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The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
The Chaucer Way Change Management
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The Chaucer Way Change Management

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  • 1. The Chaucer Way Change Management Copyright © Chaucer 2009-2012 | www.chaucer.com
  • 2. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management ii The Change Management Process The Chaucer Way is Chaucer’s unique approach to Change Management Change projects can be large scale and complex: Impacting multiple dimensions of a business Geographically and culturally diverse Technically complex Competing initiatives The nature of the change can bring many challenges: Scope of the change(s) Wide reaching staff, behavioural and cultural issues. Visibility and pressure for results Technology solutions may be needed Chaucer has a wide breadth and depth of capability across the Change Management life cycle and our unique approach has been successfully utilised and accepted as best practice by our clients.
  • 3. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management iii Index 1 The Chaucer Way is… 2 Change Program Support 3 The Change Landscape 4 Why define the change landscape? 5 Engage change program sponsors 6 Analyse organisation complexity 7 Assess organisation culture 8 Identify and analyse organisation impacts 9 Create the case for change 10 Define metrics 11 Change Readiness 12 Build change management teams 13 Identify and map stakeholders 14 Develop stakeholder engagement plan 15 Identify business sponsors and change agents 16 Business sponsors – engagement plan 17 Plan for anticipated resistance 18 Engagement & Communication 19 Implement engagement plan 20 Moving advocates to required state 21 Develop and execute communications plan 22 Progress tracking and establishing feedback loops 23 Promoting Change & Managing Resistance 24 Identify sources of resistance 25 Implement proactive/reactive resistance management tactics 26 Devise and implement resistance toolkit 27 Tracking metrics 28 Sustaining and Reinforcing Change 29 Why reinforce change? 30 Implement tools to achieve behavioural shift 31 Move to continuous improvement 32 Chaucer – planning for change success 33 Why Chaucer for change management? 34 Contact us
  • 4. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 1 The Chaucer Way The Chaucer Way is… 1 Structured 2 Tried, tested and proven to be successful 3 Progressive and pragmatic 4 Comprehensive 5 Efficient and effective 6 Auditable
  • 5. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 2 Change Program Support Sustaining andReinforcingChange ChangeReadiness UnderstandingtheChan geLandscape PromotingChange&ManagingResista nce Engagement & Communication Devise and implement reinforcement Initiatives Implement tools to achieve behavioural shifts Move to situation of continuous improvement Engage change program sponsors Analyse organisation complexity Assess organisational culture Identify and analyse organisational impacts Create the case for change Define metrics Build change teams Identify and map stakeholders Develop stakeholder engagement plan Identify business sponsor and change agents Plan for anticipated resistance Implement engagement plan Commence progress tracking Develop and execute communications plan Establish feedback loops Devise resistance management strategies Identify sources of resistance Implement proactive/ reactive resistance management tactics Devise and implement resistance toolkit Track metrics
  • 6. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 3 The Change Landscape Sustaining andReinforcingChange ChangeReadiness UnderstandingtheChan geLandscape PromotingChange&ManagingResista nce Engagement & Communication Devise and implement reinforcement Initiatives Implement tools to achieve behavioural shifts Move to situation of continuous improvement Engage change program sponsors Analyse organisation complexity Assess organisational culture Identify and analyse organisational impacts Create the case for change Define metrics Build change teams Identify and map stakeholders Develop stakeholder engagement plan Identify business sponsor and change agents Plan for anticipated resistance Implement engagement plan Commence progress tracking Develop and execute communications plan Establish feedback loops Devise resistance management strategies Identify sources of resistance Implement proactive/ reactive resistance management tactics Devise and implement resistance toolkit Track metrics
  • 7. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 4 Why define the change landscape? Initiating changes without understanding the full program reach could potentially derail the change program and waste resources Building a picture of the change landscape is an essential step to: Reveal the extent of the organisational impact globally, regionally, nationally and by business line, unit and function Ensure the true scope of the change program is recognised and considered Construct a sound foundation for the proposed change Provide the basis for the Change Management strategy Blue Sky/ Corporate Strategy Change Defined Change Implementation Business StrategyBusiness Strategy Change StrategyChange Strategy Organisation Culture Organisation Culture Organisation Structure Organisation Structure Internal Impacts Internal Impacts External Impacts External Impacts Change Landscape Documented Change Landscape Documented Business Case for Action and ChangeVision Signed Off Business Case for Action and ChangeVision Signed Off
  • 8. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 5 Engage change program sponsors Change Program Sponsor(s) Change Program Sponsor(s) Change ManagementTeam Change ManagementTeam Change Strategies Change Strategies Change Tactics Change Tactics Corporate Mission Corporate Mission Headline Change Objectives Headline Change Objectives To articulate objectives for the change from the context of overall corporate strategy and activity To outline current senior management perception of landscape To communicate constraints, if any To approve the means by which the change management team will make the change happen Begin to take responsibility for active ownership and promotion of the change It is critical that the change program sponsor is actively engaged in the definition of the change landscape to provide both context and approvals for proposed action
  • 9. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 6 Analyse organisation complexity Analysing organisational complexity provides a full picture of the extent of change impact Missing this step risks change impacts being felt in unexpected areas and in not soliciting local support for the impending change The real extent of the change may reach well beyond the area of the business upon which it is focused In global organisations impact on other regions should be reviewed Consider also external linkages such as those to regulating authorities VP Sponsor Manager DirectorDirector Manager SupervisorSupervisor Manager EmployeeRecipient User Worker
  • 10. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 7 Assess organisation culture Organisational Culture Management Style Values, Attitudes Norms Staff Empowerment Products or Services Leader Behaviour Sub-cultures Formal Management Systems Systems, Technology, People History, Previous Change External Image - PR, Advertising Organisational Culture Management Style Values, Attitudes Norms Staff Empowerment Products or Services Leader Behaviour Sub-cultures Formal Management Systems Systems, Technology, People History, Previous Change External Image - PR, Advertising Understanding organisational culture is an essential part of managing change and requires attention to both hard and soft influences Understanding cultures and sub-cultures is essential for setting the change management strategy It is key input into preparing for resistance, planning for its management and reinforcing change Organisational culture is shaped by many influences, formal and informal. It evolves continuously Organisations with entrenched cultures find change difficult to sustain Behaviours are a powerful influence on culture. Producing behaviour change is often a key component in making the required change sustainable
  • 11. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 8 Identify and analyse organisation impacts Identify and analyse organisation impacts Internal Other planned or ongoing change initiatives, restructuring or strategic vision in the organisation may cause staff to have conflicting priorities People Create a profile of all the individuals impacted by the change across the whole organisation (globally, regionally etc.) to ensure visibility External Awareness of external impacts such as forthcoming regulatory changes on the organisation and operating environment will enhance the program’s resilience Legislative Regulatory Technological Environmental Political Economic Social
  • 12. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 9 Create the case for change A meaningful, unified, real-world vision of the change state will be used in a variety of situations: For communication to a wide variety of audiences inside and outside the organisation In the course of‘selling’the change to those impacted It is key input into preparing for resistance, planning for its management and reinforcing change Create a compelling business case for action: It is the means by which the change vision, motives and goals can be confirmed and validated by consensus before proceeding Change program sponsors will both provide input and be a consumer of the business case. Validating it with them is essential Ensuring that the Change Vision is clearly conceptualised and articulated is critical to success
  • 13. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 10 Define metrics Metrics must unambiguously communicate progress towards change success Change metrics are likely to be directly linked to any overall program objectives. These are frequently set out in the financial Business Case for the change which is usually owned by the change sponsor The change management team will track metrics and report on them throughout the change program’s lifecycle providing assurance that the work is on track towards success Engagement Category 1 Status Owner Source Description Stakeholders OK Stone Phil Stakholder Engagement Status Planned Meetings +8 Waring Tim % Planned Meetings Delivered Meetings OK Waring Deborah % Delivered Meetings Change Agents ID OK Waring Bob % Change Agents Identified Change Agents Recruited OK Waring Steve % Change Agents Recruited Communication +1 Douglas Phil Communication Plan onTrack OK Stone Tim Plan onTrack Comms Drafted -1 Stone Deborah No. of Communications Drafted Distributed -1 Patterson Bob No. of Communications Distributed Surveys OK Lafferty Steve No. of Surveys Conducted Feedback from Users OK Lafferty Phil % Unsolicitated Feedback Received Behaviours -3 Douglas Tim Behaviours Exhibited OK Stone Deborah Behaviours Desired Being Exhibited Opinions OK Smith Bob Solicitated Opinions onTransition FAQs +3 Stone Steve Nature of FAQs With the change landscape established and the business case approved, identify suitable metrics that demonstrate change success
  • 14. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 11 Change Readiness Sustaining andReinforcingChange ChangeReadiness UnderstandingtheChan geLandscape PromotingChange&ManagingResista nce Engagement & Communication Devise and implement reinforcement Initiatives Implement tools to achieve behavioural shifts Move to situation of continuous improvement Engage change program sponsors Analyse organisation complexity Assess organisational culture Identify and analyse organisational impacts Create the case for change Define metrics Build change teams Identify and map stakeholders Develop stakeholder engagement plan Identify business sponsor and change agents Plan for anticipated resistance Implement engagement plan Commence progress tracking Develop and execute communications plan Establish feedback loops Devise resistance management strategies Identify sources of resistance Implement proactive/ reactive resistance management tactics Devise and implement resistance toolkit Track metrics
  • 15. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 12 Build change management teams Identifying all stakeholders Identifying potential business sponsors Creating a plan to manage them Anticipating resistance and devising mitigation Two important change teams should be mobilised: Steering Team / Leadership Team Change Management Team A significant amount of activity will be required from these teams throughout the duration of the change program. Reassess Evaluate Establish Current Level of Engagement Develop Engagement Plan Identify Stakeholders Segment Change Readiness is focused on building a high level change management strategy and implementation plan
  • 16. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 13 Identify and map stakeholders Stakeholders are all those: Directly involved Indirectly involved Affected by the work or the outcomes Able to influence the work or the outcomes Change Program Sponsor(s)Change Program Sponsor(s) Change ManagementTeam Change Managers Change Agents Tactical Business Line Reps PMO Change ManagementTeam Change Managers Change Agents Tactical Business Line Reps PMO Support FunctionsSupport FunctionsThird PartiesThird Parties Government AgenciesGovernment Agencies ShareholdersShareholdersOthersOthers Other Stakeholder Groups Directors/Managers*Directors/Managers* Change RecipientChange Recipient Primary Business Stakeholders Primary Business Stakeholders Business Line FocusBusiness Line Focus Steering Group/LT Senior Business Leads Senior Support Leads Steering Group/LT Senior Business Leads Senior Support Leads *Directors/Managers can also be ‘Business Sponsors’as well as Stakeholders in their own right. See slide on‘Business Sponsors’
  • 17. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 14 Develop stakeholder engagement plan Identify all the Stakeholder Groups and their needs and any associated issues or risks. 1 Integrate the information gathered in steps 1-3 into a comprehensive engagement plan whose progress can be tracked. 4 Determine for each the current and required degree of engagement with the change. Define the types of activities required to maintain or move them to the desired state. 2 Profile detailed engagement activities, meeting opportunities etc. Agree which activity type should be leveraged for each stakeholder group. 3 Stakeholder Group Current Status Desired Status Activites to achieve to desired state Stakeholder Group 1 Ownership Ownership Ongoing program High Level Communication Stakeholder Group 2 Awareness Buy In Updates on program progress Stakeholder Group n Stakeholder Group People Key Needs Issues & Risks Country Managers 2 Awareness of key program details Failure to engage leads to loss of sponsorship Stakeholder Groups SponsorMeeting GlobalMeeting CountryMeeting Lunch&Learns CoffeeMorning Webex Group 1 Group 2   Group 3 
  • 18. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 15 Identify business sponsors and change agents Two critical stakeholder segments require identification and dedicated attention: Business Sponsors Senior managers whose influence and buy-in to a the change program are key. Their influence and advocacy over their direct reports can make or break a change program They can promote the change initiative, cascade communications and ensure adoption Identify, map, note linkages of all business sponsors. There may be many individuals scheduled in a big program Change Agents Individuals from the operating business affected by the change who are also a member of the extended program team. This is a very important role‘on the ground’- their local support and initiative makes them key to delivery of the change program by supporting communications, feedback and resistance management Identifying, recruiting and training these individuals is a material activity for the change management team IdentificationIdentification AwarenessTestingAwarenessTesting TrainingTraining Start RoleStart Role Week 1 Week 2 Weeks 3-4 Week 5 Name  Name  Name  Name  Name  Name  Name  Name  Name  Name  Name  Name  Name  Name  Name  Head of FacilityHead of Facility Name  Head of FinanceHead of Finance Name  Head of OperationsHead of Operations Name  DirectorDirector
  • 19. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 16 Business sponsors – engagement plan Communication with this group should be on an ongoing relationship basis as opposed to a single event Plan and prepare tools to closely manage this process The change management team should track progress and act on any resistance emerging Objective is to secure advocacy from powerful, influential individuals and from line management affected by change
  • 20. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 17 Plan for anticipated resistance Expect resistance to change. It’s natural It is important even before the change activity gets going to identify likely sources of resistance Change Agents and Business Sponsors will provide indications or specific details of likely resistance to the change Schedule a draft of proposed proactive and reactive resistance management activity to suit circumstances Formulate pre-emptive mitigation tactics
  • 21. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 18 Engagement & Communication Sustaining andReinforcingChange ChangeReadiness UnderstandingtheChan geLandscape PromotingChange&ManagingResista nce Engagement & Communication Devise and implement reinforcement Initiatives Implement tools to achieve behavioural shifts Move to situation of continuous improvement Engage change program sponsors Analyse organisation complexity Assess organisational culture Identify and analyse organisational impacts Create the case for change Define metrics Build change teams Identify and map stakeholders Develop stakeholder engagement plan Identify business sponsor and change agents Plan for anticipated resistance Implement engagement plan Commence progress tracking Develop and execute communications plan Establish feedback loops Devise resistance management strategies Identify sources of resistance Implement proactive/ reactive resistance management tactics Devise and implement resistance toolkit Track metrics
  • 22. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 19 Implement previously planned Engagement plan and Communications activities Utilise the tools and process created to track sponsor engagement with the change program Communicate the desired Shared Vision using multiple channels but, critically, ensuring consistency of message Meet Business Sponsors and obtain their advocacy for the change Assessment and Impact Resistence (ChangeTeam) Assessment and Impact Resistence (ChangeTeam) Contract Set with Stakeholder (meet in person) Contract Set with Stakeholder (meet in person) Stakeholder/ ChangeTeam Contact as Required Stakeholder/ ChangeTeam Contact as Required Goal Setting with Stakeholder Goal Setting with Stakeholder Initial Stakeholder Meeting Follow on Stakeholder Activity Follow on Stakeholder Activity Ongoing Stakeholder Actvity Time Installation Realisation Follow Up If Amber or Red Project Finish Project Start SponsorshipEngagementSponsorshipEngagement CommunicationsCommunications Implement engagement plan
  • 23. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 20 Moving advocates to the required state Ownership Intimate Knowledge Awareness Understanding Buy In Barrier Oppose Neutral Accept Support Champion Neutral Engagement State Understand Aware Unaware Understanding SupportforUnderstanding PersonA PreSponsorContracting PersonA PostSponsorContracting PersonA DesiredPosition
  • 24. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 21 Develop and execute communications plan It is essential that everyone in the organisation affected by, involved with or controlling the change shares a common vision of it and the means required to achieve it The communication plan is a structured document that targets specific communications to each of the impacted business lines, regions etc. identified in the change landscape and during readiness preparation Ensure a robust communication sign-off process is in place to make sure timely and appropriate release of information Communication Rep Drafts Content Communication Rep Drafts Content ReviewWithin CommunicationsTeam ReviewWithin CommunicationsTeam Refine Based on Feedback Refine Based on Feedback Route for Program Approval Route for Program Approval DistributeDistribute Route for Business Approval Route for Business Approval Pre-change Communication Change Execution/Delivery Post-change Communication Change Time
  • 25. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 22 Progress tracking and establishing feedback loops Change AgentsChange Agents Formal/Informal Communications Formal/Informal Communications Business SponsorsBusiness Sponsors Response ProvidedResponse Provided Feedback Log Updated Feedback Log Updated Response AgreedResponse Agreed Program Communications Updated Program Communications Updated Feedback LoggedFeedback Logged Theme IdentifiedTheme Identified FeedbackFeedback Acquiring feedback and taking action on it is a best practice means of securing advocacy People respond well when they see that their feedback is being taken seriously Change Agents are one of the critical feedback providers Use tracking tools to: Establish status and effectiveness of feedback channels used Determine key themes emerging Ensure timely response to feedback
  • 26. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 23 Promoting Change & Managing Resistance Sustaining andReinforcingChange ChangeReadiness UnderstandingtheChan geLandscape PromotingChange&ManagingResista nce Engagement & Communication Devise and implement reinforcement Initiatives Implement tools to achieve behavioural shifts Move to situation of continuous improvement Engage change program sponsors Analyse organisation complexity Assess organisational culture Identify and analyse organisational impacts Create the case for change Define metrics Build change teams Identify and map stakeholders Develop stakeholder engagement plan Identify business sponsor and change agents Plan for anticipated resistance Implement engagement plan Commence progress tracking Develop and execute communications plan Establish feedback loops Devise resistance management strategies Identify sources of resistance Implement proactive/ reactive resistance management tactics Devise and implement resistance toolkit Track metrics
  • 27. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 24 Identify sources of resistance Resistance is… Inevitable A natural function of change Manageable An attempt to protect the individual’s perspective A sign that something important has been touched A sign that potential for change exists A type of communication channel – don’t ignore it! Part of the learning process Resistance isn't… Necessarily‘logical’ A sign of disloyalty Necessarily personal Indicative of poor performance by the change program A sign that the change process is out of control All change programs encounter some degree of resistance
  • 28. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 25 Implement proactive/reactive resistance management tactics ProjectedImpact Resistance IndicationsLow High Low High Resistance can be managed via ‘Business Sponsors Regional Change Team Member Sufficient Resistance Can Be ManagedVia ‘Business Sponsors Local Change Team Member Required Local Change Team Member Required Regional Change Team Member Sufficient Proactive Reactive A flexible resistance management strategy is essential Resistance management should not be a‘fire fighting’ activity Resistance can be managed: Proactively For resistance in areas where high levels are anticipated Reactively Where low level resistance impacts are anticipated Resistance can be experienced in a wide variety of ways at various levels of the organisation – how it’s managed can make or break a change program
  • 29. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 26 Devise and implement resistance toolkit Behavioural Change Strategies Most change effort will require a behaviour change in order for it to be sustained. Formal behavioural reinforcement e.g. setting goals during appraisal processes are effective tools Empowerment In this context is about removing barriers that prevent people from acting on the Change initiative such as introducing redefined roles that clearly match the changed environment Promoting Change Success Visible delivery of change program objectives/ benefits is a powerful means to build further support for the change Communication Different types of information are required by various audiences. This is a complex area but restating program rationale/benefits is a simple but effective technique RESISTANCE TOOLKIT Imagination is required to construct the means to deal with resistance
  • 30. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 27 Tracking metrics Example Program Dashboards Providing accurate data driven reporting for program governance and stakeholder management Tracking progress against metrics established during the Change Landscape provides assurance about project status and the means to manage towards success Successful or‘on track’delivery of metrics should be reported: Upwards to demonstrate successful delivery Outwards to‘champion program success’ Inwards to energise and maintain motivation within the change team
  • 31. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 28 Sustaining and Reinforcing Change Sustaining andReinforcingChange ChangeReadiness UnderstandingtheChan geLandscape PromotingChange&ManagingResista nce Engagement & Communication Devise and implement reinforcement Initiatives Implement tools to achieve behavioural shifts Move to situation of continuous improvement Engage change program sponsors Analyse organisation complexity Assess organisational culture Identify and analyse organisational impacts Create the case for change Define metrics Build change teams Identify and map stakeholders Develop stakeholder engagement plan Identify business sponsor and change agents Plan for anticipated resistance Implement engagement plan Commence progress tracking Develop and execute communications plan Establish feedback loops Devise resistance management strategies Identify sources of resistance Implement proactive/ reactive resistance management tactics Devise and implement resistance toolkit Track metrics
  • 32. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 29 Why reinforce change? Technical Objectives OnTime On Budget Human Objectives Met Business Objectives Met Installation Realisation * Harvard Business Review Michael Beer and Nitin Nohria 70% of all Change Projects fail because the organisation fails to manage the human element to change* Reinforcing the change is required to deliver the anticipated ROI and other intended benefits. Failure to do so risks wasting much of the resource expended to get this far This requires sustained effort (and organisational commitment) to see the‘realisation’through and not quit after the‘installation’phase
  • 33. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 30 Implement tools to achieve behavioural shift The change process is not over until supportive behaviours are the norm i.e. the change is fully embedded Planning for behavioural change should take place early on in the overall change process Chaucer employ the right tools to achieve shifts in mindset, behaviour, productivity and compliance NewWay of Operating Success Realised NewWay of Operating Success Realised Behavioral ShiftBehavioral Shift Sustaining Change Phase Implementation Productivity and Sharing Implementation Productivity and Sharing Movement Phase Create Buy In Inform Involve Create Buy In Inform Involve Communication & Engagement Phase Prepare Plan Prepare Plan Understanding & Readiness Phase Business as UsualBusiness as Usual Mindset ShiftMindset Shift High Productivity & Compliance High Productivity & Compliance Monitor and AdjustMonitor and Adjust Monitor and AdjustMonitor and Adjust Monitor and AdjustMonitor and Adjust MaintainMaintain REINFORCEMENT
  • 34. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 31 Move to continuous improvement Developing Lasting Support Network Ongoing Comms Take Action onTarget Feedback Enhance/ Update Business Process Champion Successes Reward Positive Behaviour Maintain Stakeholder Engagement External Cross Program Alignment Increase Change ProgramAwarenessDevise, manage and track a series of activities to reinforce change Reinforcement activity planning should be considered on a holistic basis Individual but interlocking pieces of action are devised to address specific areas of need An important final task for the Change Program is move into an environment of ‘continuous improvement’
  • 35. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 32 Chaucer – planning for change success The Change Challenge Change projects can be large scale and complex: Impacting multiple dimensions of the business Geographically/culturally diverse Technically complex Competing initiatives The nature of the change can bring many challenges: Scope of the change Visibility and pressure for results Wide reaching staff and cultural issues Chaucer can help: Managing Change Project/Programs Chaucer has extensive capability and experience in managing change projects/programs. Examples of where we can help include: Realistic strategic vision and goals Flexible and realistic business operational design Portfolio and program planning Risk management, cost control, assurance etc. Tried trusted tools and techniques to ensure delivery Chaucer can help: Change Management Chaucer has a wide breadth and depth of capability across the Change management life cycle. Examples of where we can help include: Understanding the change landscape Resistance management Change readiness and preparation Sustaining and reinforcing change Communication and engagement Chaucer has expertise in managing change programs/projects and in performing specialist change management activities
  • 36. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 33 Why Chaucer for change management? Chaucer is a strategic global partner, operating sensitively to provide extensive Change Management experience in support of delivery for our clients We utilise proven tools, methods and processes and adapt them to the specific client situation ensuring it is 'fit for purpose' and delivers business value Our flexible approach ensures the solutions developed fit, minimising disruption and accelerating the transition to business as usual at the end of the engagement
  • 37. copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 34 Contact Us UK Neil O’Brien Mobile: +44 7834 265917 neil.obrien@chaucer.com USA Rupert Laslett Cell: +1 832 681 6858 rupert.laslett@chaucer.com Paul Burke Cell: +1 734 834 4395 paul.burke@chaucer.com Europe Deborah Feakins Mobile: +44 7799 893402 deborah.feakins@chaucer.com Middle East Asia Pacific Nick Laslett Mobile: +971 505 154 835 nick.laslett@chaucer.com Rest of World Bob Laslett Mobile: +44 7767 698543 bob.laslett@chaucer.com

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