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CAP Workshop

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sample of my change management workshop

sample of my change management workshop

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  • 1. The CAP Model Workshop Day 1
  • 2. The CAP Model Workshop Why Do We Need to Change? Why Do We Need to Manage Change? Change is inescapable… • Business and strategic conditions evolve continuously, so we must be able to adapt successfully if we want to remain competitive. • Businesses often fail altogether because they are unable to implement desperately needed changes in their work processes or organization. At the same time… • Change is difficult, unpredictable, uncomfortable, chaotic, risky and unsettling. • The capacity for change may be the key to success, but going through a change can also be disruptive and feel threatening. • Because both individuals and entire organizational units routinely resist change, it takes careful planning and specialized knowledge and skill to lead or implement a change process smoothly and effectively.
  • 3. The CAP Model Workshop | SARA Shock A bsorb Respond A ccept
  • 4. The CAP Model Workshop | What is Change? What is Change? Camlin Whiteboard Markers Advertisement
  • 5. The CAP Model Workshop | Accelerating Change? • Have you ever felt like this when dealing with change? • Why? • How did it affect the effective and successful implementation of the change?…
  • 6. The CAP Model Workshop | Information Retention After 1 Month 75% 95% from from engagement hearing and 13% discussion from and hearing seeing
  • 7. The CAP Model Workshop | Information Retention After 1 Month People tend to learn more when they are engaged Show me so I may Tell me and I will remember forget Engage me and I shall learn
  • 8. The CAP Model Workshop | Factors for Successful Change Management The success of any Change Management initiative depends on the organization’s willingness and ability to assume ownership of the change. There are five key characteristics of all successful change implementations: o Proper Planning: develop and document objectives and lay out how it will be achieved o Defined Governance: establish appropriate organizational structures, roles and responsibilities and associated monitoring arrangements. o Committed Leadership: ensure ongoing commitment at the top and across the organization o Engaged Stakeholders: encourage and sustain stakeholder participation and commitment o Aligned Workforce: ensure that the workforce understands and is aligned with, actively supports, and is willing to bear the burden of changing
  • 9. The CAP Model Workshop | The Impact of Effective Change Management Ready Willing Able Achievement Able Ready Willing of Business Goals Aware of goals Fully engaged; Having or Successful Change and how they wanting to acquiring the and On-Target are aligned to make needed Business Outcomes business a success knowledge/ objectives, R&R story skills for new/ , KPIs of the change; changed & metrics etc trust in processes, syst leadership ems and behaviors Skills Knowledge
  • 10. The CAP Model Workshop | Commitment to Change Change Management activities have embedded ownership within during the approach to go-lives Stage 1 Stage 2 Stage 3 Change Management Activities Communications Ownership Change Advocacy Organizational Engagement/ Transformation Enablement Learning Awareness
  • 11. The CAP Model Workshop | Topics 1. Learning about the critical questions and actions that will steer towards successful change 2. Creating a shared need for change and vision for your project team 3. Understanding and dealing with engagement and resistance from key stakeholders and key constituents 4. Building an effective and sustainable implementation plan 5. The crucial role of communication and engagement
  • 12. The CAP Model Workshop | Change Research • Almost 99% of all changes evaluated as “Successful” had a good technical solution or approach • Over 98% of all changes evaluated as “Unsuccessful” also had a good technical solution or approach What is the differentiating factor between success and failure?
  • 13. CAPThe CAP Model Workshop | Summary QxA=E „Q‟ is the Qualitative or Technical solution to the change „A‟ is the cultural Acceptance of the change „E‟ represents change Effectiveness… your goal! Change management is the approach to help align a person, team or organization with the change. It focuses both on steps and milestones, as well as on the people side through engagement and communication. It addresses how to create a shared need for the change, understand and deal with resistance from stakeholders and build an effective influencing strategy and communication plan for the change. Some companies like General Electric and SABIC chose CAP as a methodology to drive change.
  • 14. The CAP Model Workshop | Summary QxA=E Charles Darwin may have some insight for us: It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.
  • 15. The CAP Model Workshop | Summary QxA=E All mankind is divided into three classes Those who are immovable, Those who are movable, And those who move Benjamin Franklin
  • 16. The Change Acceleration Process Model – SummaryThe CAP Model Workshop | Summary QxA=E Change Acceleration Process (CAP): Q x A = E Is: • A strategy to drive effective change • A method to engage business teams in a dialogue to increase the success • To accelerate the implementation of organizational change efforts Addresses how to : • Create a shared need for the change and a vision • Understand and deal with resistance from stakeholders • Build an effective and sustainable influencing strategy It is NOT: • A magic formula that resolve conflicts or resistance • A set of tools that eliminates discussion, consultation or creativity to resolve conflicts
  • 17. The Change Acceleration Process Model – SummaryThe CAP Model Workshop | Introduction QxA=E The CAP model illustrates the key processes involved in facilitating effective change. It provides a common language for leading and facilitating change effectiveness. Uses of the CAP Model The CAP model can remind you of the important elements that you need to cover. Although the model is recognized as going one direction, with all arrows moving from current state toward the future state, it DOES NOT MEAN YOU MUST GO IN ONE ORDER. You can and should revisit tools and processes as necessary to ensure progress toward effective change. The model supports completion of the conversation around each process, builds synergies within the organization and ensures your change is still on track. People’s responses, resistances and understanding will change, so it is important to visit and re-visit each and every arrow. The model provides a methodical way to overcome resistance by identifying sources of resistance and creating influencing strategies to overcome the resistance. This is a continuous process throughout the change. Within each process there is a series of tools to help frame the conversations that change teams need to have around how to create a shared need, how to shape the vision, how to influence others, etc. but also to understand WHY change is so hard to maintain. If we cannot help people to change their natural behaviors and habits, they will naturally go to the path of least resistance (that which is easier and that which is “known”).
  • 18. The CAP Model Workshop | The CAP Model QxA=E
  • 19. The CAP Model Workshop | Overview QxA=E CAP: A Model for Change Leading Change Having a sponsor/champion and team members who demonstrate visible, active, public commitment and support of the change. Creating A The reason to change, whether driven by threat or opportunity, is Shared Need instilled within the organization and widely shared through data, demonstration or demand. The need for change must exceed its resistance. Shaping A Vision The desired outcome of change is clear, legitimate, widely understood and shared; the vision is shaped in behavioral terms. Mobilizing There is a strong commitment from constituents to invest in the Commitment change, make it work, and demand and receive management attention; Constituents agree to change their own actions and behaviors to support the change. Making Change Once change is started, it endures, and learnings are transferred Last throughout the organization. Change is integrated with other key initiatives; early wins are encouraged to build momentum for the change. Monitoring Progress is real; benchmarks set and realized; indicators established to Progress guarantee accountability. Changing Making sure that the management practices (Staffing, Development, Systems And Rewards, Measures, Communication, Organizational Design and Structures Information Technology Systems) are used to complement and reinforce change
  • 20. The CAP Model Workshop | Setting Up For Success QxA=E Setting Up For An overview of tools which can be used at the beginning of a project in Success building a team that understands their roles and responsibilities Questions asked - Who do I need to ensure a successful change? - Do I get leadership support in selecting the right teammembers? - Are all necessary parties involved (and/or engaged) in the core project team? Tools used Team Set Up ARMI Worksheet Project Scope Contract GRPI Checklist Team Charter Checklist In/Out of the Frame 15 words Flipchart Critical Success Factors Screen Significance Is/Is not SIPOC/COPIS Process RACI worksheet
  • 21. The CAP Model Workshop | Leading Change QxA=E Leading Change Having a sponsor/champion and team members who demonstrate visible, active, public commitment and support of the change. Questions asked - What actions and messages do we expect in support of this change? - Are leaders at all levels consistently demonstrating strong commitment through their words and actions? - Are leaders at all levels consistently supporting others who are trying to engage in the change? Tools used Personal Contract Calendar Tests Leadership Self-Assessment Capogram Team Set Up
  • 22. The CAP Model Workshop | Leading Change QxA=E Leading Change Having a sponsor/champion and team members who demonstrate visible, active, public commitment and support of the change. Leading Change Authentic, committed leadership throughout the duration of the initiative is essential for success. From a project management perspective, there is a significant risk of failure if the organization perceives a lack of leadership commitment to the initiative. Don‟t talk the talk if you don‟t walk the walk
  • 23. The CAP Model Workshop | Leading Change QxA=E Leading Change Having a sponsor/champion and team members who demonstrate visible, active, public commitment and support of the change. Leading Change – What actions and messages do we expect in support of this change? – Are leaders at all levels consistently demonstrating strong commitment through their words and actions? – Are leaders at all levels consistently supporting others who are trying to engage in the change?
  • 24. The CAP Model Workshop | Leading Change Leading Change Presented by Steve Jobs
  • 25. The CAP Model Workshop | Leading Change Inventis’s change program will gradually transition ownership to the strategic business units Client Inventis Driving alone Gaining ground Taking over Gaining speed … … Getting started • Client rides alone, steers • Client steers and and pedals • Client steers and pedals • Inventis steers and • Inventis gets off and • Inventis steers pedals • Inventis backs off, pedals supports as required and pedals • Inventis pedals balances and supports • Client pedals • Client accompanies
  • 26. The CAP Model Workshop | Creating A Shared Need QxA=E Creating A Shared The reason to change, whether driven by threat or opportunity, is instilled Need within the organization and widely shared through data, demonstration or demand. The need for change must exceed its resistance. Creating A Shared Need The need for change must outweigh the resistance – the tendency in the organization to maintain the status quo. There must be compelling reasons to change, that resonate not just for the leadership team but that will appeal to all stakeholders and constituents.
  • 27. The CAP Model Workshop | Creating A Shared Need QxA=E Creating A Shared The reason to change, whether driven by threat or opportunity, is instilled Need within the organization and widely shared through data, demonstration or demand. The need for change must exceed its resistance. Questions asked - What types of resistance needs to be adressed head on? - Do people understand why there is a need for change? - Is the need for change supported with data/evidence? - Is the need for change widely shared by leadership? Tools used Threat vs. Opportunity Matrix Concerns vs. Opportunity Matrix More of / Less of Chart 3D’s Matrix Stakeholder Analysis Change Impact Assessment Change Impact Heatmap
  • 28. The CAP Model Workshop | Creating A Shared Need QxA=E Creating A Shared The reason to change, whether driven by threat or opportunity, is instilled Need within the organization and widely shared through data, demonstration or demand. The need for change must exceed its resistance. Creating A Shared Need – Why Change??!! – Who are the key stakeholders and who are key constituents? – How do we prove the need for change to our diverse audience? – What resistance or apathy should we expect and how might we address it head-on? – WIIFM? WIIFU?
  • 29. The CAP Model Workshop | Creating A Shared Need QxA=E Creating A Shared The reason to change, whether driven by threat or opportunity, is instilled Need within the organization and widely shared through data, demonstration or demand. The need for change must exceed its resistance. Creating A Shared Need Key stakeholders versus key constituents: A key stakeholder is anyone who controls critical resources, who can hinder (or enable) the change initiative by direct or indirect means, who must approve certain aspects of the change or who owns a key work process impacted by the change initiative. A key constituent is anyone in the organization who will be impacted by the change. Ask yourself the question “Whose life might/will change after the project”. A key stakeholder can be a key constituent as well, but not all key constituents are automatically key stakeholders. Typically key stakeholders are the decision makers, key constituents are the ones impacted by the decisions.
  • 30. The CAP Model Workshop Day 2
  • 31. The CAP Model Workshop | Shaping A Vision QxA=E Shaping A Vision The desired outcome of change is clear, legitimate, widely understood and shared; the vision is shaped in behavioral terms. Shaping A Vision – Where are we heading and why? – What will the change look like when we get there? (Mindsets, Measures and Behaviors) – What will be the milestones to monitor progress? – How will we consistently communicate the new direction and our progress?
  • 32. The CAP Model Workshop | Shaping A Vision QxA=E Shaping A Vision The desired outcome of change is clear, legitimate, widely understood and shared; the vision is shaped in behavioral terms. Questions asked - Has a vision been clearly communicated for the project? - Is the vision simple and straight forward? - Is the vision motivating and energizing? - Is the vision understood and shared across the business? - Is the vision actionable and measurable? Tools used Key Phrases Exercise Backwards Imaging Bull’s Eye Chart More of / Less of Chart Elevator Speech Customer Focus Alignment In/Out of the Frame 15 words Flip Charts
  • 33. The CAP Model Workshop | Shaping A Vision QxA=E Shaping A Vision The desired outcome of change is clear, legitimate, widely understood and shared; the vision is shaped in behavioral terms. Vision: 1. A clear statement about the outcomes of the change effort. 2. A view of the future state that is: -Customer focused – not just a person‟s dream -Challenging – Evolving, not static -Easy to understand – behavioral & actionable A good vision should at least contain the “what”, the “why”, the “who” and the “when”. Example Example JFK SABIC
  • 34. Example Vision and Mission: J.F. Kennedy QxA=E Neil Armstrong July 20, 1969 “ I believe this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to Earth”. J. F. Kennedy May 25, 1961
  • 35. Example Vision and Mission: SABIC QxA=E Vision To be the preferred world leader in chemicals Mission To responsibly provide quality products and services through innovation, learning and operational excellence while sustaining maximum value for our stakeholders
  • 36. The CAP Model Workshop | Mobilizing Commitment QxA=E Mobilizing There is a strong commitment from constituents to invest in the Commitment change, make it work, and demand and receive management attention; Constituents agree to change their own actions and behaviors to support the change. Mobilizing Commitment – Who are the key stakeholders and key constituents? – What level of support are they currently demonstrating versus what is needed? – How will we influence any required changes?
  • 37. The CAP Model Workshop | Mobilizing Commitment QxA=E Mobilizing There is a strong commitment from constituents to invest in the Commitment change, make it work, and demand and receive management attention; Constituents agree to change their own actions and behaviors to support the change. Questions asked - Do we clearly understand who the key constituents are? - Are the right resources allocated to drive the change? - Are behaviors that either help or hinder the change been identified and taken care of? - Are the key constituents committed to make it happen and showing behaviors that support the change? Tools used Key Constituents Map Attitude Charting More of / Less of Chart Responsibility Grid Stakeholder Analysis RACI Resistance Analysis (TPC) Combined Stakeholder / TPC Influencing Strategy Behavior Change Analysis Change Impact Assessment Change Impact Heatmap
  • 38. The CAP Model Workshop | Mobilizing Commitment QxA=E Mobilizing There is a strong commitment from constituents to invest in the Commitment change, make it work, and demand and receive management attention; Constituents agree to change their own actions and behaviors to support the change. Our Employees Compliant Committed  Meeting standards Going above and beyond for the customer  Maintaining the status quo Pursuing excellence  Scratching the surface Taking responsibility, empowered  No ownership Passionate about roles & business  Individualists, no team Striving for team victory
  • 39. The CAP Model Workshop | Mobilizing Commitment QxA=E Mobilizing There is a strong commitment from constituents to invest in the Commitment change, make it work, and demand and receive management attention; Constituents agree to change their own actions and behaviors to support the change. Mobilizing Commitment The level of engagement heavily depends on: the type of change; the impact of the change; and the required commitment of the people. Communication and levels of engagement: • Inform : To provide balanced and objective information to assist those impacted in understanding the problems, alternatives and/or solutions • Consult : To obtain feedback from those impacted on analysis, alternatives and/or decisions • Involve : To work with those impacted to ensure their concerns are directly reflected in alternatives and solutions. Perform T&O‟s to capture threats as well as opportunities. • Collaborate : To partner with the community in each aspect of the decision, including the development of alternatives and the identification of the preferred solution • Empower : Final decision making process is put in the hands of the organization
  • 40. The CAP Model Workshop | Dealing with Change Dealing With Change Presented by Garrison Wynn
  • 41. The CAP Model Workshop | Making Change Last QxA=E Making Change Once change is started, it endures, and learning is transferred throughout Last the organization. Change is integrated with other key initiatives; early wins are encouraged to build momentum for the change. Making Change Last – How do we sustain the change and transform it into the new “norm”? – What resources need to be adjusted or sustained? – How will we sustain support and resources in competition with other initiatives and priorities? – How will we prevent digression of behaviors back to the old habits?
  • 42. The CAP Model Workshop | Making Change Last QxA=E Making Change Once change is started, it endures, and learnings are transferred throughout Last the organization. Change is integrated with other key initiatives; early wins are encouraged to build momentum for the change. Questions asked - Is the change integrated with other initiatives? - To what extend are needed resources made available? - What levels of resistance will this change face? - What is the magnitude of the change and how much time do we need/get? - To what extend have we altered (or used) existing systems and structures? Tools used Key Constituents Map Force Field Analysis More of / Less of Chart MCL Assessment Resistance Analysis (TPC) Behavior Change Analysis
  • 43. The CAP Model Workshop | Making Change Last QxA=E Making Change Once change is started, it endures, and leanings are transferred throughout Last the organization. Change is integrated with other key initiatives; early wins are encouraged to build momentum for the change. • Force Field Analysis + - Helping Hindering Used For: Assessing forces in the internal and external environment which will either help to make change last or make it difficult to Change Initiative do so. Remember: Build an action plan to leverage Helping and minimize Hindering Forces. Launching a Change is just the beginning… …it must become the Way of Life.
  • 44. The CAP Model Workshop | Monitoring Progress QxA=E Monitoring Progress is real; benchmarks set and realized; indicators established to Progress guarantee accountability. Monitoring Progress – How will we measure progress of the CAP project to provide focus, direction & momentum throughout the change process? – How will we ensure insight into understanding the level of acceptance throughout the change – How will we know when corrective action is necessary? – How will we track key events and milestones so we can reward and encourage progress?
  • 45. The CAP Model Workshop | Monitoring Progress QxA=E Monitoring Progress is real; benchmarks set and realized; indicators established to Progress guarantee accountability. Questions asked - Have we clearly stated our objectives in measurable terms? - Have we set milestones that we all understand and agree to? - Are expected results tied to external and internal goals? - Do we know which measures will show progress towards the goal? - Have we established new ways to gather data? Tools used Behavior Change Analysis MP Assessment Pareto/Pie chart GRPI Capogram
  • 46. The CAP Model Workshop | Changing Systems & Structures QxA=E Changing Making sure that the management practices (Staffing, Development, Systems & Rewards, Measures, Communication, Organizational Design and Structures Information Technology Systems) are used to complement and reinforce change Changing Systems & Structures – How will we realign and leverage the way we organize, communicate, measure, train, develop, reward, compensate, and promote within the organization? – How can we assure that organizational Systems & Structures consistently support and promote desired new behaviors? (More of …Less of …) What gets measured gets done, and what gets paid for gets done more…
  • 47. The CAP Model Workshop | Changing Systems & Structures QxA=E Changing Making sure that the management practices (Staffing, Development, Systems & Rewards, Measures, Communication, Organizational Design and Structures Information Technology Systems) are used to complement and reinforce change Questions asked - Are Staffing, R&R, Communication and Measurement Systems being put in place? - Are trainings and communication methods identified to structurally support the change? - Were redundant processes and systems that do not support the change removed? Tools used Profile Assessment S&S assessment & Action Planning Communication Assessment Communication Matrix Communication Plan: Tell Communication Plan: Listen Staffing & Development Competency Staffing: Team Assessment Staffing: Recruiting, Screening Staffing: Securing, Orienting Staffing: Development Measures & Rewards
  • 48. The CAP Model Workshop | Changing Systems & Structures QxA=E Maximizing the “A” … Change deliverables for every project 1. Develop a need for the change and a vision, appealing and recognizable for those impacted 2. Define and manage the stakeholders/ constituents perspective on the change through a stakeholders influencing strategy 3. Ensure the right level of involvement through a supporting communication plan 4. Build a sustainable implementation plan 5. Manage, resolve, escalate change management issues 6. Measure and ensure change progress - CAP Profiles
  • 49. The CAP Model Workshop | The Change Acceleration Process Model QxA=E The Change Acceleration Process Model
  • 50. The CAP Model Workshop | The Change Acceleration Process Model QxA=E SESSIONS (Sustainment) CAP Elements Addressed:  Changing Systems and Structures  Making Change Last SESSIONS (People) CAP Elements Addressed:  Leading the Change  Mobilizing Commitment  Stakeholder influencing SESSIONS (Orientation and Vision) CAP Elements Addressed:  Creating a Shared Need  Shaping a Vision  More of less of
  • 51. The CAP Model Workshop | The CAP Tools Kit QxA=E Introduction Mobilizing Commitment CAP Tools Kit Team Set Up Key Constituents Map CAP Profile Attitude Charting Setting up for success Responsibility Grid Project Scope Contract RACI Team Charter Checklist Resistance Analysis (TPC) In/Out of the Frame Combined Stakeholder / TPC 15 words Flip Chart Influence Strategy Critical Success Factors Making Change Last SIPOC / COPIS Process Force Field Analysis Leading Change MCL Assessment Personal Contract Monitoring Progress Stakeholder Analysis Behaviour Change Analysis Calendar Test MP Assessment Leadership Self Assessment Changing Systems & Structures Creating a shared need Systems & Structures: Threat vs. Opportunity Matrix Profile Assessment 3 D‟s Matrix Systems & Structures: Assessment & Action Planning Shaping a vision Communication plans Key Phrases Exercise Staffing Backwards Imaging Measures & Rewards Bull‟s Eye Chart Integrating Rewards & Measures More of / Less of Chart Rewards & Measures Assessment Elevator Speech Rewards Assessment Customer Focus Alignment Measures Assessment
  • 52. The CAP Model Workshop | The CAP Tools Directory CAP Tools facilitate thought process, discussion and decision .. … and must be followed by actions Concerns & Opp. GRPI CAP profile 10.0 8.0 G 6.0 R 4.0 2.0 P 0.0 I Stakeholder RACI Influencing Analysis Strategy -- - +/- + ++ Elevator Speech Change Impact Assessment
  • 53. The CAP Model Workshop | What questions do you and your employees have? CAP Toolkit facilitates discussion and decision .. QxA=E … and must be followed by actions 2. Change impact: How 1. Changes: What is large are the changes different about the for the organization? 3. Team effectiveness: roles of our team How well are goals, today vs post-day 1? roles, processes, and teamwork agreed? 4. Commitment: What 8. Leading the change: resistance do we face What are the desired, What questions do from stakeholders? What visible leadership YOU and YOUR actions are defined to behaviors employees have? reduce resistance 5. Engagement: What 7. Making change last: can we (leadership) do What actions need to 6. Progress: How is to inspire individuals be taken to sustain the progress to max performance change? measured, communica ted and celebrated?
  • 54. The CAP Model Workshop | Step-By-Step Towards Engagement QxA=E More of Elevator SHA C&O CIA GRPI RACI Topics to Consider less of speech 1. Changes: What is different about the roles of our team today vs. post go-live? 2. Change impact: How large are the changes for the organization? 3. Team effectiveness: How well are goals, roles, processes, and teamwork agreed? 4. Commitment: What resistance do we face from stakeholders? What actions are defined to reduce resistance 5. Engagement: What can mgrs do to inspire individuals to max performance 6. Progress: How is progress measured, communicated and celebrated? 7. Making change last: What actions need to be taken to sustain the change? 8. Leading the change: What are the desired, visible leadership behaviors
  • 55. The CAP Model Workshop | Step-By-Step Towards Engagement (SHA) QxA=E More of Elevator SHA C&O CIA GRPI RACI Topics to Consider less of speech 1. Changes: What is different about the roles of our team today vs pre-Nov 1st? 2. Change impact: How large are the changes for the organization? 3. Team effectiveness: How well are goals, roles, processes, and teamwork agreed? 4. Commitment: What resistance do we face from stakeholders? What actions are defined to reduce resistance 5. Engagement: What can mgrs do to inspire individuals to max performance 6. Progress: How is progress measured, communicated and celebrated? 7. Making change last: What actions need to be taken to sustain the change? 8. Leading the change: What are the desired, visible leadership behaviors
  • 56. The CAP Model Workshop | Stakeholder Analysis QxA=E Tool: Stakeholder Analysis for Change - This tool helps the team answer the question, "Who are the stakeholders?", "Where do they currently stand on the issues associated with this change initiative?" and, "Where do we need them to be in terms of their level of support?" This tool assumes that: 1) a "critical mass" is essential for launching and then accelerating the change effort; 2) some stakeholders can be moved to a higher level of support; and, 3) some may only need to be "neutral" for the change to have a chance. Stakeholder Analysis for Change Step 1: Where do you want/need them to be? Strongly Moderately Moderately Strongly Names Against Against Neutral Supportive Supportive
  • 57. The CAP Model Workshop | Stakeholder Analysis QxA=E Tool: Stakeholder Analysis for Change - This tool helps the team answer the question, "Who are the stakeholders?", "Where do they currently stand on the issues associated with this change initiative?" and, "Where do we need them to be in terms of their level of support?" This tool assumes that: 1) a "critical mass" is essential for launching and then accelerating the change effort; 2) some stakeholders can be moved to a higher level of support; and, 3) some may only need to be "neutral" for the change to have a chance. Stakeholder Analysis for Change Step 1: Where do you want/need them to be? Strongly Moderately Moderately Strongly Names Against Against Neutral Supportive Supportive
  • 58. The CAP Model Workshop | Stakeholder Analysis QxA=E Tool: Stakeholder Analysis for Change - This tool helps the team answer the question, "Who are the stakeholders?", "Where do they currently stand on the issues associated with this change initiative?" and, "Where do we need them to be in terms of their level of support?" This tool assumes that: 1) a "critical mass" is essential for launching and then accelerating the change effort; 2) some stakeholders can be moved to a higher level of support; and, 3) some may only need to be "neutral" for the change to have a chance. Stakeholder Analysis for Change Step 2: Where do you think they are today? Strongly Moderately Moderately Strongly Names Against Against Neutral Supportive Supportive
  • 59. The CAP Model Workshop | Stakeholder Analysis QxA=E Stakeholder Analysis Committed Workforce! Stakeholder Analysis for Change Step 3: What actions will you take? Strongly Moderately Moderately Strongly Names Against Against Neutral Supportive Supportive
  • 60. The CAP Model Workshop | Stakeholder Analysis - Exercise QxA=E In teams: (appoint lead facilitator per team) Spend ~30 minutes on:  Define stakeholders and key constituents (individuals as well as groups)  Determine stakeholders potential current positions  Determine the Influencing Strategy for top 3
  • 61. The CAP Model Workshop | Stakeholder Analysis – Exercise Example QxA=Ename SA MA N Ms SS name SA MA N Ms SS -- - 0 ++ ++ -- - 0 ++ ++new manager x new manager xcurrent mgr x current mgr xHR BOZ x R BOZ xHR KSA x HR KSA xsite VP KSA x site VP KSA xsite GM BOZ x site GM BOZ xSpouse x Spouse xkids x kids xGovernment x Government xxxxx x xxxx xnew team x new team xnew team lead x new team lead xcurrent team x current team xfamily x family xfriends x friends xworks council x works council xBOZ runner_up (senior) x BOZ runner_up (senior) x Enough support to obtain Tough .. Strong resistance Acceptance & support with few real sponsors
  • 62. The CAP Model Workshop | Stakeholder Analysis - Exercise QxA=E• Choose one of the following scenario‟s• James Grubnenark, engineering leader in Mt. Vernon is offered a 2 yr leadership position in Jubail. Mark is married and has a one yr old son. His wife is professional translator.• Karl-Heinz Grosshaus, senior engineer in Gelsenkirchen is offered a job as turn around leader for the Bergen op Zoom site. Karl-Heinz is not married but recently got engaged. His fiancée is a English teacher in Cologne, Germany.• Anne Kowalski, senior engineer in Burkville is offered a site engineering leadership position in Cartagena, Spain. Anne is married, and has no kids Her husband who is in military service recently signed a 2 yr contract to serve in Afghanistan.• Ahmed Al-Madami, engineering manager in Jubail is offered a 2 yr assignment in Bergen op Zoom, Netherlands. Ahmed is interested but has not discussed this with his family yet.
  • 63. The CAP Model Workshop | Stakeholder Analysis - Exercise QxA=E• James Grubnenark• Age: 34, born Albany, USA, Married, 1 son age 1 yr.• Master of Science, University of Boston.• 9 years work experience, 5 at ACME Plastics (of which 3 in An Other Plastics Sp)• Current function: Engineering leader, Mt. Vernon. Mark has 6 direct reports.• His wife is a professional translator. She is originally from Turkey and studied in Boston. She translates documents and books. Apart from Turkish she has a degree in Arabic language• Other: High energy level, very experienced, self starter, is respected by both peers as well as direct reports, apart from his marriage in Turkey has never been abroad.• Part of larger x-bizz global exchange program Offered a 2 years job as manufacturing excellence Leader, in Jubail, Kingdom of Saudi-Arabia.
  • 64. The CAP Model Workshop | Stakeholder Analysis - Exercise QxA=E• Karl-Heinz Grosshaus• Age: 32, born in Cologne, Germany. Engaged, no children.• Studied chemical engineering at the Heinrich Heine university in Dusseldorf.• 7 years work experience, all in SABIC Europe. Apart from 1 assignment in Geleen (6 months) based continuously in Gelsenkirchen.• Current function: Senior engineer Gelsenkirchen. Karl-Heinz has 4 direct reports.• Other: Very creative, built expertise in major turn-arounds. Very successful volleyball player, and coach.• Part of larger x-bizz global exchange program• His fiancée recently moved to Cologne where she accepted a job as English teacher at a high School. They know each other 16 months and still live separately. Offered a 2 yr assignment as turn around leader for the site of Bergen op Zoom, the Netherlands.
  • 65. The CAP Model Workshop | Stakeholder Analysis - Exercise QxA=E• Anne Kowalski• Age: 29, born in New York, USA. Married, no children.• Studied chemical engineering at the New York institute of Technology.• 5 years work experience in SABIC IP with assignments in Mt. Vernon (technology), Selkirk (Engineering), Cartagena (Ultem plant design) and Burkville (process engineering)• Current function: Senior engineer Burkville. Anne has no direct reports.• Other: High energy level, entrepreneurial, career builder. Seen as top talent who needs to work on leadership styles (lacks inclusiveness). Already spent 6 months in Cartagena for a special assignment• Part of larger x-bizz global exchange program• Her husband serves in the US army. He recently signed a 2 yr contract (5 months abroad-1 month home) to serve in Afghanistan. Offered a 2 years assignment as site-engineering leader for Cartagena Spain with a key focus on start up of Ultem plant
  • 66. The CAP Model Workshop | Stakeholder Analysis - Exercise QxA=E• Ahmed Al-Madami• Age: 34, born KSA, Married, 4 children (2 sons, ages 14, 12 and 2 daughters ages 9, 5)• Masters degree, University of Paris, France• 8 years work experience, 4 at SABIC KSA• Current function: Engineering manager, KSA• Other: High energy level, very experienced, self starter, religious, ambitious, fair in English, good sense of humor, patient, soccer player, visa expired, high standard of living.• Part of larger x-bizz global exchange program• BoZ team is informed, but too early .. no HR sign-off yet Offered a 2 years job as Chem. Ops. Manager, BOZ site in SABIC IP Bergen op Zoom, NL
  • 67. The CAP Model Workshop | Stakeholder Analysis - Exercise QxA=E Participants session 1: Bergen op Zoom (September 7/8) Team 1 Team 2 • • • • • • • • Team 3 Team 4 • • • • • • • • •
  • 68. The CAP Model Workshop | Influence Strategy QxA=E What can I do to positively influence my stakeholders and influenced groups? • Share the need for change and the goals – again. Ensure the wording appeals to their point of view. Also make it very clear this new goal is not optional .. Use your Elevator speech • Communicate what is in it for them .. Use your C/O analysis • Make stakeholders part of the action – involve them in the workshops • Use sponsors and key influencers to engage the individuals .. Use your SHA • Communicate early successes .. Show the change is real and working • Lead the change yourself .. Be their role model • Deliver yourself what you promised .. Always be credible • Try to put yourself in their shoes
  • 69. The CAP Model Workshop | Step-By-Step Towards Engagement (C&O) QxA=E STEP-BY-STEP TOWARDS ENGAGEMENT More of Elevator SHA C&O CIA GRPI RACI Topics to Consider less of speech 1. Changes: What is different about the roles of our team today vs pre-Nov 1st? 2. Change impact: How large are the changes for the organization? 3. Team effectiveness: How well are goals, roles, processes, and teamwork agreed? 4. Commitment: What resistance do we face from stakeholders? What actions are defined to reduce resistance 5. Engagement: What can mgrs do to inspire individuals to max performance 6. Progress: How is progress measured, communicated and celebrated? 7. Making change last: What actions need to be taken to sustain the change? 8. Leading the change: What are the desired, visible leadership behaviors
  • 70. The CAP Model Workshop | Concerns & Opportunity Assessment QxA=E CONCERNS & OPPORTUNITY ASSESSMENT– ENGAGEMENT TOOL Concerns Opportunity If we don’t make this change if we do make this change Or if we do make this change Short Term Long Term
  • 71. The CAP Model Workshop | Concerns & Opportunity Assessment Exercise QxA=E 1. Form 1-3 teams 2. Appoint facilitator 3. C&O Brainstorm session 5 minutes Think about 3 potential concerns and 3 potential opportunities how you think this organizational change will impact your job/performance, your department‟s performance and the the company‟s performance. The C&O‟s can be personal or business related. 4. Group all inputs 15 minutes 5. Prioritize top 3 Concerns/Opps 10 minutes 6. Prepare report out 5 minutes (what do you expect leadership to do more/less to take away concerns) 7. Report out to leadership 3 minutes per team
  • 72. The CAP Model Workshop | Concerns & Opportunity Assessment Exercise QxA=E 1. Form 1-3 teams 2. Appoint facilitator 3. C&O Brainstorm session 1. Take 6 post-it papers per person 2. - Label 3 with C - Label 3 with O 3. - Write on each C one single concern - On each O one single opportunity 4. - Group all concerns - Group all opportunities 5. Vote for top 3 each 6. Prepare report-out to Leadership
  • 73. The CAP Model Workshop | Concerns & Opportunity Assessment Exercise QxA=E 1. Form 1-3 teams 2. Appoint facilitator 3. C&O Brainstorm session 1. Take 6 post-it papers per person 2. - Label 3 with C Do this part - Label 3 with O individually 3. - Write on each C one single concern - On each O one single opportunity Do this part individually 4. - Group all concerns and anonymous - Group all opportunities 5. Vote for top 3 each 6. Prepare report-out to Leadership
  • 74. The CAP Model Workshop | Concerns & Opportunity Assessment Exercise QxA=E 1. Form 1-3 teams 2. Appoint facilitator 3. C&O Brainstorm session 1. Take 6 post-it papers per person 2. - Label 3 with C - Label 3 with O 3. - Write on each C one single concern - On each O one single opportunity Do this part per team 4. - Group all concerns - Group all opportunities Do this as 5. Vote for top 3 each a team 6. Prepare report-out to Leadership
  • 75. The CAP Model Workshop | Concerns & Opportunity Assessment Exercise QxA=E 1. Form 1-3 teams 2. Appoint facilitator 3. C&O Brainstorm session 1. Take 6 post-it papers per person 2. - Label 3 with C - Label 3 with O 3. - Write on each C one single concern - On each O one single opportunity Do this part as one team 4. - Group all concerns - Group all opportunities Select presenter for Do this as report out to 5. Vote for top 3 each a team management 6. Prepare report-out to Leadership
  • 76. The CAP Model Workshop | Concerns & Opportunity Assessment Exercise QxA=E 1. Form 1-3 teams 2. Appoint facilitator 3. C&O Brainstorm session 1. Take 6 post-it papers per person 2. - Label 3 with C I think the most frustating part of change is the fact that I don’t know where I am going. And what’s expected from me in the new environment. I’ve seen changes + - Label 3 with O where it was very clear, but also I Access 3. - Write on each C one single concern remember a few in the past where I really did not see what was expected from me and if I really needed to change to website - On each O one single opportunity Myself. And why is it me that needs to Change? Why don’t they change themselves first? 4. - Group all concerns - Group all opportunities 5. Vote for top 3 each 6. Prepare report-out to Leadership
  • 77. The CAP Model Workshop | Concerns & Opportunity Assessment Exercise QxA=E Concerns & opportunities exercise• Choose one of the following scenario‟s• James Grubnenark, engineering leader in Mt. Vernon is offered a 2 yr leadership position in Jubail. Mark is married and has a one yr old son. His wife is professional translator.• Karl-Heinz Grosshaus, senior engineer in Gelsenkirchen is offered a job as turn around leader for the Bergen op Zoom site. Karl-Heinz is not married but recently got engaged. His fiancée is a English teacher in Cologne, Germany.• Anne Kowalski, senior engineer in Burkville is offered a site engineering leadership position in Cartagena, Spain. Anne is married, and has no kids Her husband who is in military service recently signed a 2 yr contract to serve in Afghanistan.• Ahmed Al-Madami, engineering manager in Jubail is offered a 2 yr assignment in Bergen op Zoom, Netherlands. Ahmed is interested but has not discussed this with his family yet.
  • 78. The CAP Model Workshop | Concerns & Opportunity Assessment Exercise QxA=E Think about 3 potential concerns and 3 potential opportunities how you think this job offer will impact his/her life and that of his/her key stakeholders 1. Take 6 post-it papers per person 2. - Label 3 with C Do this part - Label 3 with O individually 3. - Write on each C one single concern - On each O one single opportunity Do this part individually 4. - Group all concerns and anonymous - Group all opportunities 5 minutes 5. Vote for top 3 each 6. Prepare report-out to Leadership
  • 79. The CAP Model Workshop | Concerns & Opportunity Assessment Exercise QxA=E Think about 3 potential concerns and 3 potential opportunities how you think this job offer will impact his/her life and that of his/her key stakeholders 1. Take 6 post-it papers per person 2. - Label 3 with + - Label 3 with – 15 minutes 3. - Write on each + one opportunity - On each – one single concern Do this part per team 4. - Group all +’s in categories - Group all –’s in categories 5. - Vote for top 3 each 6. Prepare report-out to Leadership
  • 80. The CAP Model Workshop | Concerns & Opportunity Assessment Exercise QxA=E Think about 3 potential concerns and 3 potential opportunities how you think this job offer will impact his/her life and that of his/her key stakeholders 1. Take 6 post-it papers per person 2. - Label 3 with + - Label 3 with – 10 minutes 3. - Write on each + one single opportunity - On each – one single concern Do this part as one team 4. - Group all +’s - Group all –’s Select presenter for report out to 5. - Vote for top 3 each management 6. Prepare report-out to Leadership
  • 81. The CAP Model Workshop | Concerns & Opportunity Assessment Exercise QxA=E Report out template +++ ---
  • 82. The CAP Model Workshop | Step-By-Step Towards Engagement (Elevator Speech) QxA=E STEP-BY-STEP TOWARDS ENGAGEMENT More of Elevator CIA SHA C&O GRPI RACI Topics to Consider less of speech 1. Changes: What is different about the roles of our team today vs pre-Nov 1st? 2. Change impact: How large are the changes for the organization? 3. Team effectiveness: How well are goals, roles, processes, and teamwork agreed? 4. Commitment: What resistance do we face from stakeholders? What actions are defined to reduce resistance 5. Engagement: What can mgrs do to inspire individuals to max performance 6. Progress: How is progress measured, communicated and celebrated? 7. Making change last: What actions need to be taken to sustain the change? 8. Leading the change: What are the desired, visible leadership behaviors
  • 83. The CAP Model Workshop | Elevator Speeches QxA=E Elevator Speeches –Engagement Tool 1. To grab attention 2. To say a lot in a short time span 3. To ensure that the team members spread a unified consistent message 4. A key practice to spread excitement, gain support and engagement and to get something from someone Tailor made – you need many and they are changing over time
  • 84. The CAP Model Workshop | Elevator Speech Worksheet "Heres what our project is about…” (Charter, Project definition tools) "Heres why its important to do…” (Shared Need Tools) "Heres what success will look like …” (Shaping a Vision +milestones) "Heres what we need from you…” (Responsibilities, Commitments) "Heres what you can count on from me …” (Commitments, Action, Follow-up)
  • 85. The CAP Model Workshop | Elevator Speeches Examples QxA=E "Heres what our project is about…” As part of the [name of your own project], we are taking important steps to position Fertilizers for even stronger, profitable growth. FERTILIZERS Elevator Speech "Heres why its important to do…” We have aggressive growth plans and expect to nearly triple production by [state time] – so the years ahead of us will be challenging. "Heres what success will look like …” With our new structure, we will operate strategically and entrepreneurially with more decisions made at lower levels of the organization. "Heres what we need from you…” To make this change successful, we need every employee to be committed to this new way of doing business, to be actively involved, and to understand that such a large change will take time. "Heres what you can count on from me …” At the same time, we are dedicated to giving them the opportunity to develop new skills, to work on new projects, to make decisions – and even to make some mistakes, which is part of being an entrepreneur. The goal is to grow, together.
  • 86. The CAP Model Workshop | Step-By-Step Towards Engagement (CIA) QxA=E STEP-BY-STEP TOWARDS ENGAGEMENT More of Elevator SHA C&O CIA GRPI RACI Topics to Consider less of speech 1. Changes: What is different about the roles of our team today vs pre-Nov 1st? 2. Change impact: How large are the changes for the organization? 3. Team effectiveness: How well are goals, roles, processes, and teamwork agreed? 4. Commitment: What resistance do we face from stakeholders? What actions are defined to reduce resistance 5. Engagement: What can mgrs do to inspire individuals to max performance 6. Progress: How is progress measured, communicated and celebrated? 7. Making change last: What actions need to be taken to sustain the change? 8. Leading the change: What are the desired, visible leadership behaviors
  • 87. The CAP Model Workshop | Change Impact Analysis QxA=E Change Impact assessment
  • 88. The CAP Model Workshop | Change Impact Analysis QxA=E Example Company CIA London Edinburgh Rome Frankfurt Paris New York L.A. Tokyo Beijing Mfg Mfg COE HR IT Finance Legal Procurement Communications Commercial SCM Technology
  • 89. The CAP Model Workshop | Change Impact Analysis QxA=E Example Company CIA London Edinburgh Rome Frankfurt Paris New York L.A. Tokyo Beijing Mfg 1 1 1 2 1 1 1 1 Mfg COE 4 4 4 4 HR 2 4 2 2 4 2 2 2 2 IT 2 5 2 2 4 2 2 2 2 Finance 2 3 2 2 3 2 2 2 2 Legal 2 3 2 2 3 2 2 2 2 Procurement 2 3 2 2 3 2 2 2 2 Communications 2 3 3 2 2 Commercial 2 3 2 2 2 SCM 1 1 1 1 2 2 2 2 2 Technology 3 4 3 2 2 2 2
  • 90. The CAP Model Workshop | Change Impact Analysis Diagram QxA=E Example Company CIA London Edinburgh Rome Frankfurt Paris New York L.A. Tokyo Beijing Mfg 1 1 1 2 1 1 1 1 Mfg COE 4 4 4 4 HR 2 4 2 2 4 2 2 2 2 IT 2 5 2 2 4 2 2 2 2 Finance 2 3 2 2 3 2 2 2 2 Legal 2 3 2 2 3 2 2 2 2 Procurement 2 3 2 2 3 2 2 2 2 Communications 2 3 3 2 2 Commercial 2 3 2 2 2 SCM 1 1 1 1 2 2 2 2 2 Technology 3 4 3 2 2 2 2
  • 91. The CAP Model Workshop | Step-By-Step Towards Engagement (GRPI) QxA=E More of Elevator SHA C&O CIA GRPI RACI Topics to Consider less of speech 1. Changes: What is different about the roles of our team today vs pre-Nov 1st? 2. Change impact: How large are the changes for the organization? 3. Team effectiveness: How well are goals, roles, processes, and teamwork agreed? 4. Commitment: What resistance do we face from stakeholders? What actions are defined to reduce resistance 5. Engagement: What can mgrs do to inspire individuals to max performance 6. Progress: How is progress measured, communicated and celebrated? 7. Making change last: What actions need to be taken to sustain the change? 8. Leading the change: What are the desired, visible leadership behaviors
  • 92. The CAP Model Workshop | GRPI Check List QxA=E GRPI exercise Objective: The G.R.P.I. Check List is based on a simple model for team formation. It challenges the team to consider four critical and interrelated aspects of teamwork: Goals, Roles, Processes and Interpersonal relationships. It is invaluable in helping a group become a team. Uses: An excellent organizing tool for newly-formed teams or for teams that have been underway for a while, but who have never taken time to look at their teamwork. Timing: Ideally, this tool should be used at one of the first team meetings; it can and should be updated as the project unfolds GRPI Checklist Low 1 2 3 4 5 High Goals How clear and in agreement are we on the mission and goals of our team/projects? Roles How well do we understand, agree on, and fulfill the roles and responsibilities for our team? Processes To what degree do we understand and agree on the way in which we’ll approach our project AND our team? (Procedures & approaches for getting our project work done? For running our team?) Interpersonal Are the relationships on our team working well so far? How is our level of openness, trust and acceptance?
  • 93. The CAP Model Workshop | GRPI Check List QxA=E GRPI - Assessing team effectivenessQ: Assess the degree to which your team presently has CLARITY, AGREEMENT and EFFECTIVENESS on the GRPI items Goals, Roles, Processes & Interpersonal relationships - L2 teams 1. Individually, rate the questions on the TEAM: GRPI sheet • Purpose & Outcomes 0 1 2 3 4 5 We understand and agree on our mission and the desired outcome xxx G 2. Plot the individual scores on a flipchart • Goals & Deliverables We have identified specific, measurable & prioritized goals & deliverables linked to our business goals. xxx • Roles & Responsibilities We have defined & agreed on our roles, responsibilities, 3. Identify variances & highlight top 3 required skills & resources for the team (level 2). xxx R • Authority & Autonomy Our team (level 2) is clear on the degree of authority/ empowerment we have to meet our project mission. xxx 4. Develop action plan to mitigate the • Plans & Activities We have an effective action plan to follow that includes the right xxx highlighted scores P tasks; clearly defined/assigned. • Schedule/Milestones We have defined our implementation schedule and know what the key phases & milestones are. x xx • Team “Operating Agreement” We have shared expectations, agreed & followed guidelines for how our team works together. xxx I • Interpersonal/Team We have the necessary relationships, trust, openness, values & behaviors for a productive team. xxx
  • 94. The CAP Model Workshop | GRPI Check List QxA=E TEMPLATE TO USE Goals, Roles, Processes & Interpersonal relationships - L2 teams TEAM: 0 1 2 3 4 5 6 7 8 9 10 • Purpose & Outcomes We understand and agree on our mission and the desired outcome G • Goals & Deliverables We have identified specific, measurable & prioritized goals & deliverables linked to our business goals. • Roles & Responsibilities We have defined & agreed on our roles, responsibilities, required skills & resources for the team (level 2). R • Authority & Autonomy Our team (level 2) is clear on the degree of authority/ empowerment we have to meet our project mission. • Plans & Activities We have an effective action plan to follow that includes the right tasks; clearly defined/assigned. P • Schedule/Milestones We have defined our implementation schedule and know what the key phases & milestones are. • Team “Operating Agreement” We have shared expectations, agreed & followed guidelines for how our team works together. I • Interpersonal/Team We have the necessary relationships, trust, openness, values & behaviors for a productive team. What Who When Action 1: Action 2: Action 3: Action 4:
  • 95. The CAP Model Workshop | GRPI Performed Before a Project (Example) QxA=E 5.0 5.0 2.5 5.5 3.5 3.5 5.5 7.8
  • 96. The CAP Model Workshop | GRPI Performed After a Project (Example) QxA=E GRPI exercise - After 8.8 8.8 8.0 7.5 8.0 7.3 9.3 9.8
  • 97. The CAP Model Workshop | Step-By-Step Towards Engagement (RACI) QxA=E More of Elevator SHA C&O CIA GRPI RACI Topics to Consider less of speech 1. Changes: What is different about the roles of our team today vs pre-Nov 1st? 2. Change impact: How large are the changes for the organization? 3. Team effectiveness: How well are goals, roles, processes, and teamwork agreed? 4. Commitment: What resistance do we face from stakeholders? What actions are defined to reduce resistance 5. Engagement: What can mgrs do to inspire individuals to max performance 6. Progress: How is progress measured, communicated and celebrated? 7. Making change last: What actions need to be taken to sustain the change? 8. Leading the change: What are the desired, visible leadership behaviors
  • 98. The CAP Model Workshop | RACI Chart QxA=E RACI: Responsible, Accountable, Consulting, Informed Case Study DECISION RIGHTS Decision Rights Matrix „RACI‟ Definitions organizational Units Individual or individuals who execute an RESPONSIBLE R activity. “R” activities and decisions may be (“The Doer”) shared The individual who is ultimately accountable and makes the final decision. “A” defines degree of responsibility of “R” individuals. ACCOUNTABLE Ideally only one “A” per activity. Possible A Key Decisions/Processes (“The Authority”) exceptions to this rule include double solid line reporting, and examples where many units can do the same thing for their specific unit (e.g. recruiting) An individual who needs to be consulted before CONSULT/ a decision is made. And supports the “A” and SUPPORT the “R” to achieve their objectives. Has the C (“To be involved, capability, knowledge or resources to support in the loop”) the work/decision-making. Participant in two- way communication Individuals who need to be informed after a INFORMED I (“FYI”) decision is made or an action is taken. Receiver of one-way communication
  • 99. The CAP Model Workshop | RACI Chart Exercise QxA=E Exercise: Effective Leadership Behaviors (RACI) Number 1 question: Who is the Change Leader????? • Plant manager • Project leader • Change agent • Team members • Employees
  • 100. The CAP Model Workshop | RACI Chart Exercise QxA=E RACI exercise Q x A = E 1. Plantmanager 2. Project leader 3. Change agent 4. Teammembers 5. Employees R = Responsible A = Accountable C = Consulting I = Informed
  • 101. The CAP Model Workshop | RACI Chart Exercise QxA=E Q x A = E 1. Plantmanager A A A 2. Project leader RA R RI 3. Change agent I C I 4. Teammembers CR CR R 5. Employees I I R R = Responsible A = Accountable C = Consulting I = Informed
  • 102. The CAP Model Workshop | RACI Chart Exercise QxA=E HR ORGANIZATION DECISION RIGHTS Process ownership and decision rights were established for each Level 2 process and organizational role Decision Rights Level 2 Functions / Level 2 Processes Organizational Involvement HR Business/Customer Level-2 RACI chart Corporate Core HR Business Partners HR Corp & Other Functions (e.g., SBU (Shared) SBUs Region Manufacturing, HR Core CoE Business Services HR R&T, etc.) Partner HR8. Manage 8.1 Design Change Management Change Capability Approach & Process C A, R C C I I I 8.2 Develop Change Management Tools & Methods C A, R C C I 8.3 Monitor Change Management Effectiveness C A, R R R R I I 8.4 Deploy Change Management Tools & Methods I C A, R A, R R R R
  • 103. The CAP Model Workshop | Step-By-Step Towards Engagement (Complete) QxA=E More of Elevator SHA C&O CIA GRPI RACI Topics to Consider less of speech 1. Changes: What is different about the roles of our team today vs pre-Nov 1st? 2. Change impact: How large are the changes for the organization? 3. Team effectiveness: How well are goals, roles, processes, and teamwork agreed? 4. Commitment: What resistance do we face from stakeholders? What actions are defined to reduce resistance 5. Engagement: What can mgrs do to inspire individuals to max performance 6. Progress: How is progress measured, communicated and celebrated? 7. Making change last: What actions need to be taken to sustain the change? 8. Leading the change: What are the desired, visible leadership behaviors
  • 104. The CAP Model Workshop | The CAP Strategy – Define Project QxA=E Introduction to CAP Define Project Lead the Define project requirements Change and boundaries The high level objective of the Define Project Phase is to get a clear overview of: Establish High Level Organization Chart Create the Need Define vision and mission 1. The Change (scope) 2. The Team (project team) Shape a Identify Stakeholders & Vision develop engagement plan 3. The Stakeholders Identify and mobilize project 4. The Deliverables Mobilize team 5. The Project Plan Commitment Establish governance book Make Change Define communication Last strategy and branding plan Identify detailed project scope including deliverables Monitor Progress Identify cultural challenges Changing Define roles & responsibilities Structures
  • 105. The CAP Model Workshop | The CAP Strategy – Develop Strategy QxA=E Introduction to CAP Develop Strategy Lead the Conduct Stakeholder analysis and influencing strategy Change The high level objective of the Develop Strategy Phase is Conduct change impact to: assessment Create the Need Conduct engagement sessions key constituents 1. Perform a change impact assessment Shape a Vision Define desired state 2. Identify the key constituents Execute detailed 3. Involve the key constituents Mobilize communication plan 4. Finalize strategy Commitment Define training plan for project team Make Change Conduct road shows & Last promotion campaing Risk plan Monitor Progress Changing Structures
  • 106. The CAP Model Workshop | The CAP Strategy – Design Solution QxA=E Introduction to CAP Design Solution Lead the Develop knowledge Change management plan The high level objective of the Design Solution Phase is Develop proof of concept and to: gain consensus Create the Need Develop training plan for 1. Design the change users 2. Prepare for the change Shape a Behavior change sessions 3. Create commitment of Vision key constituents key stakeholders and Validation high level deliverables constituents Mobilize Commitment 4. Validate the deliverables Gain and reinforce momentum Make Change Go live start up cookbook Last Re-positioning risk Monitor Progress Changing Structures
  • 107. The CAP Model Workshop | The CAP Strategy – Deliver Solution QxA=E Introduction to CAP Deliver Solution Lead the change Monitor go-live readiness plan The high level objective of the Deliver Solution Phase is Sign off high level to: deliverables Create the need Develop plan for demobilizing 1. Implement the change project team 2. Sign off deliverables Shape a Transition to business 3. Smooth transition to vision business Reward and recognition 4. Reward, recognize and Mobilize commitment celebrate Lessons learned & celebration Make Change Last Monitor progress Changing structures
  • 108. The CAP Model Workshop | The CAP Strategy - Overview QxA=E Introduction to CAP Define Project Develop Strategy Design Solution Deliver Solution Lead the Define project requirements Conduct Stakeholder analysis Develop knowledge Monitor go-live readiness plan Change and boundaries and influencing strategy management plan Establish High Level Conduct change impact Develop proof of concept and Sign off high level Organization Chart assessment gain consensus deliverables Create the Need Conduct engagement Develop training plan for Develop plan for demobilizing Define vision and mission sessions key constituents users project team Shape a Identify Stakeholders & Define desired state Behavior change sessions Transition to business Vision develop engagement plan key constituents Identify and mobilize project Execute detailed Validation high level Reward and recognition team communication plan deliverables Mobilize Commitment Define training plan for Gain and reinforce Establish governance book Lessons learned & celebration project team momentum Make Change Define communication Conduct road shows & Go live start up cookbook Last strategy and branding plan promotion campaign Identify detailed project Risk plan Re-positioning risk scope including deliverables Monitor Progress Identify cultural challenges Changing Define roles & responsibilities Structures
  • 109. The CAP Model Workshop | The CAP Strategy – Lead the Change QxA=E Define Project Develop Strategy Design Solution Deliver Solution Lead the Define project requirements Conduct Stakeholder analysis Develop knowledge Monitor go-live readiness plan Change and boundaries and influencing strategy management plan Establish High Level Conduct change impact Develop proof of concept and Sign off high level Organization Chart assessment gain consensus deliverables Create the Need Develop training plan for Develop plan for demobilizing Define vision and mission Conduct engagement sessions key constituents users project team Shape a Identify Stakeholders & Behavior change sessions key Define desired state Transition to business Vision develop engagement plan constituents Identify and mobilize project Execute detailed Validation high level Reward and recognition team communication plan deliverables Mobilize Commitment Define training plan for Gain and reinforce Establish governance book Lessons learned & celebration project team momentum Make Change Define communication Conduct road shows & Go live start up cookbook Last strategy and branding plan promotion campaign Identify detailed project Risk plan Re-positioning risk scope including deliverables Monitor Progress Identify cultural challenges Changing Define roles & responsibilities Structures
  • 110. The CAP Model Workshop | The CAP Strategy – Create the Need QxA=E Define Project Develop Strategy Design Solution Deliver Solution Lead the Define project requirements Conduct Stakeholder analysis Develop knowledge Monitor go-live readiness plan Change and boundaries and influencing strategy management plan Establish High Level Conduct change impact Develop proof of concept and Sign off high level Organization Chart assessment gain consensus deliverables Create the Need Conduct engagement Develop training plan for Develop plan for demobilizing Define vision and mission sessions key constituents users project team Shape a Identify Stakeholders & Behavior change sessions key Define desired state Transition to business Vision develop engagement plan constituents Identify and mobilize project Execute detailed Validation high level Reward and recognition team communication plan deliverables Mobilize Commitment Define training plan for Gain and reinforce Establish governance book Lessons learned & celebration project team momentum Make Change Define communication Conduct road shows & Go live start up cookbook Last strategy and branding plan promotion campaign Identify detailed project Risk plan Re-positioning risk scope including deliverables Monitor Progress Identify cultural challenges Changing Define roles & responsibilities Structures
  • 111. The CAP Model Workshop | The CAP Strategy – Shape a Vision QxA=E Define project Develop strategy Design solution Deliver solution Lead the Define project requirements Conduct Stakeholder analysis Develop knowledge Monitor go-live readiness plan Change and boundaries and influencing strategy management plan Establish High Level Conduct change impact Develop proof of concept and Sign off high level Organization Chart assessment gain consensus deliverables Create the Need Develop training plan for Develop plan for demobilizing Define vision and mission Conduct engagement sessions key constituents users project team Shape a Identify Stakeholders & Behavior change sessions key Define desired state Transition to business Vision develop engagement plan constituents Identify and mobilize project Execute detailed Validation high level Reward and recognition team communication plan deliverables Mobilize Commitment Define training plan for Gain and reinforce Establish governance book Lessons learned & celebration project team momentum Make Change Define communication Conduct road shows & Go live start up cookbook Last strategy and branding plan promotion campaign Identify detailed project Risk plan Re-positioning risk scope including deliverables Monitor Progress Identify cultural challenges Changing Define roles & responsibilities Structures
  • 112. The CAP Model Workshop | The CAP Strategy – Mobilize Commitment QxA=E Define Project Develop Strategy Design Solution Deliver Solution Lead the Define project requirements Conduct Stakeholder analysis Develop knowledge Monitor go-live readiness plan Change and boundaries and influencing strategy management plan Establish High Level Conduct change impact Develop proof of concept and Sign off high level Organization Chart assessment gain consensus deliverables Create the Need Develop training plan for Develop plan for demobilizing Define vision and mission Conduct engagement sessions key constituents users project team Shape a Identify Stakeholders & Behavior change sessions key Define desired state Transition to business Vision develop engagement plan constituents Identify and mobilize project Execute detailed Validation high level Reward and recognition team communication plan deliverables Mobilize Commitment Define training plan for Gain and reinforce Establish governance book Lessons learned & celebration project team momentum Make Change Define communication Conduct road shows & Go live start up cookbook Last strategy and branding plan promotion campaign Identify detailed project Risk plan Re-positioning risk scope including deliverables Monitor Progress Identify cultural challenges Changing Define roles & responsibilities Structures
  • 113. The CAP Model Workshop | The CAP Strategy – Make Change Last QxA=E Define Project Develop Strategy Design Solution Deliver Solution Lead the Define project requirements Conduct Stakeholder analysis Develop knowledge Monitor go-live readiness plan Change and boundaries and influencing strategy management plan Establish High Level Conduct change impact Develop proof of concept and Sign off high level Organization Chart assessment gain consensus deliverables Create the Need Develop training plan for Develop plan for demobilizing Define vision and mission Conduct engagement sessions key constituents users project team Shape a Identify Stakeholders & Behavior change sessions Define desired state Transition to business Vision develop engagement plan key constituents Identify and mobilize project Execute detailed Validation high level Reward and recognition team communication plan deliverables Mobilize Commitment Define training plan for Gain and reinforce Establish governance book Lessons learned & celebration project team momentum Make Change Define communication Conduct road shows & Go live start up cookbook Last strategy and branding plan promotion campaign Identify detailed project Risk plan Re-positioning risk scope including deliverables Monitor Progress Identify cultural challenges Changing Define roles & responsibilities Structures
  • 114. The CAP Model Workshop | The CAP Strategy – Monitor Progress QxA=E Define Project Develop Strategy Design Solution Deliver Solution Lead the Define project requirements Conduct Stakeholder analysis Develop knowledge Monitor go-live readiness plan Change and boundaries and influencing strategy management plan Establish High Level Conduct change impact Develop proof of concept and Sign off high level Organization Chart assessment gain consensus deliverables Create the Need Develop training plan for Develop plan for demobilizing Define vision and mission Conduct engagement sessions key constituents users project team Shape a Identify Stakeholders & Behavior change sessions key Define desired state Transition to business Vision develop engagement plan constituents Identify and mobilize project Execute detailed Validation high level Reward and recognition team communication plan deliverables Mobilize Commitment Define training plan for Gain and reinforce Establish governance book Lessons learned & celebration project team momentum Make Change Define communication Conduct road shows & Go live start up cookbook Last strategy and branding plan promotion campaign Identify detailed project Risk plan Re-positioning risk scope including deliverables Monitor Progress Identify cultural challenges Changing Define roles & responsibilities Structures
  • 115. The CAP Model Workshop | The CAP Strategy – Changing Structures QxA=E Define Project Develop Strategy Design Solution Deliver Solution Lead the Define project requirements Conduct Stakeholder analysis Develop knowledge Monitor go-live readiness plan Change and boundaries and influencing strategy management plan Establish High Level Conduct change impact Develop proof of concept and Sign off high level Organization Chart assessment gain consensus deliverables Create the Need Develop training plan for Develop plan for demobilizing Define vision and mission Conduct engagement sessions key constituents users project team Shape a Identify Stakeholders & Behavior change sessions Define desired state Transition to business Vision develop engagement plan constituents Identify and mobilize project Execute detailed Validation high level Reward and recognition team communication plan deliverables Mobilize Commitment Define training plan for Gain and reinforce Establish governance book Lessons learned & celebration project team momentum Make Change Define communication Conduct road shows & Go live start up cookbook Last strategy and branding plan promotion campaign Identify detailed project Risk plan Re-positioning risk scope including deliverables Monitor Progress Identify cultural challenges Changing Define roles & responsibilities Structures
  • 116. The CAP Model Workshop | Step 1: Define the Project QxA=E This is an example to base your own CM Plan. Define Define problem statement Define project scope Define project deliverables
  • 117. The CAP Model Workshop | Step 2: Define the Timeline QxA=E This is an example to base your own CM Plan. Go/No go Go live Final Project kick-off decision point date handover Define Define problem statement Define project scope Define project deliverables
  • 118. The CAP Model Workshop | Step 3: Define Process Steps & Project Team QxA=E This is an example to base your own CM Plan. Go/No go Go live Final Project kick-off Tollgate 1 Tollgate 2 Tollgate 3 decision point date handover Define Measure Analyze Design Implement Control Define problem statement Define project scope Define project deliverables Develop core project team
  • 119. The CAP Model Workshop | Step 4: Design the Project Plan QxA=E This is an example to base your own CM Plan. Go/No go Go live Final Project kick-off Tollgate 1 Tollgate 2 Tollgate 3 decision point date handover Define Measure Analyze Design Implement Control Define problem Detailed as-is process Analyze current Identify technical Implement training Solve critical actions statement map performance specifications plan list Define project scope Detailed organization Define desired state Design new processes Publish new Document new chart process and procedures procedures procedures etc. Define project Define project Define desired state Design new Implement new Final cost/benefit Q deliverables deliverables organization organization organization analysis High level organization Define R&R’s core Fit/gap analysis Design organization Implement digitized Final sign-off project chart team training plan solution deliverables Develop core project Define training plan Identify digitization Stress test new Measure project Recommendations to team core team opportunities organization progress management Define reporting Benchmark best Detailed cost/benefit Design digitized Identify critical actions Identify translation strategy practices analysis solutions opportunities Project timeline and Set up baseline Identify functional Design detailed roll-out Signed off user Best practices plan measurements specifications plan acceptance test identified
  • 120. The CAP Model Workshop | Step 5: Identify Critical CAP Elements QxA=E This is an example to base your own CM Plan. Go/No go Go live Final Project kick-off Tollgate 1 Tollgate 2 Tollgate 3 decision point date handover Define Measure Analyze Design Implement Control Define project vision A Identify key Stakeholder analysis Conduct road show & stakeholders promotion campaign Define communication Change impact Conduct engagement Conduct engagement Behavior change Project team strategy assessment sessions sessions sessions demobilization plan Identify cultural Key constituents Execute Execute Gain and reinforce Reward & recognition challenges mapping communication plan communication plan momentum Define problem Detailed as-is process Analyze current Identify technical Implement training Solve critical actions statement map performance specifications plan list Define project scope Detailed organization Define desired state Design new processes Publish new Document new chart process and procedures procedures procedures etc. Define project Define project Define desired state Design new Implement new Final cost/benefit Q deliverables deliverables organization organization organization analysis High level organization Define R&R’s core Fit/gap analysis Design organization Implement digitized Final sign-off project chart team training plan solution deliverables Develop core project Define training plan Identify digitization Stress test new Measure project Recommendations to team core team opportunities organization progress management Define reporting Benchmark best Detailed cost/benefit Design digitized Identify critical actions Identify translation strategy practices analysis solutions opportunities Project timeline and Set up baseline Identify functional Design detailed roll-out Signed off user Best practices plan measurements specifications plan acceptance test identified
  • 121. The CAP Model Workshop | Step 6: Merge Q and A QxA=E This is an example to base your own CM Plan. Go/No go Go live Final Project kick-off Tollgate 1 Tollgate 2 Tollgate 3 decision point date handover Define Measure Analyze Design Implement Control Define problem statement A Define project scope Define project Detailed as-is process map Stakeholder analysis Analyze current performance Define desired state Identify technical Implement training Solve critical actions deliverables process specifications plan list Define project vision Detailed organization Define desired state Design new processes Publish new Document new chart organization and procedures procedures procedures etc. High level organization Define project Conduct roadshow & Design new Behavior change Project team chart deliverables promotion campaign organization sessions demobilization plan Identify key Key constituents Fit/gap analysis Design organization Implement new Final cost/benefit stakeholders mapping training plan organization analysis Develop core project Change impact Identify digitization Conduct engagement Gain and reinforce Final sign-off project Q team assessment opportunities sessions momentum deliverables Define communication Define R&R’s core Conduct engagement Stress test new Implement digitized Recommendations to strategy team sessions organization solution management Define reporting Define training plan Detailed cost/benefit Design digitized Measure project Identify translation strategy core team analysis solutions progress opportunities Identify cultural Benchmark best Execute Execute Identify critical actions Reward & recognition challenges practices communication plan communication plan Project timeline and Set up baseline Identify functional Design detailed roll-out Signed off user Best practices plan measurements specifications plan acceptance test identified
  • 122. The CAP Model Workshop | It‟s Not About Tools QxA=E • Our process and tool focused culture can miss the key to CAP and its effectiveness. • CAP is a process and toolset designed to facilitate discussions! Discussions that explore and appreciate the key questions. • Effective discussions facilitate change acceptance.
  • 123. The CAP Model Workshop | Final Exercise – Building Your Own CM CAP Plan QxA=E In teams: (appoint lead facilitator per team) Spend ~30 minutes on:
  • 124. The CAP Model Workshop | Q & A QxA=E Any questions?

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