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Change Management

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  • 1. Change Management Team Scoping Document
  • 2. To communicate views and aspirations
    To receive comments and feedback from the CEO/ Sponsor
    To obtain buy-in from CEO on Team scope
    Purpose
  • 3. Sponsor
    Scoping Team
    Sponsor and Team
  • 4. Lack of clarity and focus of the bigger picture – bridging the chasm between the present and the end state seems to be elusive
    Uncoordinated objectives and execution resulting in value not being delivered – lack of leadership, experience and competencies
    Insufficient drive to deliver results – parties are not sufficiently motivated and directed towards a common goal, generally suffering from institutional lethargy
    Case for Action
  • 5. Team Vision
    Key words
    Vision
    Shaping
    Evolving the mindset
    Best practices
    Transition
    Succession
    To facilitate
    Change management
    Alignment
    Hearts & Minds
    Creating a high performance team that delivers the vision
    Creating a result delivering team that achievesvision
  • 6. Mission
    Key words
    Mission
    Shaping
    Evolving the mindset
    Best practices
    Transition
    Transformation
    Succession
    To facilitate
    Change management
    Alignment
    Catalyze and promote change
    Shape outcomes and drive results
    Institutionalize sustainable performance culture
  • 7. SIM GRPI
    Process
    • Change management
    • 8. PMO
    • 9. Feedback
    • 10. Stakeholder management ( e.g. workshops, F2F interaction, engagement, liaison, enrollment, stakeholder presentations)
    • 11. FRD/ LAB
    • 12. Planning
    GOALS
    Transformation Direction
    Strategy and effort alignment
    Change management
    Streamline – remove red tape
    Removing obstacles/ road blocks
    How to do
    ROLES
    Game changer
    Motivator
    Drive
    Coordinate
    Integrate
    Journey management
    Stakeholder Barometer
    Custodian of the vision
    Realizing the business case
    Demonstrate benchmark levels of leadership, accountability, teamwork
    Defining the process
    Coach and mentor
    Strategic messages
    Interface
    • Weekly update (email)
    • 13. Town halls, newsletter, internal website
    • 14. Investor roundtable
    • 15. Info day (media briefing)
    • 16. Fortnightly update meeting
    • 17. Steering committee
    • 18. Project committees (SC)
    • 19. Key external stakeholder groups (e.g. backbenchers, MPs)
  • KEY PRINCIPLES FOR DISCUSSION
    1. Who orchestrate the Transformation
    2. Where does Team sit within the organisation
    3. Boundary management with the line
    4. Communication between CEO and Team
  • 20. Deliverables
    Team Scoping document
    Vision, Mission, GRPI and One Page Strategy (OPS)
    Team processes, approach.
    Team structure
    Team KPIs
    High level Implementation plan – one pager, milestones
    Stakeholder mapping
    Priority matrix
    Communication plan
    BTM – Break through Map
    Buy-in from CEO
    Deliverables & Exit Criteria
    Exit Criteria
    • Buy in from CEO
  • Priority Matrix
    High
    Urgent
    Low
    High
    Important
  • 21. Hypotheses and Assumptions
    Hypotheses
    Assumptions
    Team’s approach will deliver results
    Seniors support Team’s scope
    Staff are aligned to the Team’s approach
    All required resources will be allocated to the Team to deliver the results
    Team has the competencies and is empowered to deliver the plan
  • 22. Success Measures and Key Success Factors
    Success Measures
    Key Success Factors
    Alignment
    Result delivery
    FRDs launched as planned
    Quick wins delivered as planned
    Change agents are identified and mobilized
    Feedback from stakeholders on program buy-in matches or exceeds expectations
    Continued leadership support
    Excellent Project Management execution
    Timely corrective action
    Visible rewards and consequence management
  • 23. Implementation Team
  • 24. Making it happen – The changing focus of the roles
    TEAM
    Transformational Role
    Organisation
    Time (Months)
    12
    24
    35
  • 25. Core Values
    Key words
    Vision
    Shaping
    Evolving the mindset
    Best practices
    Transition
    Transformation
    Succession
    To facilitate
    Change management
    Alignment
    To manage the transformation through change initiatives
    A transformed organisation
    A balanced transformation journey for organisation
    Shaping outcomes and Driving results
  • 26. Transformation Direction
    Strategy and effort alignment
    Change management
    Streamline – remove red tape
    Removing obstacles/ road blocks
    How to do
    GOALS
  • 27. Game changer
    Motivator
    Drive
    Coordinate
    Integrate
    Journey management
    Stakeholder Barometer
    Custodian of the vision
    Realizing the business case
    Demonstrate benchmark levels of leadership, accountability, teamwork
    Defining the process
    Coach and mentor
    Roles
  • 28. Change management
    PMO
    Feedback
    Stakeholder management ( e.g. workshops, F2F interaction, engagement, liaison, enrollment, stakeholder presentations)
    FRD/ LAB
    Planning
    Process/ Method
  • 29. Weekly update (email)
    Town halls, newsletter, internal website
    Investor roundtable
    Info day (media briefing)
    Fortnightly update meeting
    IM steering committee
    Project committees
    Etc…
    Interface

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