Change Management 2.0


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My presentation with Amy Fry on Wicked Problems, Digital, and Creativity - Change Management 2.0 - at the "Public Relations Society of America International Conference" in Philadelphia, PA October 27th 2013

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Change Management 2.0

  1. 1. Change Management 2.0 Amy M. Fry @coloconn David C. Thompson @dcthmpsn #PRSAICON
  2. 2. I shall be telling this with a sigh Somewhere ages and ages hence: Two roads diverged in a wood, and I, I took the one less traveled by, And that has made all the difference. The Road Not Taken, Robert Frost
  3. 3. What we’re going to talk about • The importance of internal networks – formal and informal • The role of leadership in supporting nascent change • How to turn latent organizational energy into strategically important ‘wins’
  4. 4. Welcome to your company
  5. 5. What we noticed
  6. 6. Wicked problems “Some problems are so complex that you have to be highly intelligent and well informed just to be undecided about them” Laurence J. Peter
  7. 7. The inexorable socialization of ‘digital’
  8. 8. The Componential Theory of Creativity “… all humans with normal capacities are able to produce at least moderately creative work in some domain, some of the time - and [that] the social environment can influence both the level and the frequency of creative behavior.” Teresa M. Amabile
  9. 9. What we’re doing
  10. 10. We set conditions
  11. 11. We navigate ambiguity with simple rules
  12. 12. We engage the network – all of it
  13. 13. Our results
  14. 14. Organizational Effectiveness (OE) Success Metrics – Progress YTD Blue Dollars - (Efficiency savings - $ resulting from employees not doing something): • • Removed over 10,000 hours of electronic training: $556,909 Reduced mandatory Lync training manual size by 93%: $457,776 Increased Capability: • IS ‘Usability Assessment’ Endorsed – Committed to ensuring that IS organizational tools are user friendly • Mandatory Governance Training Council Created – A process for assessing required training • Established an Enabling Functions Initiative Board (EFIB) - Improved efficiency through shorter project cycles and increased project planning across/within the Enabling Functions Green Dollars: • $12,000 –Volunteer-led VTI Day activities delivered business results on time and under budget Employee Engagement • Multiple OE initiatives engaged > 220 employees, across 17 functional areas, and 6 OPUs • More than 40 U.S. colleagues volunteered for BIPeople Change Agent Team • Growing list of ‘Friends of OE’ – assisted Talent Management team in refining ‘Development Framework’ post VTI and involved in the plan and design of upcoming Development Day For internal use only 15
  15. 15. Avoiding the Filter Bubble – How do we robustly measure engagement? Advocacy Action Acceptance Drive OE and business impact by actively influencing, leading and engaging others Get involved in OE initiatives Have a positive view of the OE group and its work and demonstrate support Understanding Understand the purpose of the OE group and some of the potential ways to get involved Awareness Demonstrate knowledge of the OE group and its objectives
  16. 16. Linear Minds in a Nonlinear World I have stolen like an artist from Paul Adams’ book ‘Grouped’ Action Aware of the brand Consider the brand Preference for the brand Buy the brand Loyal to the brand Rational Linear Chaotic Non-linear
  17. 17. Gauging Awareness Objective: Gauge awareness of the OE function and activities within the organization – and begin to understand what is driving that awareness Q1: Have you heard of Organizational Effectiveness (OE)? 70.0% 60.0% 50.0% 40.0% Q2 Q3 30.0% 20.0% 10.0% 0.0% Yes Q2 (N=200) Q3 (N=500) No Q2: Do you know someone who has been involved in an OE project? 90.0% 80.0% 70.0% 60.0% 50.0% Q2 40.0% Q3 30.0% 20.0% 10.0% 0.0% Yes No
  18. 18. Highlight 1 – Q3 Pulse Survey Objective: Gauge awareness of the OE function and activities within the organization – and begin to understand what is driving that awareness Q3. How did you hear about OE? 70.0% 60.0% 50.0% 40.0% Q2 Q3 30.0% 20.0% 10.0% 0.0% MyBI State of the Business * * Statistically significant change, Q2 to Q3 Q2 (N=200) Q3 (N=500) A colleague