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Got Any Change, Mister?New perspectives on change management                 Part 1         September 28, 2012
The Compulsory Dilbert                                All the right words, but …Source: Dilbert by Scott Adams - July 11, ...
Today’s Agenda•    Putting “change” in perspective•    Where is change in the PMBOK?•    Elements of change management•   ...
What’s Change(d)?• Your role in the Clerk’s office• Your perspective on “change”• Your goal(s) for this lunch n’ learn ser...
What is Change Management?    • Change management is the process, tools and      techniques to manage the people-side of c...
Ready … Set … Change!
Time
Resistance is … ?• Why do people resist change?   Rational Technical side: What needs to happen?   Emotional       Human s...
Why Do People Resist Change?• Organizational culture      •   Rewards disconnect  and/or climate              •   Lack of ...
Three Key IngredientsSource: Organizational Change Management – Luc Gallopin
WTF: What the FUH … FUD?F earU ncertaintyD oubt
Predictors of Failure?     Organizations that failed to execute change management     Organizations that successfully exec...
Predictors of Failure?    The 11 most unsuccessful companies in the McKinsey    study had poor change management, which sh...
Determinants of Success?     Organizations that failed to execute change management     Organizations that successfully ex...
Determinants of Success?    The 11 most successful companies in the study had    excellent change management programs:    ...
Let’s Talk PMBOK …• Initiating• Planning• Executing  – Monitoring/Controlling• Closing
Project Risk           Change          Resistant   Medium         High                      Risk           RiskCulture    ...
Where Does “Change” Go?Source: Prosci
Where Does “Change” Go?
In a Nutshell …Element:         Goal or objective:"The Change"     To improve the organization in some fashion - for insta...
So, Where Are WE Today?Our use of change management is …1.   Ad-hoc or absent2.   Isolated or inconsistent3.   Frequent, w...
Another Dilbert …                      The project manager‟s nightmareSource: Dilbert by Scott Adams - October 23, 1994
Let’s Not …• Start without a       • Confuse “stroke of the  strategy                pen” with “behavioral• Forget to make...
Let’s Try This Instead …• Develop a short-term     • Ensure strong  and long-term strategy     sponsorship and support  fr...
Preview of What’s Next• Preparing for change• Managing the change• Reinforcing change
ADKAR (Prosci Method)•   Awareness       The “why” of change – need•   Desire          Willingness to be part of the chang...
ADKAR (Prosci Method)Awareness        • Access to information (strategy, vision, goals)                 • Input/feedback f...
ADKAR (Prosci Method)•   Awareness       Change readiness/assessment•   Desire          Change management communication•  ...
Wrap UpQuestions and answers …  September 28, 2012
Change management lunch n learn session 1 09 28 2012
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Change management lunch n learn session 1 09 28 2012

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Transcript of "Change management lunch n learn session 1 09 28 2012"

  1. 1. Got Any Change, Mister?New perspectives on change management Part 1 September 28, 2012
  2. 2. The Compulsory Dilbert All the right words, but …Source: Dilbert by Scott Adams - July 11, 2010
  3. 3. Today’s Agenda• Putting “change” in perspective• Where is change in the PMBOK?• Elements of change management• Tools and resources – a preview "The rate of change is not going to slow down anytime soon.“ - John P. Kotter
  4. 4. What’s Change(d)?• Your role in the Clerk’s office• Your perspective on “change”• Your goal(s) for this lunch n’ learn series“There are still some executives who are waiting forthings to return to „normal.‟ Its not going to happen.Constant change is the new normal.” - Scott Anthony
  5. 5. What is Change Management? • Change management is the process, tools and techniques to manage the people-side of change to achieve the required business outcome. • Change management incorporates the organizational tools that can be utilized to help individuals make successful personal transitions resulting in the adoption and realization of change.Source: Prosci
  6. 6. Ready … Set … Change!
  7. 7. Time
  8. 8. Resistance is … ?• Why do people resist change? Rational Technical side: What needs to happen? Emotional Human side: What happens to me?"People dont resist change. They resist being changed!"— Peter Senge
  9. 9. Why Do People Resist Change?• Organizational culture • Rewards disconnect and/or climate • Lack of trust• Job security at risk • Previous experiences• Fear of the unknown • Timing and conflicting• Fear of failure priorities“Change all you want, just know that execution happens atthe speed of making sense.” - Bill Jensen
  10. 10. Three Key IngredientsSource: Organizational Change Management – Luc Gallopin
  11. 11. WTF: What the FUH … FUD?F earU ncertaintyD oubt
  12. 12. Predictors of Failure? Organizations that failed to execute change management Organizations that successfully executed change managementSource: The McKinsey Quarterly (June 2006) global survey of businessexecutives. Organizing for successful change management.
  13. 13. Predictors of Failure? The 11 most unsuccessful companies in the McKinsey study had poor change management, which showed up as the following: • Lack of commitment and follow through by senior executives; • Defective project management skills among middle managers; • Lack of training of and confusion among frontline employees.Source: The McKinsey Quarterly (June 2006) global survey of businessexecutives. Organizing for successful change management.
  14. 14. Determinants of Success? Organizations that failed to execute change management Organizations that successfully executed change managementSource: The McKinsey Quarterly (June 2006) global survey of businessexecutives. Organizing for successful change management.
  15. 15. Determinants of Success? The 11 most successful companies in the study had excellent change management programs: • Senior and middle managers and frontline employees were all involved; • Everyone’s responsibilities were clear; • Reasons for the project were understood and accepted throughout the organization.Source: The McKinsey Quarterly (June 2006) global survey of businessexecutives. Organizing for successful change management.
  16. 16. Let’s Talk PMBOK …• Initiating• Planning• Executing – Monitoring/Controlling• Closing
  17. 17. Project Risk Change Resistant Medium High Risk RiskCulture Low Medium Change Ready Risk Risk Small/Minor, Large-scale, Incremental Disruptive Scope/Scale
  18. 18. Where Does “Change” Go?Source: Prosci
  19. 19. Where Does “Change” Go?
  20. 20. In a Nutshell …Element: Goal or objective:"The Change" To improve the organization in some fashion - for instance reducing costs, improving revenues, solving problems, seizing opportunities, aligning work and strategy, streamlining information flow within the organizationProject To develop a set of specific plans and actions to achieve "the change"Management given time, cost and scope constraints and to utilize resources effectively (managing the technical side of the change)Change To apply a systematic approach to helping the individuals impacted byManagement "the change" to be successful by building support, addressing resistance and developing the required knowledge and ability to implement the change (managing the people side of the change)Source: Prosci
  21. 21. So, Where Are WE Today?Our use of change management is …1. Ad-hoc or absent2. Isolated or inconsistent3. Frequent, with promising practices4. Standard Operating Procedure (SOP), consistent5. A core competency and best practice model
  22. 22. Another Dilbert … The project manager‟s nightmareSource: Dilbert by Scott Adams - October 23, 1994
  23. 23. Let’s Not …• Start without a • Confuse “stroke of the strategy pen” with “behavioral• Forget to make a change” initiatives compelling case for • Ignore the human change element of change• Ignore the culture • Start too late
  24. 24. Let’s Try This Instead …• Develop a short-term • Ensure strong and long-term strategy sponsorship and support from “as is” – “to be” • Be proactive when it• Convey a sense of comes to people urgency • Begin the change• Leverage the culture management process now
  25. 25. Preview of What’s Next• Preparing for change• Managing the change• Reinforcing change
  26. 26. ADKAR (Prosci Method)• Awareness The “why” of change – need• Desire Willingness to be part of the change• Knowledge The “how” of change - skills• Ability (and) Opportunity to implement• Reinforcement Sustain the change
  27. 27. ADKAR (Prosci Method)Awareness • Access to information (strategy, vision, goals) • Input/feedback from customers and stakeholders • Communication – not a one time eventDesire • Let go of the status quo • Demonstrate leadership, executive support • Shared vision for the future stateKnowledge • Tools and resources • Training (formal and informal) • Active involvementAbility • Environment to apply new tools, approach • Coaching and mentoring • Accountability at the team, organization levelReinforcement • Celebrating victories • Reward and recognition • “Total rewards” and performance management
  28. 28. ADKAR (Prosci Method)• Awareness Change readiness/assessment• Desire Change management communication• Knowledge Sponsor roadmap• Ability Training and coaching• Reinforcement Resistance management
  29. 29. Wrap UpQuestions and answers … September 28, 2012
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