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3 Why's to use Business Transformation Change Management

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We have all seen leaders struggle getting their desired changes really in place to affect results for the long term. Many efforts start, work along, and at the end really not much changes... Let's reverse that trend! We will review together, attendees and facilitator experience in the 3 Whys and many Hows of Business Transformation Change Management.

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3 Why's to use Business Transformation Change Management

  1. 1. © 2018 All Rights Reserved Authored by Darrel Raynor, PMP, MBA President/CEO & Founder, Data Analysis & Results, Inc. and the Data Analysis & Results Team www.DataAnalysis.com | +1-512-850-4402 | Info@DataAnalysis.com 3 Why’s to use Business Transformation Change Management
  2. 2. © 2018 Abstract We have all seen leaders struggle getting their desired changes really in place to affect results for the long term. Many efforts start, work along, and at the end really not much changes... Let's reverse that trend! We will review together, attendees and facilitator experience in the 3 Whys and many Hows of Business Transformation Change Management. Why 1: Employee Engagement and Buy-In Many operations efforts and projects attempting to implement process improvements or new tools receive far less assistance than anticipated during the planning and implementation of change efforts. page 2
  3. 3. © 2018 Abstract Why 2: Smoother Adoption and Initial Use Why do perfectly logical projects have adoption and initial use problems? Usually due to low or nonexistent Business Transformation Change Management plans and execution! Questions to ask ourselves… Why 3: Lasting Value and Reduce Backsliding How do we increase the chances of realizing Lasting Value and reduce the chances of Backsliding into the old ways and processes? After implementation of your planned Changes, it becomes a different sort of challenge to actually realize the long-term value. page 3
  4. 4. © 2018 Before We Begin Questions? Comments? Be thinking about what you have seen and conclusions you have drawn… You will be asked to contribute your ideas quickly, several times today! page 4
  5. 5. © 2018 What is Business Transformation Change Management? Business Transformation Change Management is any time a process or other type of change, optional or required, forces one or more people to do different things or do things differently... Digital Transformation or any type of change requiring cooperation.
  6. 6. © 2018 What drives Business Transformation Change Management? Process Improvement, Merger & Acquisition Integration, Compliance, Changing Market Conditions, and any number of other reasons… Or, someone just got an idea!
  7. 7. © 2018 Why do Business Transformation Change Management? To speed, ease, and get better results from the effort Why 1: Employee Engagement and Buy-In Why 2: Smoother Adoption and Initial Use Why 3: Lasting Value and Reduce Backsliding
  8. 8. © 2018 Why 1: Employee Engagement and Buy-In page 8 Many operations efforts and projects attempting to implement process improvements or new tools receive far less assistance than anticipated during the planning and implementation of change efforts.
  9. 9. © 2018 Our Research on Employee Engagement and Buy-In What are Drivers? ● People buy in more when asked for their opinions. ● People buy in more when they have a role with specific deliverables with deadlines. ● People buy in more when they get multiple candid communications in several media forms. What are Hinders or Blockers? ● Hinders - Assuming people are bought in when they do not publicly object. ● Blockers - When people feel the effort reduces their pay, power, position, or is in conflict with their ideals. page 9
  10. 10. © 2018 Attendee Experiences with Employee Engagement and Buy-In? ● What have you seen drive it? ● What have you seen hinder it? ● Was outside consulting help used? Did it make a difference either way? page 10 Why 1: Employee Engagement and Buy-In
  11. 11. © 2018 Why 1: Employee Engagement and Buy-In ● Summary and Retrospective - 2 minutes ● Who wants to add a quick point for our summary? We will share a link to the presentation and the summary points after the presentation. Leave a card or your name and email on our form. page 11
  12. 12. © 2018 Why 2: Smoother Adoption and Initial Use page 12 Why do perfectly logical projects have adoption and initial use problems? Usually due to low or nonexistent Business Transformation Change Management plans and execution!
  13. 13. © 2018 Our Research on Smoother Adoption and Initial Use What are Drivers? ● Preparation and Communication around setting expectations and follow through. ● Support, including training and implementation hand-holding. What are Hinders or Blockers? ● Hinders - Executive attention wanders, people may stall if focus is not on the effort. ● Blockers - Not addressing issues. Either ignoring or minimizing without dialog. page 13
  14. 14. © 2018 Attendee Experiences with Smoother Adoption and Initial Use? ● What have you seen drive it? ● What have you seen hinder it? ● Was outside consulting help used? Did it make a difference either way? page 14 Why 2: Smoother Adoption and Initial Use
  15. 15. © 2018 ● Summary and Retrospective - 2 minutes ● Who wants to add a quick point for our summary? We will share a link to the presentation and the summary points after the presentation. Leave a card or your name and email on our form. page 15 Why 2: Smoother Adoption and Initial Use
  16. 16. © 2018 Why 3: Lasting Value and Reduce Backsliding page 16 How do we increase the chances of realizing Lasting Value and reduce the chances of Backsliding into the old ways and processes? After implementation of your planned Changes, it becomes a different sort of challenge to actually realize the long-term value.
  17. 17. © 2018 Our Research on Lasting Value and Reduce Backsliding What are Drivers? ● Updating processes, job aids, performance criteria, position descriptions, and more to cover ‘the new way’. ● Continued public attention, formal and informal, optimally using metrics, to ‘the new way’. What are Hinders or Blockers? ● Hinders - Assuming people will continue to use ‘the new way’ without recognition and rewards. ● Blockers - When there is no follow up and attention waivers on to ‘the next thing’. page 17
  18. 18. © 2018 Attendee Experiences with Lasting Value and Reduce Backsliding? ● What have you seen drive it? ● What have you seen hinder it? ● Was outside consulting help used? Did it make a difference either way? page 18 Why 3: Lasting Value and Reduce Backsliding
  19. 19. © 2018 ● Summary and Retrospective - 2 minutes ● Who wants to add a quick point for our summary? We will share a link to the presentation and the summary points after the presentation. Leave a card or your name and email on our form. page 19 Why 3: Lasting Value and Reduce Backsliding
  20. 20. © 2018 All Rights Reserved Authored by Darrel Raynor, PMP, MBA President/CEO & Founder, Data Analysis & Results, Inc. and the Data Analysis & Results Team www.DataAnalysis.com | +1-512-850-4402 | Info@DataAnalysis.com Summary for 3 Why’s to use Business Transformation Change Management
  21. 21. © 2018 All Rights Reserved Data Analysis & Results, Inc. Firm Profile DA&R is a boutique Management Consulting firm providing Advisory and Implementation Consulting and other services to Leaders. Our focus is your improvement using our proven integrated methods to measure and optimize your areas such as strategy, projects, hiring, costs/expense reviews, turnaround and interim management, speaking, training, and staffing.
  22. 22. © 2018 All Rights Reserved TRAINING 01 CONSULTING 02 STAFFING 03 SPEAKING 04 Proven Custom and Off-the-shelf Training Courses Flexible Services to drive Process Improvement Project Staff, Interim Executives, Contract to Perm Motivational, Strong Message Speaking DA&R Four Service Areas
  23. 23. © 2018 All Rights Reserved TRAINING 01 CONSULTING 02 STAFFING 03 SPEAKING 04 DA&R Serves All Organizations SMBs Founders Public Enterprises Innovators, Startups, Entrepreneurs Enterprises across the globe Public Sector & Nonprofits Small/Medium Businesses
  24. 24. © 2018 All Rights Reserved Your people need to improve their performance and learn new processes. Tired of off-the-shelf courses and consulting that do not impact your peoples' work? DA&R's consultants have built dozens of custom courses for organizations large and small, public sector, nonprofit, and commercial, to improve their staff performance in technical and soft skills or a combination. We stand ready to craft a custom solution that helps your people improve their performance immediately.
  25. 25. © 2018 All Rights Reserved You have a problem to solve or an opportunity to harness! WE’RE PACKED - We can have one or more consultants on your site usually in 48-72 hours. Almost all engagements can be done with a blend of onsite and virtual consultants to save you travel and other hassles. Initial face-to-face meetings are standard, then we apply the right blend of onsite and virtual (people using remote technology) on an hourly, daily, retainer, or deliverable fixed fee basis. We don't have a 'bench' so we use the right, and only the right, people on your engagement.
  26. 26. © 2018 All Rights Reserved Just a Few of the Many DA&R Clients
  27. 27. © 2018 All Rights Reserved Just a Few of the Many DA&R Testimonials
  28. 28. © 2018 All Rights Reserved DA&R™ Courses & Support DA&R™ Consulting, Training, and Staffing Information on www.DataAnalysis.com Contact us for customized & lean, project Consulting & Staffing +1-512-850-4402 / Info@DataAnalysis.com Read and subscribe to The Management Advisor™ blog: www.dataanalysis.com/blog

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