Making change work


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Making change work

  1. 1. Making Change Work J. Boye conference, Aarhus 5 Nov 2013 / 13:00 – 16:00 Bjørn Guldager Global consultant, facilitator, speaker & networker E: / M: +45 2266 1967 W:
  2. 2. Key outline and agenda • Kotter is (very) good…but not complete … so here‟s a few extra tools and tips … and let‟s turn YOUR ideas and experience into advantage! • • • • • Introduction and Definition The Method – HOW (and WHY) The People – WHO The Tools – WHAT Examples (Mine / Yours), including on Phases and Activities – WHEN Getting it together: Gurus, tips, links and references Recap / Q&A • •
  3. 3. Introduction Bjørn Guldager • Works as leader, consultant, project / programme and change manager, speaker and networker • Professional mission is to globally inspire and move people, projects and organizations in the right direction, building momentum and keeping a sharp focus on results. • Life mission: “one soul at a time, one step at a time, one day at a time”, realizing that we cannot always do everything for everyone, but we can OFTEN do SOMETHING for someone! • LinkedIn / Twitter (professional), Facebook (social), etc.
  4. 4. Change Management What it is (here): Moving people, teams and organizations to a desired future state Focus on achieving understanding, acceptance, motivation and skills, so that mindset and behaviors are changed What it is NOT (here): Project change (scope control), ITIL change (add, change or delete configuration items) 4
  5. 5. The Journey • Towards understanding, accepting and able to work in the new set-up • Takes dialogue, motivation, guidance, training, monitoring and feedback, each being a major area! • Exercise: Share (briefly) your journey with your neighbor(s)
  6. 6. The Method - Kotter‟s 8 steps (1) Set the stage •Create a sense of urgency •Pull together the guiding team Decide what to do •Develop the Change Vision and Strategy
  7. 7. The Method - Kotter‟s 8 steps (2) Make It Happen •Communicate for understanding and buy-in •Empower others to act •Produce short-term wins •Keep working on it Make it stick •Create a new culture
  8. 8. The Method – is it complete? • Discuss - are we: - Solving the right problem? - Learning to repeat ”the good” next time? - Learning to avoid / predict ”the bad” next time? - Learning to actually DO as we write?
  9. 9. Added steps before and after • BEFORE: Identify business problems and solutions to mobilize team energy and commitment (solve the RIGHT problem!) • AFTER: Monitor and adjust strategies in response to problems in the change process (LEARN from what you have been through). • Inspiration from Harvard Business Press “Managing Change”
  10. 10. The 10-step method Set the stage •Solve the right problem •Create a sense of urgency •Pull together the guiding team Decide what to do •Develop the Change Vision and Strategy Make It Happen •Communicate for understanding and buy-in •Empower others to act •Produce short-term wins •Keep working on it Make it stick •Create a new culture •Learn and adjust
  11. 11. Above and below the surface • Above (one third): Implement a system, consolidate departments, move work (off-shore), document business processes. • Below (two thirds): People with needs, habits and questions, asking WIIFM! • If we only work ”above the surface”, the project will almost surely fail!
  12. 12. Discussion topic – resistance • What is the human psychology behind resistance to change? • How do we educate people to stop and think exactly WHY a person or team is resistant to a certain change? • How can we 'socialize„, i.e. plan and structure activities around getting the word out about a new thing that is coming as a way to get people to start accepting it.
  13. 13. Sample Tools • Vision and break-down • Communication Plan • KPIs • WIIFM / impact • Change Management Plan • PDCA • Samples from two projects: SPIRIT and FS
  14. 14. PDCA (Plan-Do-Check-Act) An iterative process: Plan Do – execute and control Check – measure and report Act – adjust
  15. 15. Sample projects • 1: Consolidation of 5 departments into one. The cost of procurement were too high. • 2: Standardization and possible off-shoring of work to improve efficiency/quality and lower cost.
  16. 16. Plan: Phases and Key Activities Analysis: Project is verified, vision and executive project team nominated, business case and KPIs established Select CHM level of engagement (full or light, dedicated or advisory) and budget resources – people, time and money – accordingly. CHM work with vision, stakeholders, KPIs, organisitional impact Key contacts are project management team, migration managers, HR and communications For each location, dialogues with top stakeholders (e.g. local management and nominated migration managers) are established. Align expectations on change, time, approach, methods. Design (incl announcement): Plans are verified, firmed up and adjusted as needed. Benchmarks are established. List of people/groups directly and indirectly affected are made. Set up reporting, communication and decide which templates are relevant Relate KPIs to stakeholders, ensure all stakeholders are met or communicated with as per communication plan. Review and give input to communication plan / announcements. Prepare change readiness assessment. 16
  17. 17. Plan: Phases and Key Activities Migration (incl go-live): Actual training takes place and is signed off, documentation provided CHM performs stakeholder dialogues / updates, executes the CHM plan, and monitors stakeholders. KPIs. Quick wins. Work with top stakeholders for them to be role models and to remove any barriers to change. Dialogues with Project management, migration managers, HR and Communications on the effect of their activities vs stakeholders. Post go-live and closure: Short-term: Planned results. Long-term: Desired effects, mindset change. Sign-off on the CHM plan. Review Communication and HR activities as relevant. Carry out follow-up activities as required, e.g. Customer Satisfaction Give CHM input to lessons learned and update documents, templates and methodology. 17
  18. 18. Participant sample / challenge • Some changes improve the quality of some people's day at work, e.g. fewer complications in a given process or a lighter work load, while at the same time, the same changes add a nuisance to others. • Seeing that the change is desired from the management - how do you turn the change into a success for those whom it'll an added nuisance? • Other challenges and how to measure, communicate, etc
  19. 19. Getting it together • Write what you do (documentation, analysis) • Consider what can be done better (evolution vs revolution, results vs effects  DECIDE) • DO what you WRITE (change, execution) • Communicate (10 steps) • Consolidate, reportings, sign-offs, lessons learned • Set new goals 
  20. 20. Gurus and Tips Gurus: John Kotter: 8-step approach Set the stage, Decide what to do, Make It Happen, Make it stick Stephen R Covey: 7 habits of highly effective people The person (you  I): Be proactive, begin with the end in mind, first things first The team (I  we): Think Win-Win, Seek First to Understand Then to be Understood, Synergize Continuous Improvement: Sharpen the saw Kurt Lewin: 3-stage model of change (unfreeze, change, freeze) Edgar Schein: Same Tips: PDCA: Plan it, do it, evaluate/cheek it, adjust it / act on it and repeat Remember the big picture (habit 2) - vision/mission/values/goals Remember what‟s to be done today (habit 3) – action, control, follow-up Mangement are role models: Know why we are changing things, and what we are changing them to and DO IT YOURSELF (”be the change you want to see”, Gandhi)
  21. 21. Links and References Links References: PDCA: Covey: Kotter: ”Our Iceberg is Melting” (with Holger Rathgeber) Harvard: Harvard Business Press “Managing Change” 21
  22. 22. Q&A and thank you! • Bjørn Guldager / J. Boye • / • +45 2266 1967 • See you at J. Boye and on LinkedIn!