Change Management
Presented by Andrew Cahoon

9/10/2009                                                                   ...
Introduction
   Thank You !
   90 minute Journey into Change Management
   Facilitators:
     Mike Leamon
     Chad Z...
Agenda
   Setting the stage – 30 min
   Simulation Exercises – 30 min
   Debrief
    D b i f / Q&A – 30 mini




    9/...
Level Set Definition
Change Management
A structured approach to transitioning
individuals, teams, and organizations from a...
Learn and Do
Mike Leamon

9/10/2009                                                                       5
            Pr...
Theory overload?
                                                               Lean, Six
                                ...
Change Management Chain of Success

                                                            Project
                  ...
The Chain of Success - Detail
                                                             Project
                       ...
Simulation Setup
        Simulation Overview
               The Company Mission
                    Provides environmen...
Simulation Roles:
        Your group: Internal Process Action Team
        “Change Agent” familiarity?
        Mike,
  ...
Split into Three Teams
          Smalling Services (Andrew)
                  g          (      )
           20         ...
Three Exercises
        30 minutes
        10 minutes each
          1) Action Team Launch
          2) Charter the Proj...
3 Exercises – 30 min
10 min each

9/10/2009              13
Training Materials f the
                                 for
              Change Management
              Simulation
   ...
Exercise Narrative                             Exercise Instructions

Executive management has selected           1   Acti...
Project Scope
   Develop collaboration spaces for sales prospects (people we are trying
    to sell to) and customers (pe...
Other Sales SMEs
    All: Mesmerized by email and
     crack berries - multi tasking
     during meetings historically
   ...
Worksheet 1: Action Team Launch
        Launch is limited to the Process Action Team and SMEs needed for chartering

     ...
Worksheet 2: Project Charter
 Do we have the needed resources to cross functionally commit with integrity and succeed?

  ...
Worksheet 3: Workshop Plan
      Design a workshop to understand the current state and plan the future state
1            ...
Simulation Wrap up
           Wrap-up
Readout from each group

9/10/2009                 14
Best Practice Phases
        Launch I
        Charter (maximum: 90 day horizon)
        High involvement design
       ...
Wrap up
   Wrap-up Discussion
     CEO Presentation
     Group Readouts
            Change Management Headlines
       ...
Key readings:
           Everyday Practices of Extraordinary Consultants
            (Lambden & Conner)
           Leadi...
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Change Management Workshop

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This is the presentation and workshop material used recently in Austin for the Austin Software Process Improvement Network (A-SPIN) that was given last week

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Change Management Workshop

  1. 1. Change Management Presented by Andrew Cahoon 9/10/2009 1 Presented by Andrew Cahoon: andrew.cahoon@gmail.com 512-968-5401,
  2. 2. Introduction  Thank You !  90 minute Journey into Change Management  Facilitators:  Mike Leamon  Chad Zepernick  Andrew Cahoon  Christine Lambden 9/10/2009 2 Presented by Andrew Cahoon: andrew.cahoon@gmail.com 512-968-5401,
  3. 3. Agenda  Setting the stage – 30 min  Simulation Exercises – 30 min  Debrief D b i f / Q&A – 30 mini 9/10/2009 3 Presented by Andrew Cahoon: andrew.cahoon@gmail.com 512-968-5401,
  4. 4. Level Set Definition Change Management A structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state. Includes organizational and individual change management models, which together are used to manage the people side of change. (paraphrased from Wikipedia) - 9/10/2009 4 Presented by Andrew Cahoon: andrew.cahoon@gmail.com 512-968-5401,
  5. 5. Learn and Do Mike Leamon 9/10/2009 5 Presented by Andrew Cahoon: andrew.cahoon@gmail.com 512-968-5401,
  6. 6. Theory overload? Lean, Six Sigma Emotional Intelligence Change Management Organizational What is The Development Project P j t Answer? Management Agile, Extreme Programming Cultural Capability Change Maturity Model Integration 9/10/2009 6 Presented by Andrew Cahoon: andrew.cahoon@gmail.com 512-968-5401, © 2009 Mike Leamon Consulting
  7. 7. Change Management Chain of Success Project Leadership L d hi Tools & Methods Management Engagement Reinforcing Purpose & Mechanisms Momentum Communication &T i i Training One broken link leads to project failure The weakest link will determine the strength of the  progress and results. 9/10/2009 7 Presented by Andrew Cahoon: andrew.cahoon@gmail.com 512-968-5401, © 2009 Mike Leamon Consulting
  8. 8. The Chain of Success - Detail Project Leadership Tools & Methods Management Engagement Reinforcing R i f i Purpose & Mechanisms Momentum Communication & Training • Humble need • Project • Compels • Recognition • Unobtrusive • Healthy buzz for change cohesion and participation & support • Fit-for- • Formal & • Consensus & identity • Maintains • Metrics & purpose informal alignment • Compelling business rewards • E bl Enable •MMgmt.t • Long term Story ownership • Positioning involvement steering commitment • Tangible • Lots of clout relative to • Fit culture • Experiential • Financial benefits • Enthusiasm other Training • Non-zealous investment • High energy activities • Emotional • Coaching • Dedication of • Collective intelligence • Mgmt leading follow-up key personnel commitment by example Presented by Andrew Cahoon: andrew.cahoon@gmail.com 512-968-5401, © 2009 Mike Leamon Consulting
  9. 9. Simulation Setup  Simulation Overview  The Company Mission  Provides environmental consultation to Fortune 500 companies  The Problem Statement:  50% sales force turnover is producing unacceptable customer and prospect knowledge loss  The Solution  Collaboration / Knowledge Management Intervention  Mass transit and car analogy gy  The antibodies  The infectious alternative  The potential for empowered Collaboration 9 9/10/2009 Presented by Andrew Cahoon: andrew.cahoon@gmail.com 512-968-5401, © 2009 Mike Leamon Consulting
  10. 10. Simulation Roles:  Your group: Internal Process Action Team  “Change Agent” familiarity?  Mike, Mike Chad and Andrew represent Bob White White, the VP of Sales and your project sponsor  Answer questions about Sales  Christine  The CEO of our company  Answers ANY question  Time Keeper (Shhhh (Shhhh… will be used) 10 Presented by Andrew Cahoon: andrew.cahoon@gmail.com 512-968-5401, © 2009 Mike Leamon Consulting
  11. 11. Split into Three Teams  Smalling Services (Andrew) g ( )  20 customer facing sales staff  Midline Consulting ( g (Chad) )  200 customer facing sales staff  Biggish Corp (Mike)  2,000 customer facing sales staff 9/10/2009 11 Presented by Andrew Cahoon: andrew.cahoon@gmail.com 512-968-5401, © 2009 Mike Leamon Consulting
  12. 12. Three Exercises  30 minutes  10 minutes each 1) Action Team Launch 2) Charter the Project 3) Design the Workshop ) g p Project Leadership Tools & Methods Management Engagement g Reinforcing Purpose & Mechanisms Momentum Communication & Training Presented by Andrew Cahoon: andrew.cahoon@gmail.com 512-968-5401, © 2009 Mike Leamon Consulting
  13. 13. 3 Exercises – 30 min 10 min each 9/10/2009 13
  14. 14. Training Materials f the for Change Management Simulation Si l ti Presented by Andrew Cahoon 1 Andrew Cahoon: andrew.cahoon@gmail.com 512-968-5401,
  15. 15. Exercise Narrative Exercise Instructions Executive management has selected 1 Action Team Launch 1. Find the Project Scope Sheet and read it out you to be on a Process Action Team. loud 2. Find the list of Other Sales SMEs assigned to You were hand picked from the your project and quickly review out loud “disciplined parts of the company” to 3. Find Worksheet 1: Action Team Launch. help solve a sales problem. The Have one person read the contents of the card out loud and complete each section of the Green Consulting Market is so hot that worksheet as a team. successful sales staff move company The key to the Launch meeting will be to energize to company to secure more pay. Sales the team, set up an appropriate methodology and Turnover has reached 50%! We have establish the right mindset for the project. See how embarrassing situations where Sales many links in the chain of success you can smoothly build and balance. Reps call customers to have THEM p educate US on details of our sales 2 Project Charter 1. Find Worksheet 2: Project Charter. relationship. 2. Again, have one person read the card contents out loud as the team completes the exercises Our company mission is to provide and the worksheet environmental consultation to Fortune The key to the Project Charter is to outline success 500 companies i order to i i in d improve factors for the project and secure understanding and commitment from key participants. Healthy green strategies and image. Our organizations don’t “pass go” if the Chain of services include: Success is going to break. • Strategies for decreasing carbon footprint and communicating 3 Workshop Plan genuine improvements 1. 1 Find and complete Worksheet 3: Workshop Plan • Analysis of impact from future environmental issues and The key is to architect a rapid high involvement regulations and providing aid in activity which achieves a shared understanding of the current state and collaboratively designs the navigating those changes future state. The room for the workshop is right next to Bob White’s Office and has been made available to you for 2 weeks . Our company is profitable but we are losing market share as the market rapidly grows. The sales cycles are relationship-intensive and typically take over 6 months to close the first deal. The Th average consulting contract i lti t t is over $250K. ©2009 Consulting Stance
  16. 16. Project Scope  Develop collaboration spaces for sales prospects (people we are trying to sell to) and customers (people who have bought from us) in order to capture unstructured information such as emails, marketing collateral, proposals, etc.  Consolidate customer info from existing disparate locations (personal hard drives and fil shares) h ddi d file h )  Stop the use of legacy storage locations and in order to use the one stop collaboration shop and establish a single version of the truth.  Collaboration spaces should allow newly assigned Sales Reps to pick up where the last Rep left off.  Well organized should help the Sales rep keep others informed, like an informed executive who is about to visit a customer …. Thereby minimizing internal education time invested by the Sales Rep.  In the future, this solution will allow reuse of previous proposals, presentations, etc. across the company (Stop reinventing the wheel) but for now, focus on just getting people to stop using the old storage locations and start using the new collaboration spaces. Please avoid detailed tool or sales process discussions and focus on what it will take to get people to adopt a disciplined way to manage customer and prospect knowledge knowledge. ©2009 Consulting Stance
  17. 17. Other Sales SMEs All: Mesmerized by email and crack berries - multi tasking during meetings historically leads to lack of real alignment 50,000 Foot Man can’t see the details d il Bob White, Disagrees with Take Over the Meeting Man VP of Sales Everything Man loves to sidetrack must be in meetings charge Ted Green, Eric Redd, Director, US Director, EU Biggest ego in the building; runs to the CEO when thwarted Lou Pinkton, Harold Blue, Jeff Black, “Schmoozy Lou” “Old Hand” “Top Gun” Mike Brown, Tom Gray, Technical Expert Rookie ©2009 Consulting Stance
  18. 18. Worksheet 1: Action Team Launch Launch is limited to the Process Action Team and SMEs needed for chartering Do quick introductions around your table: Say your Name and interest in Change Management 1 Choose a “Table Presenter” who will take notes on these worksheets and present for the group 2 The chain of success How can you use this launch meeting to establish and strengthen some key links in the Chain of Success? 3 Who conveys what messages for what reason? During the launch meeting, who communicates the messages above for maximum impact? (Think about how people should feel after the launch) ©2009 Consulting Stance Project Reinforcing g Purpose & Leadership L d hi Tools T l & Mechanisms Methods Communication Management Momentum & Training Engagement Chain of Success Chain of Success provided courtesy of Mike Leamon ©  2002 Mike Leamon Consulting
  19. 19. Worksheet 2: Project Charter Do we have the needed resources to cross functionally commit with integrity and succeed? Key player commitment 1 What commitments do you need to ensure success? Players: Commitment: 2 3 Risks and counter measures? The compelling story What are the human-side risks facing the project Identify “what’s in it for them?” and how will you mitigate them? Field Sales Reps: Sales Management: Inside Sales Support: ©2009 Consulting Stance Project Reinforcing g Purpose & Leadership L d hi Tools T l & Mechanisms Methods Communication Management Momentum & Training Engagement Chain of Success Chain of Success provided courtesy of Mike Leamon ©  2002 Mike Leamon Consulting
  20. 20. Worksheet 3: Workshop Plan Design a workshop to understand the current state and plan the future state 1 Consider how remote sites will be able to contribute Workshop Room Layout Design the room / open area where collaboration and communication are maximized 2 Multi-day workshop agenda 3 Workshop Preparation People can resist attending a workshop. How will you identify the key people and get them to attend and focus? 4 Workshop Follow-up Who owns action lists coming out of the workshop? How will you handle lack of post-workshop action? ©2009 Consulting Stance Project Reinforcing g Purpose & Leadership L d hi Tools T l & Mechanisms Methods Communication Management Momentum & Training Engagement Chain of Success Chain of Success provided courtesy of Mike Leamon ©  2002 Mike Leamon Consulting
  21. 21. Simulation Wrap up Wrap-up Readout from each group 9/10/2009 14
  22. 22. Best Practice Phases  Launch I  Charter (maximum: 90 day horizon)  High involvement design  Current State Understanding  Future State Agreement  Pilot  Rollout  Follow up, Follow up, Follow up  Retrospective / Lessons learned p Repeat as needed 9/10/2009 15 Presented by Andrew Cahoon: andrew.cahoon@gmail.com 512-968-5401, © 2009 Mike Leamon Consulting
  23. 23. Wrap up Wrap-up Discussion  CEO Presentation  Group Readouts  Change Management Headlines  “Ah Ha” moments  What was easy or hard about this activity?  What might you do differently as a result?  From your past, what helped your chain of success? Project Leadership Tools & Management Methods Engagement Reinforcing R i f i Purpose & Mechanisms Momentum Communication & Training Presented by Andrew Cahoon: andrew.cahoon@gmail.com 512-968-5401, © 2009 Mike Leamon Consulting
  24. 24. Key readings:  Everyday Practices of Extraordinary Consultants (Lambden & Conner)  Leading Change (Kotter)  HBR Articles –  “Choosing Strategies for Change“(Kotter)  McKinsey –  “Irrational Side of Change Management “(Aiken and Irrational (Aiken Keller)  “Zen and the art of Change Management “(Dutmers) Contact us for further discussion, training or change management services – Andrew Cahoon : andrew.cahoon@gmail.com 9/10/2009 512-968-5401 17

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