Adela Giral


Published on

Published in: Career, Business
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Adela Giral

  1. 1. Change Management Resource Guide Mayo, 2010 Adela Giral Microsoft
  2. 2. PROJECT MANAGEMENT & CHANGE MANAGEMENT Project Management: The technical side of change Apply processes, skills, tools, and techniques to manage the technical- side of planning: Envisioning, planning, executing, validating, deploying, and transitioning Change Management: The people side of change Apply processes, skills, tools, and techniques to manage the people-side of project activities: Building support, addressing resistance and developing the required knowledge and ability to implement change We need business and HR leaders to partner to assure that both the technical and people sides of change are addressed in planning and implementing changes…in both the segment HQ and Field arenas. 2
  3. 3. Our Change Management Operating Principles • Change Management Helps Ensure Business Changes and ROI Are Realized • Integrated Planning is Critical • Framework, Templates, and Tools Ensure Consistency 3
  4. 4. Cycle of Change Each Step is Necessary  Defining the change destination Clarifying  Assessing impact Purpose & learnings  Building the case for  Creating systemic change alignment Assessment  Establishing the  Determining the Initiating change network (longer term) path & Pursuing forward Commitment Alignment  Developing the plan  Showing  Identifying progress Reinforcing Planning the stakeholder implications  Sustaining momentum Change Change  Assessing readiness  Identifying obstacles  Communicating Building Creating  Building support  Creating dialogue  Educating Capability Followership  Addressing behavior 4
  5. 5. CYCLE OF CHANGE & WHEN A STEP IS SKIPPED Skipped Steps Result in: What is our goal with the change and what do we Clarifying Purpose want the organization look like after? Confusion Initiating Build the case, or story, for change to gain initial buy- Commitment in and commitment by explaining the why of the Complacency change Planning the Do the research – identify and prioritize your stakeholders to assess readiness and potential obstacles Change and develop an implementation project plan False starts Creating Create dialogue with your stakeholders about how the change impacts them personally; address Followership & behavior change and provide training/education if Building Capability needed to build skills and awareness Resistance Continue to build momentum and energy by Reinforcing Change reinforcing key messages about the positive impact of Inaction/Lost the change and how you will support people going Momentum forward Measure the impact of change – did it accomplish Assessment & what you wanted it to? Determine key learnings, Pursuing Alignment solicit feedback from key stakeholders to determine the longer-term path forward Chaos 5
  6. 6. KEY ACTIVITIES & DELIVERABLES Focus Areas Activities Deliverables (Based on Need, Owners Vary)  Leadership Sponsorship  Stakeholder Map Clarifying Purpose  Stakeholder Alignment  Walking Deck with Vision & Case for Initiating Commitment  Business Case & Vision for Future Change  Leader/Manager Change Management  Change Leader Guide Guidance  Change Workshops  Employee Participation/Feedback  Employee Feedback Mechanisms Channels (workshops, surveys, all-hands)  Integrated Project Planning  Project Plan Includes Elements of Change  Impact/Readiness Assessments Management: Planning the Change  Change-Specific Communications  People & Organization Impact Creating Followership  Capability Building Summary & Plan Building Capability  People & Org. Systems Alignment  Communications Plan  Capability Development/Training Plan  Regional/Area/Country Change Implementation Plan (includes employee transition plan)  Reinforce New Ways of Doing Business  Change Reinforcement Activities Reinforcing Change  Future Culture Identity Building (if  Culture Evolution Activities (culture Assessment & needed) workshops if needed)  Employee Engagement Strategies  Employee Engagement Programs & Pursuing Alignment  Measure the impact Activities (MS Poll discussions, etc.)  Determine key learnings  Impact analysis (scorecards, metrics, etc.)  Determine how to improve for the future6 6
  7. 7. KEY COMPONENTS OF AN IMPLEMENTATION PLAN  Identify and engage early adopters as change agents  Creates opportunities for interactive discussion at all levels of the organization Equip leaders to communicate the case for change (talking points, scripts,  other tools)  Align leaders at all levels (workshops, leadership meetings)  Assess skills and effectiveness; build capability and accountability  Prioritizes and cascades communication to key stakeholders  Addresses risk through contingency planning  Defines key outcomes, milestones and ROI measures  Provides testing/listening mechanisms throughout the process Incorporates supporting communication activities, such as training for skill  building, and the media and distribution channels required to push key messages and information 7
  8. 8. FIRST, DETERMINE: WHO ARE YOUR KEY STAKEHOLDERS … CEO HR CEO IT Direct Reports … and consider the MSI Finance following: President Senior Shared Legal Services Leadership  Engagement level required of MSI each stakeholder group and any Direct Marketing unique communication and Reports Other Operations training needs or process Leaders requirements  Identify those that can help and Supervisors Key New Hires hinder the change Stakeholders Managers  First-line supervisors are critical Of RGEs champions of change and you Employees need to help them succeed Managers Non-English-  Coordinate messages to internal Speakers and external groups, treating Other Work employees as your primary Councils Managers Recruits & Partners audience Recruiters External & Vendors  Change will need to be reinforced Interests across all stakeholder groups Financial Media Analysts Customers 8
  9. 9. Change Readiness Assessment: Leading the Changes Focus Area Key Questions Readiness Level 1 Low - 2 Moderate - 3 High  Leadership Sponsorship • Who are the key sponsors of the project and what are their respective roles? Ensuring there is strong and • What is your assessment of where the leaders are on the change continuum (active visible executive supporter  strong resistor) sponsorship. • What are the implications of the change on the sponsors? • How are the sponsors showing up and moving the organization and people forward 1 2 3 with the coming changes?  Stakeholder Alignment • Who are the stakeholder groups and how would you rate their criticality to change Ensuring key stakeholders success and current readiness? are identified and engaged. • What role can/should sponsors play in ensuring stakeholder buy-in? • How should managers be involved? • What is the initial engagement strategy for sponsors with key stakeholders? 1 2 3 • What key actions need to take place to ensure stakeholder buy-in/readiness?  Business Case & Vision • Are there clearly defined/communicated reasons behind the change – the business for Future case/drivers? Ensuring there is a clear • Is there a clearly defined /communicated vision for the future ? business case and • What is the “elevator pitch” on the case for change? compelling future vision. • What will the future “look like” when change is implemented (what will be different, 1 2 3 what will people be doing, saying, etc.?)  Leader/Mgr. Change Mgt. • Is there understanding of the importance/value of change management? Guidance • Is there understanding of what change management is – the CM framework & Ensuring leaders can activities? effectively lead their people • What are the best approaches to build leader CM capability? through transitions. • What will be most helpful to managers/employees as we ready org. for change? 1 2 3  Employee Participation/ • How best can we provide a mechanism for employees to share their views on the Feedback Channels changes– concerns and suggestions? Ensuring there are • How can we ensure we view the change through the eyes of those who will most opportunities for employee experience it and get their ideas on how to be successful? feedback & participation. • How can we gauge where people are at on the change curve and their readiness to accept and embrace the changes? 1 2 3 9
  10. 10. Slide 9 TDH1 I increased the font size thilfrin, 13/04/2010
  11. 11. Change Readiness Assessment: Planning & Landing the Changes Focus Area Key Questions Readiness Level 1 Low - 2 Moderate - 3 High  Integrated Project Planning • Are the change management activities integrated into the overall PMO plans, Ensuring CM activities support & schedules and milestones? are integrated into project management plans/schedule (not 1 2 3 stand alone)  Impact/Readiness Assessments • What are the people & organizational impacts of the changes – strategy, Ensuring the people/organization leadership, organization structure, roles, skills/knowledge, performance impacts are identified and measures, ways of working/culture? proactively managed. 1 2 3  Change-Specific • Who is managing communications for your project/change? Communications • Who are the critical audiences to communicate/connect with and what level of Ensuring communications information should they receive? (Sponsors/Stakeholders/Cascades) deliberately move people from • What are key messages to communicate and when? awareness to commitment & • What are key vehicles to use to communicate at key junctures? 1 2 3 include strong business case/vision messaging.  Capability Building • Who is managing this for your project/change? Ensuring new knowledge and skills • What new skills & knowledge is required? are identified and developed to • What is the best approach for closing skills/knowledge gaps? support the changes. • What change management capability development is appropriate – is this group 1 2 3 well-versed or new to change; what existing resources are available?  People & Organization System • Based on the people & organizational impacts summaries, what needs to Alignment change or be modified to reinforce the future state – strategy, leadership, Ensuring the people/org. systems organization structure, roles, skills/knowledge, performance measures, ways of 1 2 3 are aligned to reinforce the future working/culture? state.  Field/Market Change • What is the recommended approach to support field leaders successfully land in Management Approach & Support market? Ensuring field leaders have • What support tools & resources will be delivered – Change Implementation Plan 1 2 3 guidance and tools to land the Template & Change Management Toolkit changes. 10
  12. 12. Slide 10 TDH2 I increased the font size thilfrin, 13/04/2010
  13. 13. Change Readiness Assessment: Imbedding the Changes Focus Area Key Questions Readiness Level 1 Low - 2 Moderate - 3 High  Reinforce New Ways of • What supplemental rewards & recognition may be appropriate to reinforce Doing Business positive change? Ensuring new of working are reinforced systemically & 1 2 3 through rewards & recognition.  Future Culture Identity • What is the culture we are trying to build & shape as a result of the Building project/change? Ensuring the aspire-to-culture • How can we reinforce and build new culture elements into culture is defined/refined. communications and workshops? 1 2 3  Employee Engagement • What can we do to show employees they are valued? Strategies • What existing channels do we want to leverage to share & sustain the Ensuring employee changes? engagement activities and programs are in place to continue to foster a positive 1 2 3 work environment in spite of change fatigue. 11 11
  14. 14. Slide 11 TDH3 I increased the font size thilfrin, 13/04/2010
  15. 15. CYCLE OF CHANGE CHECKLIST: Clarifying Purpose  Key leaders have a clear, shared picture of how this initiative links to other strategic changes.  Both executives and employees understand the threats and opportunities driving “why we must change” – the new business environment is understood.  Both executives and employees understand what will be valued and rewarded in the future  Key leaders agree on the priority of this change. Initiating Commitment  The need for change is understood throughout the organization, and people feel the status quo won’t do.  There is a critical mass of senior leaders with enough power and authority to effectively sponsor or lead the initiative.  There are clear champions who are able to model the new actions and behaviors.  Those leading the change have clearly communicated a compelling business case and an inspiring future state to employees. 12
  16. 16. CYCLE OF CHANGE CHECKLIST…CONTINUED Planning the Change  The implementation plan is realistic and adequate resources have been dedicated to the project.  There is a clear communications strategy in place.  Executive sponsors and change agents are prepared to focus efforts where change readiness is lowest and the risk to the change is greatest.  While milestones and target dates have been set, the change plan is flexible enough to adapt to unforeseen circumstances. Creating Followership  Line managers are not rigidly turf conscious and are willing to address the needed change across boundaries.  Employees are involved in various activities or contribute to decision-making on issues affecting them.  Managers are accountable for modeling the change.  There are well-developed channels for input and upward feedback from employees.  Reward and recognition of team members and others are in place to reinforce desired behaviors. 13
  17. 17. CYCLE OF CHANGE CHECKLIST…CONTINUED Building Capability  Leaders in the organization have the necessary leadership and coaching skills.  The required new skills have been identified, development plans are in place, and adequate resources like training and coaching are being provided.  Learnings from pilots (initial implementations) are applied to full implementation.  There are well-developed channels for sharing business and performance information with employees. Reinforcing Change  Senior managers will be able to sustain focus on the change.  The dashboard of core metrics for the business and the change initiative are clearly defined.  Leadership and managers reinforce the need for change as part of their regular activities.  Progress against milestones is made visible to all employees.  Mechanisms for tracking progress are in place, including real time feedback or “pulse checks”, that allow for mid-course corrections. 14
  18. 18. CYCLE OF CHANGE CHECKLIST…CONTINUED Pursuing Alignment  Most people are aware that fully integrating the change will take time, patience and perseverance.  Executives in parts of the organization not directly involved in the change are identifying whether there are any implications for them.  Measures are being tracked and a reporting system is in place to alert executives to areas of the business that may need attention as the change progresses.  Actions have been taken to align company systems, e.g., performance and compensation, to support the behaviors needed to achieve the new goals. Total checks for each change element: Use this tool with your clients to determine areas Clarifying Purpose (4): _______ Building Capability (4): _______ for continued focus. Initiating Commitment (4): _______ Reinforcing Change (5): _______ Planning the Change (4): _______ Pursuing Alignment (4): _______ Creating Followership (5):_______ 15
  19. 19. REFLECTION TOOL Think of a time when you were involved in an organizational/strategic change which was not handled well: • What happened? • What were the costs? (financial, health, morale, goodwill, credibility, etc.) • Make a list of the key lessons these experiences have taught you A negative change The costs… What I learned from it… What I would do experience… differently…. 16
  20. 20. Individual Change Curve Stage 1: Denial Stage 4: Commitment • Initiate problem solving on his/her “This won’t own, positive about what needs to • Constant complaining, “What can I happen, suggest ideas and plans, impact me” withdrawing, refusing to accept do to help?” and supports the change changes. • Sense of belonging “It’s business • Shock • Focus and productivity as usual” • Defensiveness “Me” • Active participation “Us” • Apathy • Sense of belonging • Focus on how things were • Willingness to learn/change • Performance drops, errors, • Want to make the change work, refusing assignments related but don’t have clear answers to change, negative, • Confused about what to do, “Why is this complaining, and withdrawing. loss of confidence in skills “This could happening?” • Discomfort • Energy and ideas – could be be an • Loss of control draining opportunity” “It won’t • Victim • Chaos, lack of focus • Passive-aggressive “Me” • Gaining control “I/We” work” • Anxiety is the most critical stage This • Setting of goals • Negativity • Engagement Stage 2: Resistance Stage 3: Solution 17 17
  21. 21. HOW PEOPLE MOVE THROUGH CHANGE Stability Doubt Hope Capability Basics of Change  Contentment  Denial  Change  Contentment  Comfort  Confusion  Skill development  Confidence  Perceived  Loss  Connections  Satisfaction competence More clarity  Increased skill  Blame   Clarity Training  Increased capability  Incompetence   Relationships Direction  New stability level  Regrets   Security  Fears 18
  22. 22. CHANGE IS AN EVENT. TRANSITION IS THE PROCESS. EVERYONE MUST MAKE THE TRANSITION  What is ending as a result of this change? What continues? Endings  What are you leaving behind? To move to the future, you  Who will lose or has lost what? must first let go of the present. Beginnings  How can you honor the endings and losses? depend on endings.  How can you bring to completion or closure key activities, relationships? Moving forward Basics of Change  How can you dramatize the endings? requires letting go Neutral Zone  What is known or uncertain at this time? A period where neither the  What ways can you normalize the uncertainty of this period? old ways nor the new ways  What ways can you organize this period into manageable, work well. A time of re- understandable, time-limited phases so people can experience orientation & redefinition. the group as making progress?  How can you use the creativity and learning of this period? Be resilient while rules change Beginnings  What will be new or different as a result of this change? Beginnings involve new understandings, values,  Are you consistently communicating what “the attitudes and identities. beginning” looks like? They follow the timing of  How can you ensure some quick successes? the mind and heart.  How can you symbolize the new identity or new beginning? Engage fully to start anew 19 19
  23. 23. BEHAVIOR, OR SHIFT IN MINDSET, IS THE GREATEST FACTOR IN SUCCESSFUL CHANGE Above the Line Behavior I have new tasks and What we see and Change responsibilities as part of an attempt to address organization change. Basics of Change Thoughts I’m wondering if I’ll be successful in Below the Line and my new role and wondering if What we don’t see feelings anyone cares about me. and don’t attempt to address Values and I want to like what I do and feel priorities valued here and meet our customers’ needs. Needs met I don’t feel as comfortable as I did or unmet before and I’m concerned about doing well. 20 20
  24. 24. WHAT YOU CAN DO TO ACCELERATE THE PROCESS Help Help Prepare Others Others Yourself from the from the Inside Out Outside In Basics of Change  Study the changes and  Know that people will  Include others in planning assess your own responses process change at different how to implement the new to these changes rates – based partly on strategy and structure how directly they are  Reconfirm direction, roles,  Ask questions impacted and responsibilities as much  Acknowledge your own as possible  Surface and air fears and fears and doubts doubts  Identify barriers to success  Chart gains and losses for  Support people by using  Keep communicating the yourself and understanding how reasoning each individual transitions through change  Clarify roles and responsibilities with specifics as soon as possible 21 21
  25. 25. USE THE 4 PS TO COMMUNICATE CHANGE PURPOSE PICTURE  Explain the purpose behind the  Paint a picture of the future so change that people can see themselves  Be transparent–share the facts there Communicating the Change as soon as possible and present  Believe in the strategy and tell a the range of possible outcomes consistent story  Localize and personalize  Model the new attitudes and messages Purpose Picture behaviors  Confirm the new value  Develop employees proposition  Adjust rewards to drive change  Report progress and successes PLAN PART  Lay out as much of the plan as  Give each person affected a part you know Plan Part to play  Encourage managers to invite  Create a project “Steering dialogue within their teams and Committee” to help manage and report back to you measure the change process  Equip supervisors to  Involve managers and other communicate with their opinion leaders through employees face-to-face available communication channels  Conduct pulse checks along the way via staff meetings, face-to-  Provide training in new skills so face meetings, etc. to identify people can succeed in their new and mitigate risks roles 22
  26. 26. YOUR CHANGE STORY MUST TRANSLATE THE BIGGER CHANGE INTO HOW IT WILL UNIQUELY AFFECT YOUR ORGANIZATION AND YOUR EMPLOYEES  What’s changing and why? Communicating the Change  Where are we headed? Communicate the new value proposition  What are the likely outcomes/scenarios?  What will this change do for us?  Will I have a job? What are my responsibilities?  How will my work and work environment change? Translate into personal impact  Will I report to someone new? Who is responsible for what?  Must I follow new policies, processes or protocols?  Will I be better or worse off?  How will my contributions be measured? Rewarded? Clarify the outcomes of change  Will my employment deal change? Is that attractive to me?  What competencies or skills do I need to succeed? 23
  27. 27. CREATING THE CHANGE STORY…AN EXAMPLE What is and isn’t changing Why change? What will it look like for our for our organization?  Will drive shift to small/medium organization?  [can pull from Stakeholder market  Shift 12 roles between sectors Assessment]   Communicating the Change     How will we implement? When will we implement? How will we support the change  Conduct one-on-one  Q3 going forward? meetings with managers to   Regularly scheduled progress discuss “high impact” updates (bi-weekly or weekly  issues and next steps depending on where in  implementation)   Regular email updates distributed to people managers to update employees  Face-to-face employee meetings when necessary  Training and/or certification 24
  28. 28. 25