PeopleFirm: "Why Enterprise Change Heat Maps?"
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PeopleFirm: "Why Enterprise Change Heat Maps?" PeopleFirm: "Why Enterprise Change Heat Maps?" Presentation Transcript

  • If  change  is  a   like  the  weather,     how  can  you  predict  it?   and     what  should  you  do  to  prepare  for  the   storm?    © 2012 1PeopleFirm. All rights reserved.
  • Enterprise Change Heat Maps: Are you at Change Saturation levels?© 2012 PeopleFirm. All rights reserved. 2
  • Wikipedia  defines  a  heat  map  as  a   graphical  representation  of  data   where  the  values  taken  by  a   variable  in  a  two-­‐dimensional  table   are  represented  as  colors.     Wikipedia  has  no  definition  for  a     yet!  © 2012 3PeopleFirm. All rights reserved.
  • But  people  are  talking   about  Change  Saturation   and  Change  Fatigue    © 2012 4PeopleFirm. All rights reserved.
  • Why?         saturated   employees  are  fatigued.  © 2012 5PeopleFirm. All rights reserved.
  • In  2010,  82%  of   employees  experienced   significant  change  at   their  organization.           %  of  employees  anticipate   additional  change  in  the  next  six  months,   including  layoffs  of  team  members,  significant   organizational  restructuring,  and  changes  in   one  or  more  senior  leaders.  © 2012 6 Source:  CLC  Building  Engagement  Capital,  2010  PeopleFirm. All rights reserved.
  • Per  Towers   2011  Talent   Management  &  Rewards  Survey,   most  organizations  (65%)  expect   employees  to  work  more  hours   than  before  the  recession;  and  over   half  (53%)  expect  this  to  continue    putting  particular  strain  on   professional  level  employees.   As  a  result,  when  the  labor  market  does  recover,  companies  can  expect  a  sharp     Laurie  Bienstock,  North  America  leader  at  Towers  Watson  © 2012 7PeopleFirm. All rights reserved. Source:    2011  North  American  Towers  Watson  Talent  Management  and  Rewards  Survey    
  • Organizations  are   reporting  increasing   Change  Saturation     100% 80% 60% 66%   73%   40% 59%   20% 0% 2007 2009 2011© 2012 8PeopleFirm. All rights reserved. Best  Practices  in  Change  Management  
  • Corporate  Change  Saturation   becomes  most  apparent  when   we  evaluate  the  change  burden   Enterprise employees  are  carrying.           Programs Strategic Initiatives Business Unit Priorities Employee  stress  is  heightened   Program when  changes  collide      when   Management multiple  changes  from  different   Agendas sources  hit  an  employee  group  at   the  same  time.      © 2012 9PeopleFirm. All rights reserved.
  • The  results  when  survey  participants  were     15%   The  few  who  are  working  to     address  the  change   YES   saturation  and  collision  risks   NO   24%   identified  portfolio   61%   management  tools  and   prioritization  as  the  top  two   mitigation  tactics.  © 2012 10PeopleFirm. All rights reserved. Best  Practices  in  Change  Management  
  • Surprisingly,  most   the  organizations   with  awareness  of   their  own  change   saturation,    report   doing   to   address  the  risks.    © 2012 11PeopleFirm. All rights reserved. Best  Practices  in  Change  Management  
  • Disengagement  and  apathy   Frustration  and  stress   Individual  behaviors   Fatigue  and  burnout     exhibited  in  a  change-­‐ Resistance     saturated  environment Confusion   The   Cynicism symptoms   Unrealized  benefits     Symptoms  of  change   of  change   saturation  with  Projects   Lack  of  resources     Changes  were  not  sustained  are  real  and   and  project  teams Projects  failed  to  gain  momentum     Higher  turnover   Organizational   Productivity  decline   symptoms  of  a  change-­‐   Increased  absenteeism   saturated  environment   Loss  of  focus  on  business  basics   Negative  morale  © 2012 12PeopleFirm. All rights reserved. Best  Practices  in  Change  Management  
  • 59%  of  projects  were   considered  unsuccessful     IBM  2008  Study       $63  billion  is  spent  on  IT   projects  that  fail  in  the  U.S  How  much  is   annually   change   CIO  Insight,  June  2010   saturation   Employee  turnover  costs  range  from  costing  your   50%  -­‐  150%  of  salary  +  benefits  for  organization?   each  employee  loss  from  burn-­‐out   Unplanned  absences  drove  a  54%   decrease  in  productivity/output  and  a   39%  drop  in  sales  and  customer  service.   2008  Mercer/Marsh  Survey  on  health,  productivity  and  absenteeism  © 2012 13PeopleFirm. All rights reserved.
  • So,  where  is  your  organization  in  understanding   and  managing  change  saturation?   Lacking   Admiring   Taking  action,   visibility   the   mitigating   problem   risks  © 2012 14PeopleFirm. All rights reserved.
  • Do  you  know  .  .  .     The  top  strategic  change  initiatives  in  your   organization  this  year?   The  degree  and  volume  of  change  your   employees  will  face?   The  changes  that  are  likely  to  collide?   How  much  change  is  too  much?   How  your  bottom  line  will  be  impacted?   How  can  you  mitigate  the  risks?  © 2012 15PeopleFirm. All rights reserved.
  • If  change  is  a   like  the  weather,     how  can  you  predict  it?   and     what  should  you  do  to  prepare  for  the   storm?    © 2012 16PeopleFirm. All rights reserved.
  • We  can  help!           assess  your  risk     and     build  your  mitigation  plan.      © 2012 17PeopleFirm. All rights reserved.
  • Step  1:   visualize  your  risk   Initiative  View   Audience Impact April May June July August September October UW  /  UA RVP  /  TM/AS Agents EMG Sales  Activities WC  BOR  Expires X X X 1-­‐Jul WC  -­‐  Propel  Book  Renewals X X 1-­‐Oct National  Sales  Meeting X 8/9-­‐8/13 Presidents  Award  Incentives  Trip X X X X 5/17-­‐5/20 Agent  Golf  Tournaments X X 7/13  -­‐  OR 9/9  -­‐  ID Agency  Roundtables  -­‐  Coos  Bay X 6/1-­‐6/3 Bandon  Dunes  meeting 10/5-­‐10/7 Payne  Financial  Rope  &  Stroke X MT:  6/2-­‐6/4 Conference  /  External  Activities Insurance  Conventions X X 5/24  -­‐  5/26 IABI  -­‐  Insurance  Agent  Brokers  of  Idaho 8/16-­‐8/18 IABI  -­‐  Insurance  Agent  Brokers  of  Montana 7/14-­‐7/15 Oregon  Convention 8/29-­‐8/31 PIA  Convention  for  Oregon 10/24-­‐10/26 Montana  Governors  Cup X X 8/4-­‐8/6 Montana  Chamber  Golf  Tournament Idaho  Golf  Tournament Julie  Out 17-­‐Se p LNW  Normal  Business  Activities Agency  Reviews   X X X Agency  Profit  Sharing  Development  work X Audits  Due X 15-­‐Se p Mid  Year  Performance  Reviews X X X X Talent  Reviews X LNW  Planning  Season X X Employee  Town  Halls X X X X 6/9-­‐10:  SEA COR X 7/21:  SEA RCG  Planning  Prep X 29-­‐Jun Alaska  Roadtrip    (Julie,  Gary  et  al) Projects New  Audit  Database X Billing  System Authorities  Implementation X Documentation?? Vista  Roll-­‐out X X X X CCCA  -­‐  Guidwire  Implementation?? Safeco  Personal  Lines  Conversion Enterprise  View  © 2012 18PeopleFirm. All rights reserved.
  • Step  1:   visualize  your  risk   The  Goal   Improved  decisions  on  strategic  priorities  and  timing,  leveraging   change  initiative  insight  and  awareness.         Assess   Benefits   Increase  visibility       across  functions,  departments   Identify  the  levels  of  impact   and/or  business  units;     Understand  the  volume  of   move  away  from  siloed   change     thinking   Overlay  key  business  events   Mitigate  change  saturation     such  high  work  spikes,  heavy   risks   employee  vacation   Increase  adoption  /  success   timeframes,  normal  yearly   Ensure  planned  business   business  events   results  are  achieved  © 2012 19PeopleFirm. All rights reserved.
  • Step  2:  Build  your  mitigation  plan   Adapt:  Can  you  change  the  deployment  timing  of  your  effort   to  maximize  the  best  possible  timing  for  adoption?   Adjust Take  the  time   that  can  be  changed    delayed,  removed  or  scaled  back?   to  consider   your  options!   Integrate:    Should  the  initiatives  be  consolidated  for  certain   stakeholder  groups    e.g.    Could  training  efforts  be  rolled  into   one?   Shift:    Should  one  project  go  before  the  other  to  mitigate   change  saturation  and  risk?   Intervene:  What  intervention  should  be  applied  to  mitigate   the  risk  of  change  saturation?    More  resources  added  to  the   project?    Additional  change  management  activities  to  ensure   readiness?        © 2012 20PeopleFirm. All rights reserved.
  • Step  2:  Build  your  mitigation  plan   Client   Change  Heat    Mitigation  Steps   Results   Our  clients  are   Map  Type   successfully   1. mitigating  their   from  Corporate  to   Met  Adoption   Scorecard   risk  and   Fortune   Initiative  View  for   have  grace  period  on   Indicators   Transformative   audits  that  were  to   associated  costs   100     Technology,   occur  at  the  same  time   Insurance   Successful   Process  &  Product   2. Delayed  implementing  related  to  change   Provider   Project   Windows  2010/Office   deployment  as   proven  by   saturation.   7  until  3  months  post-­‐ launch   project  results   Enterprise  View   1. Forming  Enterprise-­‐ Regional   as  defined  by   wide  Governance   In  early  stages  of   Utilities   Large,  Strategic,   Committee   implementing   Provider   Enterprise   2. Researching  how  best   Initiatives   to  mitigate  Q4  impacts  © 2012 21PeopleFirm. All rights reserved.
  • Step  3:  Increase  change  resiliency  throughout  the  organization   -­‐   Change  Heat  Maps   are  a  key  enabler  to   aligning  the   organization  and   becoming  more   Change-­‐Capable.  © 2012 22PeopleFirm. All rights reserved.
  • Can  we  help  take  that  weight   off  your  shoulders?     about  our  Change-­‐Capable   Solutions  with  you.        © 2012 23PeopleFirm. All rights reserved.
  • PeopleFirm, LLC Tamra Chandler Beth Montag Schmaltz2201 Sixth Ave. Suite 150Seattle, WA 98121 e mtc@peoplefirm.com e bethms@peoplefirm.com o 206.462.6462 x120 o 206.462.6462 x120 c 206.399.8701 c 425.591.3400Thank Youwww.peoplefirm.comYour People = Your Business