buzz” and analyze indicators of success
  14. 14. Communication & EngagementCommunication Channel 1. Think about communication channel in your organization. 2. Advantage and disadvantage of each channel. 3. Share your experience for type of message or occasion when you choose those channels. Communication Channel Mapping High One-to-ones Meeting Phone Interactivity Print campaign Intranet E-mails Reports Newsletters Low High Level of coverage Low
  15. 15. Communication & EngagementCommunication Channel Advantages Disadvantages Examples One-to-ones  Face-to-face; highest impact;  Time consuming; ad hoc; limited  1-2-1 with leads at start of each involvement promotion; direct, record phase immediate feedback  Informal weekly checks Meetings  Face-to-face; involvement  Time consuming  Steering board meetings promotion; direct; immediate  Team workshops feedback; high impact Phone  Interactive; immediate feedback;  Time consuming; limited record  Interviews with external potentially more cost effective than of communication stakeholders meetings  External ‘pulse checking’ Print campaign  Consistent; prepared messages;  Limited interaction  Poster campaign wide target audience reach;  ‘Touchstone’ events reinforces verbal communication Intranet  Consistent; prepared messages;  Dependent upon user interaction  ‘Money Out’ Programme Intranet wide target audience reach; for efficacy site reinforces print media  Executive fortnightly blog Newsletters  Consistent; prepared messages;  No interaction, static  Monthly programme newsletter, wide target audience reach published to intranet E-mails  Consistent; prepared messages;  Limited interaction  Programme email address wide target audience reach  Status report updates Reports  Consistent; prepared messages;  No interaction  Weekly programme team reports practical reference source  Quarterly executive summaries
  16. 16. Training & Performance SupportEmpower your Workforce for Change With drastic transformation requires changes in skill-sets. Empowering your employers with the right capabilities will facilitate change and allow employees to be more open to the change requirements. Most of the training effort will be devoted to Workforce Transition related changes (e.g. changes in job profiles, roles and capabilities needs), and thus most of trainings become a responsibility of Workforce Transition team to handle. However, there also exist some non-job profile related changes. Numbers of these kind of changes maybe small, but they are still significant and deserve appropriate trainings (if needed) as well.
  17. 17. Q&ASite Recommended: