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GE CHANGE MANAGEMENT(CAP)

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GE CHANGE MANAGEMENT(CAP)

  1. 1. < Change Acceleration Process ive (CAP) ect Eff The Key to Change
  2. 2. Change Culture: A Continuing Journey 2005+ Lean Six Sigma Sp e e d & Qua lity Growth: 2004 I , B’s CECO R, Le a n, Cus to m e r Ce ntric , Ex e c utio n Imagination at W ork: I a g ine , So lve , Build , Le a d m • Using Change as a Strategic and ACFC (At the Customer For the Customer): 2000 Fa s te r, Be tte r, Clo s e r to the Cus to m e r Competitive Advantage Digitization: • Optimizing Change 1998 Se ll, Buy , M ke us ing Te c hno lo g ic a l To o ls a Six Sigma Quality: Effectiveness 1996 Pro d uc tivity , Sp a n, Da ta -Drive n De c is io n-M king a • Building a Culture that Make Customers W inners: G E To o l-Kit Drives Change Key Strategic Initiatives: 2003 QM*, N *, O TR*, SP*, Pro d uc tiv ity , G lo ba liz a tio n I PI 1992 Change Acceleration Process (CAP): I re a s e s uc c e s s a nd a c c e le ra te c ha ng e nc Process Improvement: Pro c e s s -m a p p ing , re -e ng ine e ring , Bulle t Tra in A p ro a c h p Productivity /Best Practices: Be nc hm a rking Ex te rna l O rg a niz a tio ns , Sha ring Be s t Pra c tic e s 1989 W ork-Out™ /Town Meetings: Em p o we rm e nt, a c tio n – Ex p e rt-Driv e n De c is io n-M king , A tio n Wo rk-O uts ™, Cus to m iz e d Wo rk-O uts ™ a c * New Product Introduction, Quick Market Intelligence, Order to Remittance, Supplier Partnership
  3. 3. Change Research 100% of all changes evaluated as “Successful” had a good technical solution or approach Over 98% of all changes evaluated as “Unsuccessful” also had a good technical solution or approach What is the differentiating factor between success and failure?
  4. 4. …From Your Change Experiences Elements of Successful Change: __________________________________________ __________________________________________ __________________________________________ Elements of Unsuccessful Change: __________________________________________ __________________________________________ __________________________________________
  5. 5. Effective Change Equation QxA=E Q = Qualitative/Technical Solution A = Acceptance/Engagement E = Overall Effectiveness
  6. 6. Lessons Learned: 2 Components to Any Change Tec Tech hnica nic al St lS trate rateg gy y Facilitative Leadership l o nal iiona zat niizat an Org a gy Org e gy l,, tura lStrat e ura trat Cullt S Cu The Challenge = Do It W S ith peed! Change initiative focused on customer needs (target)
  7. 7. CAP: The Basics • Provides a ‘Pilot’s Checklist’ for change leadership • A flexible non-linear model used throughout a change process • Applies strategic thinking to the influencing of others • Contains tools to help change teams identify ways to achieve behavioral change
  8. 8. The GE CAP Model L eading Change Creating a S hared Need S haping a Vision M obilizing Com itm m ent M aking Change L ast M onitoring P rogress CUR E S R NT TATE TR ANS ITION S TATE F uture S tate IM R P OVE S D TATE S ystem and S s tructures
  9. 9. CAP: A Model for Change Leading Change Having a sponsor/champion and team members who demonstrate visible, active, public commitment and support of the change. Creating A Shared Need The reason to change, whether driven by threat or opportunity, is instilled within the organization and widely shared through data, demonstration or demand. The need for change must exceed its resistance. Shaping A Vision The desired outcome of change is clear, legitimate, widely understood and shared; the vision is shaped in behavioral terms. Mobilizing Commitment There is a strong commitment from constituents to invest in the change, make it work, and demand and receive management attention; Constituents agree to change their own actions and behaviors to support the change. Making Change Last Once change is started, it endures, and learnings are transferred throughout the organization. Change is integrated with other key initiatives; early wins are encouraged to build momentum for the change. Monitoring Progress Progress is real; benchmarks set and realized; indicators established to guarantee accountability. Changing Making sure that the management practices (Staffing, Development,
  10. 10. Setting Up for Success “Off to a Good S tart”
  11. 11. W is this Important? hy SU • A "good start" is essential to long-term success • Even straightforward projects must be "scoped" to ensure attention is focused on essential elements & deliverables • Effective teams are formed through deliberate actions, starting with clarification of roles, responsibilities and expectations Time Invested up-front Pays Rich R ewards ‘Down-Stream’ Go Slow To Go Fast!
  12. 12. W is the Outcome? hat SU • Clear roles, responsibilities and expectations for all parties (Sponsor, Team Leader, Team Members, CAP Coach, Others) • A well-defined scope of work for the project that all parties understand and are committed to achieving • An effective project execution structure and process
  13. 13. Setting Up for Success: Tools SU Project Definition SCOPE: • • • • Timing Organizations Involved Processes Involved Levels Involved GOALS: • Results / Target for Project • Measurements of Success R OLES: • What is Their Role? • Who Should be on Project Team? Project Definition Tools Bounding Tools: • • • • GRPI Includes / Excludes Process Focus (SIPOC / COPIS) In the Frame / Out of the Frame Alignment Test: • 15 words • Critical Success Factors Significance Test: • On the Screen
  14. 14. Project Scoping Tools SU In & Out of the Frame Used For: Creating a visual picture of the elements in “Scope” (frame) and out of “Scope” for the project 15-W ord Flip Chart Used For: – Developing a Project – Definition Statement 15-W F Chart ord lip In the F e /Out of the F e F Charts ram ram lip Draw a large square "picture frame" on a flip chart (or use tape on a wall) and use this metaphor to help the team identify what falls inside the picture of their project and what falls out. This may be in terms of type and extent of end results, people impacted, time frame, product lines, sites, etc. Each team member is given a flip chart page and marker. They must write, in 15 words or less, the project definition. Post all and check for agreement. Double check all fuzzy words by circling them and asking "What does it look like?" or "How will we know it when we have it?". P OJ CT R E DE INITION F P OJ CT R E DE INITION F P OJ CT R E DE INITION F
  15. 15. Leading Change L eading Change Creating a S hared Need S haping a Vision M obilizing Com itm m ent M aking Change L ast M onitoring P rogress CUR E S R NT TATE TR ANS ITION S TATE IM R P OVE S D TATE S ystem and S s tructures
  16. 16. W is this important? hy LC • Strong, committed leadership is critical to accelerating change at all levels. • Leadership impacts all other change elements. • Change Leadership is not a part-time activity.
  17. 17. W is the outcome? hat LC • Visible, active and public commitment/support. • Willingness to take personal initiative and challenge the status quo. • High levels of attention to the project through the time, passion and focus given to the project by leaders at all levels. • Leaders actively modeling CAP concepts, language and tools. Successful change initiatives require strong, committed Leadership throughout the entire project life-cycle
  18. 18. Leading Change Model LC FOCUS /AGENDA • Enroll Others • Facilitative Leadership Skills •W W in/ in Change TIME • Planning • Behavior: “W the talk” alk Skills ENERGY /PASSION • Personal involvement • Is "known for . . . " Tim e x Fo c us / A e nd a x Ene rg y / Pa s s io n = A ntio n g tte
  19. 19. Leadership Assessment Tools: LC Calendar Test (Time Audit) Used For: Stimulating thinking and team discussion about the degree of attention & commitment change leaders are modeling. 1. Identify 4-5 things you feel very strongly about (at home or work). 2. Check your calendar for the last 2-3 months to see what % of your time is spent on those things you say are important to you CAP Self-Assessment Used For: Assessing current capacity to show specific competencies in each of the seven core CAP processes. Change Acceleration Process Self-Assessment Leads change Creates a shared need Shapes a vision Mobilizes commitment Makes change last Monitors progress Changes systems & structures 1 2 3 4 1 2 3 4 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
  20. 20. Creating a Shared Need L eading Change Creating a S hared Need S haping a Vision M obilizing Com itm m ent M aking Change L ast M onitoring P rogress CUR E S R NT TATE TR ANS ITION S TATE IM R P OVE S D TATE S ystem and S s tructures
  21. 21. W is this Important? hy CSN • Forces any resistance or apathy to be addressed head-on. • Validates why the project is important and critical to do. • Builds the momentum needed to get the change initiative communicated and launched.
  22. 22. W is the Outcome? hat CSN • Awareness of the dissatisfaction with the current state. • A shared recognition, by both the team and key stakeholders, of the need and logic for change. • The ability to frame and communicate the need for change as a combination of threats and opportunities. Creating a Shared Need produces the ‘urgency’ to build momentum for acceptance of the change initiative
  23. 23. Creating a Shared Need Tools: CSN Threat /Opportunity Matrix Used For: Framing the need for change as a combination of thre a t & o p p o rtunity over the short and long term Threat If we don’t m ake this change Opportunity if we do m ake this change Three D’s Matrix Used For: – Building your case for change with evidence using data, demonstration & demand – Answers the question: “Can I prove it?” Types of Proof Data/Facts:    S hort Term Numbers / trends / statistics Graphs / Financials Benchmark / competitive data Demonstrate:    L ong Term Finding Examples Best Practices Visiting other Organizations / Panels/ Pilots/ Testimonials D emand:   Dynamic Leadership (Setting High Standards/ Accountability) Customers / Suppliers / Competition (Int. / Ext.) Examples
  24. 24. Shaping a Vision L eading Change Creating a S hared Need S haping a Vision M obilizing Com itm m ent M aking Change L ast M onitoring P rogress CUR E S R NT TATE TR ANS ITION S TATE IM R P OVE S D TATE S ystem and S s tructures
  25. 25. W is this important? hy SV • Visions paint a picture that appeals to the “head and heart” and answers the question, “Where are we heading?” • A clear statement about the future situation helps gain genuine commitment • An understandable vision helps establish the milestones to monitor progress and change systems & structures
  26. 26. W is the outcome? hat SV • A clear statement about the outcomes of the change • A view of the future state that is: – Customer focused – Not just one person’s dream – Challenging – Evolving, not static – Behavioral and actionable – Easy to understand Visions provide Direction and Motivation for Change
  27. 27. Shaping a Vision Tools: SV Key Phrases Exercise Used For: Involving all team members and capturing individual perspectives 1. Individually jot down key phrases that capture the essence of why the team exists. 2. Collect and collate into vision statement. 3. "Test" on customers, vendors, employees. 4. Modify as necessary. Backward Imaging Exercise Used For: Helping team members think about the future they are working to create 1. Imagine a point in the future when the project has been very successful. 2. Find words to describe what you would see, hear, feel as you observe key stakeholders functioning in the new, changed state. 3. Collate, debate, reach consensus on your vision statement, "test" on others & modify Sha re d Vis io ns c o m e fro m c o lle c tiv e e ffo rts tha t re fle c t ind iv id ua l p e rs p e c tiv e s
  28. 28. Focusing Vision on Behaviors: SV Bull's Eye Chart Exercise Used For: Developing a Vision that is stated in actionable, behavioral terms M aking a Vision Actionable Vision Mindset Behavior More of/ Less of Exercise Used For: Clarifying what the team expects from the new state in behavioral terms Vision _________________________ Be ha vio rs More of Less of • • • • • • • • • • Sta ting the Vis io n in a c tio na ble , be ha v io ra l te rm s he lp s the te a m g a in c o m m itm e nt a nd id e ntify s o urc e s o f re s is ta nc e
  29. 29. Elevator Speech W orksheet: SV 1. A “reality check” to ensure that team members see the project the same way. 2. To ensure that the team members spread a unified consistent message. " He re 's wha t o ur p ro je c t is a bo ut… ” " He re 's why it's im p o rta nt to d o … ” " He re 's wha t s uc c e s s will lo o k like … ” (Charter, Project Definition Tools) (Shared Need Tools) (Shaping a Vision Tools +Milestones) " He re 's wha t we ne e d fro m y o u… ” (Responsibilities, Commitments, Project Plans) " He re 's wha t y o u c a n c o unt o n fro m m e … ” (Commitments, Action, Follow-up) (Output may change by stakeholder – one size does not fit all)
  30. 30. Mobilizing Commitment L eading Change Creating a S hared Need S haping a Vision M obilizing Com itm m ent M aking Change L ast M onitoring P rogress CUR E S R NT TATE TR ANS ITION S TATE IM R P OVE S D TATE S ystem and S s tructures
  31. 31. W is this Important? hy MC • Understanding the key stakeholders whose support and commitment will “make or break” the change effort. • Key difference between success and failure.
  32. 32. W is the Outcome? hat MC • Coalition of committed stakeholders. • Identification of potential resistance and a strategy to overcome it. Mobilizing the Commitment of Key Stakeholders is Essential to the Success of the Change
  33. 33. Mobilizing Commitment Tools: MC Stakeholder Analysis For Change Used For: Identifying stakeholders and their current level of commitment to the change initiative Stakeholder Analysis for Change Names Strongly Against Moderately Against Neutral Moderately Strongly Supportive Supportive Technical-Political-Cultural Analysis Used For: Identifying, labeling and understanding sources of resistance Sources of Resistance Definition Causes of Resistance Examples Technical Political Cultural Pe o p le re s is t o r s up p o rt c ha ng e fo r a v a rie ty o f re a s o ns . Rating
  34. 34. CAP Toolkit: MC Threat vs. Opp. Threat vs. Opp. More of Less of More of Less of 3D Matrix 3D Matrix D D D Stakeholder Stakeholder Analysis Analysis -- - +/- + ++ Influencin Influencin g Strategy g Strategy Visioning Visioning Vision Mindset Behavior Elevator Speech Elevator Speech TPC Analysis TPC Analysis T P C
  35. 35. Systems and Structures L eading Change Creating a S hared Need S haping a Vision M obilizing Com itm m ent M aking Change L ast M onitoring P rogress CUR E S R NT TATE TR ANS ITION S TATE IM R P OVE S D TATE S ystem and S s tructures
  36. 36. W is this Important? hy CSS • Successful change often involves significant realignment and leveraging of the way we organize, communicate, measure, train, develop, reward, compensate, promote and other systems within the organization. • Desired new behaviors (More of …Less of …) are reinforced through consistent attention to organizational Systems & Structures.
  37. 37. W is the Outcome? hat CSS • Identification and utilization of key Systems & Structures that must be addressed to sustain project success. • Utilization of Systems & Structures Best Practices. • Alignment of Systems & Structures with desired behaviors. Identifying and re-aligning key Systems & Structures are necessary for successful, long-lasting change
  38. 38. Factors to Consider: CSS Staffing (Acquiring/placing talent) Development (Building competence/capability) Measures (Tracking performance) Rewards (Recognizing/rewarding desired behavior) Communication (Using information to build and sustain momentum) Organization Design (Organizing to support the change initiative) IT Systems (Utilizing IT technology to enable changes to be successful and sustained) Resource Allocation (Adjusting or planning for financial and other resources to support the change project)
  39. 39. Three Step Alignment Process CSS Vision Mindset 3. Creating future 3. Creating future Systems & Structures Systems & Structures Degree of Difficulty Behavior 2. Current Systems & 2. Current Systems & Structures Assessment Structures Assessment • 1. Identify Key Systems & 1. Identify Key Systems & Structures Structures • Identify the Key Stakeholder(s) of that S&S. Helping Which Systems & Structures Most Impact the New Behaviors? • What about the current S&S is He lp ing or Hind e ring us from achieving the desired state behaviors? • Hindering Actions Develop Influence Strategy/ Action plan. Time • What’s Missing? • Identify Characteristics of New Systems & Structures. • Determine Systems & Structures to Remove or Build. • Identify Who to Engage and Develop Influence Strategy.
  40. 40. Communication Planning Matrix: CSS Channel Announce the CAP Project Clarify the Vision Begin to Mobilize Commitment Begin to Monitor Progress Changing Systems & Structures W ritten: • • • • Newsletter Bulletin Board V.P. Memo etc. Spoken: One-on-many • All employees meeting • Weekly staff meeting • Operating managers meeting • Etc. Spoken: One -on-one Symbolic: • Offsite conference • Press conference • etc. Used For: Used For: –– Communication Strategy Communication Strategy (various Channels) (various Channels) Indicate those that are suitable Indicate those that are suitable for: for: –– Providing Information Providing Information –– Persuading Persuading –– Empowering Empowering Include: Include: –– Audience Audience –– Who Who –– When When –– Where Where
  41. 41. Making Change Last L eading Change Creating a S hared Need S haping a Vision M obilizing Com itm m ent M aking Change L ast M onitoring P rogress CUR E S R NT TATE TR ANS ITION S TATE IM R P OVE S D TATE S ystem and S s tructures
  42. 42. W is this Important? hy MCL • We often spend most available time on the launch of an initiative rather than its institutionalization • Every change initiative competes for time, resources and attention • To ensure that the new behaviors will not revert back to the old habits
  43. 43. W is the Outcome? hat MCL • Consistent, visible, tangible reinforcement of the change initiative • Integration of new initiative becomes the way we work • Changes to Systems and Structures enable the new behavior that supports the Vision Launching a Change is just the beginning. It must become the W of Life ay
  44. 44. Monitoring Progress L eading Change Creating a S hared Need S haping a Vision M obilizing Com itm m ent M aking Change L ast M onitoring P rogress CUR E S R NT TATE TR ANS ITION S TATE IM R P OVE S D TATE S ystem and S s tructures
  45. 45. W is this Important ? hy MP • An accurate measure of the CAP project provides focus, direction & momentum throughout the change process. • Corrective action can only occur if you know you're off track. • Monitoring Progress enhances your ability to reward key events and milestones.
  46. 46. W is the Outcome ? hat MP • Clarity and agreement on what the “acceptance” strategy looks like in measurable & observable terms. • Baseline data & milestone results of the change process tracked and widely communicated. • Increasing momentum as people see progress and results being realized. Measuring & tracking progress along the CAP elements demands ongoing attention by the team
  47. 47. Effective Change Equation QxA=E Q = Qualitative/Technical Solution A = Acceptance/Engagement E = Overall Effectiveness

Editor's Notes

  • Change Acceleration Process (CAP)
    CAP is a proprietary process developed by GE to be used within our businesses and shared with key strategic partners around the world.
  • A Continuing Journey…
    In 1992, GE Chairman &amp; CEO Jack Welch wanted to put in place a framework to accelerate the pace of change as a competitive advantage vs. just managing change: &quot; the future is coming faster than we can predict it.” He felt that we could not just manage change. We had to actually go faster, get out in front of change in order to drive and get the competitive advantage.
    A group of consultants/experts were hired and “locked“ in a Crotonville conference room to build a framework or process for change. They looked at personal change, weight loss, business/organizational change, historic change, etc…
    The consultants were concerned that what they had designed wasn’t “new and improved” enough. They reported to Jack and he commented:
    &quot;That’s the problem … what you are missing is that this may be common sense but not common practice. We don’t do these steps every time, we skip steps and wonder what happened&quot;
    To date there hadn&apos;t been a good process documented.
    CAP was not the first step in the journey, nor was it the last. CAP represents a key stone in a solid foundation of ongoing cultural change.
    CAP cannot and does not stand alone. To be effective, CAP requires the mindset and behaviors inherent to Work-Out and the other initiatives. Without that environment, CAP is only a set of tools and exercises that will frustrate leaders and followers alike.
  • The Research
    Solid technical solutions were found both in successful and most unsuccessful changes! Having the right solution did not seem to determine the success of the change.
    What could be the differentiating factor?
  • Your Change Experiences
    Key Factors Differentiating Successful Change Efforts
    ________________________________________________________________________________
    ________________________________________________________________________________
    ________________________________________________________________________________
    ________________________________________________________________________________
    ________________________________________________________________________________
  • The Change Effectiveness Equation
    This basic equation illustrate the powerful message uncovered by the CAP development team.
    Having an effective solution is not enough! You must develop acceptance among those leading and affected by the change.
    Key Points
    Good solutions to a problem do not guarantee successful implementation.
    People are the key to success or failure in achieving successful change. It is said that 75% of all change efforts fail (Bullet Point Magazine March 96) as do 50-75 % of re engineering projects.
    If addressing a problem involves changing the way people do things, people’s actions have to be part of the solution.
    Organizations are collections of people…there is no output, $’s, product, service without them. CAP helps us with People Acceptance of a Change, because change IS personal and Resistance IS expected. Human Beings tend to be resistant to change and can initially view it as a loss. We are creatures of habit…we want things to get better as long as everything stays the same. I’m okay with Change as long as its about you and your group…when it impacts me… resistance shows up. Remember our good friend Dilbert ….”Change is good ! YOU go First !”
    Not everything that counts can be counted. Not everything that can be counted, counts. –Albert Einstein
  • Linking Strategies Together:
    Match the activity or initiative with the type of strategy (T or C).
    Six Sigma
    Work-Out
    Communications
    Problem Solving
    Facilitation Skills
    Team Building
  • What is CAP? - The Basics
    Checklist:
    ________________________________________________________________________________
    Non-Linear Model:
    ________________________________________________________________________________
    Influencing Others:
    ________________________________________________________________________________
    Behavioral Change:
    ________________________________________________________________________________
    ________________________________________________________________________________
  • The Three States of Change:
    ________________________________________________________________________________
    ________________________________________________________________________________
    ________________________________________________________________________________
    The Seven CAP Processes:
    ________________________________________________________________________________
    ________________________________________________________________________________
    ________________________________________________________________________________
    ________________________________________________________________________________
    ________________________________________________________________________________
    ________________________________________________________________________________
    ________________________________________________________________________________
  • Setting Up for Success
    In this segment, we will establish change teams and get them started on a project that will be used throughout the program to practice tools and skills.
  • Scope:
    ________________________________________________________________________________
    Goals:
    ________________________________________________________________________________
    Roles:
    ________________________________________________________________________________
    Bounding:
    ________________________________________________________________________________
    Alignment:
    ________________________________________________________________________________
    Significance:
    ________________________________________________________________________________
  • Project Scoping
    We need clarity on what is and is not a part of the project as well as alignment of the perspectives of all team members.
  • Leading Change
    Pervasive through the stages of change, Leading Change is the first process we will look at. Remember that in real-life, the processes are not linear (one always following the other) and that you may need to start in different processes on different projects.
  • Exercise:
    Identify examples of leaders exhibiting these skills/behaviors.
    Time
    ________________________________________________________________________________
    ________________________________________________________________________________
    Energy / Passion
    ________________________________________________________________________________
    ________________________________________________________________________________
    Focus / Agenda
    ________________________________________________________________________________
    ________________________________________________________________________________
  • Leadership Assessment Tools
    How are we as leaders doing with meeting our commitments and managing our behaviors?
  • Creating a Shared Need
    Important early and then throughout the change process, Creating a Shared Need addresses resistance and links people personally and professionally to the change.
  • Creating a Shared Need – Tools:
    Why should we change?
    How will we communicate or prove our case to different?
  • Shaping a Vision
    Where are we going?
    What will it look like when we get there?
    What mindsets and behaviors will demonstrate that we’ve arrived?
  • Shaping a Vision – Tools:
    The first step is to create or articulate the vision…
  • Shaping a Vision – Tools:
    The second step is to “behavioralize” the vision…
    A shared vision is more than a flowery statement of a future state. It defines how people will act and perform when they are aligned with the vision. The Vision needs to be “behavioralized”, translated into actions and behaviors.
    “A Different Kind of Car Company”
    What does it look like?
    How do people “live” and demonstrate the vision?
    “Imagination at Work”
    ________________________________________________________________________________
    ________________________________________________________________________________
    ________________________________________________________________________________
    ________________________________________________________________________________
  • What our project is about:
    ________________________________________________________________________________
    Why it is important to do:
    ________________________________________________________________________________
    What success will look like:
    ________________________________________________________________________________
    What we need from others:
    ________________________________________________________________________________
    What you can count on from me:
    ________________________________________________________________________________
  • Mobilizing Commitment
    The heart of facilitating change is engaging people in the change. In this section we will examine some tools and processes for engaging stakeholders and those affected by the change.
  • Mobilizing Commitment – Tools:
    Who are the critical stakeholders and what is their current level of support?
    What key sources of resistance might influence our constituency?
  • CAP Toolkit
    Use a full range of tools to facilitate your influence strategy.
  • Systems and Structures
    How do we weave the change into the very fabric of our business processes and culture?
  • Factors:
    These categories represent most of the infrastructure of the business.
    Are these systems and processes aligned with the change, or might they conflict?
    What adjustments will be necessary to assure system wide support?
  • Planning Matrix:
    Override the “grapevine” with timely, accurate and honest information. Even bad news is better than no news.
    Make time to listen as well!
  • Making Change Last
    How do we sustain the momentum of the change past the initial project launch?
  • Monitoring Progress:
    What gets measured gets done!
    How will we monitor the progress of our project to ensure that it stays on track?
  • The Change Effectiveness Equation
    This basic equation illustrate the powerful message uncovered by the CAP development team.
    Having an effective solution is not enough! You must develop acceptance among those leading and affected by the change.
    Key Points
    Good solutions to a problem do not guarantee successful implementation.
    People are the key to success or failure in achieving successful change. It is said that 75% of all change efforts fail (Bullet Point Magazine March 96) as do 50-75 % of re engineering projects.
    If addressing a problem involves changing the way people do things, people’s actions have to be part of the solution.
    Organizations are collections of people…there is no output, $’s, product, service without them. CAP helps us with People Acceptance of a Change, because change IS personal and Resistance IS expected. Human Beings tend to be resistant to change and can initially view it as a loss. We are creatures of habit…we want things to get better as long as everything stays the same. I’m okay with Change as long as its about you and your group…when it impacts me… resistance shows up. Remember our good friend Dilbert ….”Change is good ! YOU go First !”
    Not everything that counts can be counted. Not everything that can be counted, counts. –Albert Einstein
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