People Firm Why Enterprise Change Management Heat Maps

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Overview presentation that talks about using heatmapping to track the change saturation in your organization

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People Firm Why Enterprise Change Management Heat Maps

  1. 1. Enterprise Change Heat Maps: Are you at Change Saturation levels?© 2012 PeopleFirm. All rights reserved. 1
  2. 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 Change Heat Map… yet!© 2012 2PeopleFirm. All rights reserved.
  3. 3. But people are talking about Change Saturation and Change Fatigue© 2012 3PeopleFirm. All rights reserved.
  4. 4. Why? Because today’s organizations are saturated with change… and their employees are fatigued.© 2012 4PeopleFirm. All rights reserved.
  5. 5. In 2010, 82% of employees experienced significant change at their organization. What’s more …66% 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 5 Source: CLC Building Engagement Capital, 2010PeopleFirm. All rights reserved.
  6. 6. Per Towers Watson’s 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. “Employees at many organizations are already suffering from change fatigue. As a result, when the labor market does recover, companies can expect a sharp increase in voluntary turnover . . .” Laurie Bienstock, North America leader at Towers Watson© 2012 6PeopleFirm. All rights reserved. Source: 2011 North American Towers Watson Talent Management and Rewards Survey
  7. 7. Organizations are reporting increasing Change Saturation 100% 80% 60% 66% 73% 40% 59% 20% 0% 2007 2009 2011© 2012 7PeopleFirm. All rights reserved. Source: Prosci’s 2012 Best Practices in Change Management
  8. 8. 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 8PeopleFirm. All rights reserved.
  9. 9. The results when survey participants were asked… “do you have a structured process for managing your change portfolio?” 15% The few who are working to Don’t know address the change YES saturation and collision risks NO 24% identified portfolio 61% management tools and prioritization as the top two mitigation tactics.© 2012 9PeopleFirm. All rights reserved. Source: Prosci’s 2012 Best Practices in Change Management
  10. 10. Surprisingly, most the organizations with awareness of their own change saturation, report doing “nothing” to address the risks.© 2012 10PeopleFirm. All rights reserved. Source: Prosci’s 2012 Best Practices in Change Management
  11. 11. • 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 sustainedare real and and project teams • Projects failed to gain momentum “show up” • Higher turnover Organizational • Productivity decline symptoms of a change- • Increased absenteeism saturated environment • Loss of focus on business basics • Negative morale© 2012 11PeopleFirm. All rights reserved. Source: Prosci’s 2009 Best Practices in Change Management
  12. 12. 59% of projects were considered unsuccessful IBM 2008 Study – “Making Change Work” $63 billion is spent on IT projects that fail in the U.SHow much is annually change CIO Insight, June 2010 saturation Employee turnover costs range fromcosting your 50% - 150% of salary + benefits fororganization? 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 12PeopleFirm. All rights reserved.
  13. 13. So, where is your organization in understanding and managing change saturation? Lacking Admiring Taking action, visibility the mitigating problem risks© 2012 13PeopleFirm. All rights reserved.
  14. 14. 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 14PeopleFirm. All rights reserved.
  15. 15. If change is a constant… like the weather, how can you predict it? and what should you do to prepare for the storm?© 2012 15PeopleFirm. All rights reserved.
  16. 16. We can help! PeopleFirm’s solutions will help you assess your risk and build your mitigation plan.© 2012 16PeopleFirm. All rights reserved.
  17. 17. Step 1: Assess … no 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 17PeopleFirm. All rights reserved.
  18. 18. Step 1: Assess … no visualize your risk The Goal • Improved decisions on strategic priorities and timing, leveraging change initiative insight and awareness. Assess Benefits • Increase visibility From your stakeholder’s view : • 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 18PeopleFirm. All rights reserved.
  19. 19. 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: Is there anything within the ‘rhythm of the business’ 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 19PeopleFirm. All rights reserved.
  20. 20. Step 2: Build your mitigation plan Client Change Heat Mitigation Steps Results Our clients are Map Type successfully 1. Received ‘permission’ 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 implementingrelated 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 20PeopleFirm. All rights reserved.
  21. 21. Step 3: Increase change resiliency throughout theorganization PeopleFirm’s Change-Capability Framework™ Change Heat Maps are a key enabler to aligning the organization and becoming more Change-Capable.© 2012 21PeopleFirm. All rights reserved.
  22. 22. Can we help take that weight off your shoulders? If so, we’d love to share more about our Change-Capable Solutions with you.© 2012 22PeopleFirm. All rights reserved.
  23. 23. 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

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