Bpug conference november 2012


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Bpug conference november 2012

  1. 1. Give your organisationthe ability to achieveresults and realisebenefits 1
  2. 2. Old world/New world TimeCo y t st ali Qu © Maven Training Ltd 2012
  3. 3. Change is a core competency  IBM 2012 Global CEO Study IBM 2010 Global CEO Study:
  4. 4. Change is a core competencyCIPD Learning and Talent Development Survey 2012
  5. 5. Change is a core competency How effective is your organization at each of the following areas? 1. Achieving the desired operational goals from change from Achieving the desired operational goals 43% initiatives change initiatives 2. Improving organizational financial performance through Improving organizational financial performance through change initiatives 43% change initiatives 3. Identifying the changes that are necessary to necessary to be Identifying the changes that are be successful 43% successful 4. Changing at the right pace Changing at the right pace 35% 5. Sustaining the positive impactpositive impact fromat least for Sustaining the from changes for changes five years at least five years 31% Note: Percentages indicate the number of respondents indicating “effective” or “highly effective” in these areas.How Top Companies Create Clarity, Confidence and Community to BuildSustainable Performance – Towers Watson May 2011
  6. 6. Change is a core competencyMckinsey survey 2000+ firms – March 2010 Actions taken by the companies where respondents state they were “very/extremely successful” in reaching the transformation’s targets: ◦ Leaders ensured that frontline staff felt ownership for the change. ◦ Roles and responsibilities were clear, so people felt accountable for delivering results. ◦ The organization was engaged and energized through ongoing communications and involvement. ◦ Our best talent was deployed to carry out the most critical parts of the transformation. ◦ Leaders role-modelled the desired changes.
  7. 7. Broadening best practice1969 1972 2004 2011 © Maven Training Ltd 2012
  8. 8. Broadening best practice © Maven Training Ltd 2012
  9. 9. Integrating two worldsProject lifecycle Change lifecycle Deliverables Productivity / Efficiency /Customer service Time © Maven Training Ltd 2012
  10. 10. Critical success factors Structured approach ◦ Coverage of the change activities includes all processes and functions impacted by the change ◦ Change readiness tracked by team/function Self determination ◦ Breadth of participation activities offered to those impacted by change ◦ Level of involvement and participation by team/function/management level ◦ Time made available to participate in change activities
  11. 11. Failure to engage User is too busy with ‘business as usual’ to engage with the Project Team Project team continue to build deliverables despite the vacuum Users become involved as the project nears its end date, requesting amendments and changes to the deliverables Project exceeds its scheduled ‘go live’ date Users do not embed the deliverables into approach, so continue to use a mixture of new deliverables and old processes Project costs not exceeded by realised benefits
  12. 12. Activity What is the biggest change that you will need to make to improve your business value in this new world? ◦ Do things differently ◦ Learn something new ◦ Work with different people
  13. 13. Vision for the CMOPortfolio/Programme Office (P3O definition)Support the definition and delivery of a portfolio of programmes and projects within a department, division, geographical region or business unit.Change Management Office (Maven definition)Provide the organisation with a focal point for governing, structuring and implementing change initiatives, ensuring each is delivered effectively through the application of a consistent methodology and performance metrics.
  14. 14. Answers from the CMO Are the changes planned and underway capable of achieving the strategic objectives? What other initiatives should be added to fill any gaps between strategic ambition and current changes? What initiatives are failing to deliver expected improvements? Should they be prematurely terminated or a task force be assigned to their repair? How can we filter initiatives at the ideas stage to prevent authorisation of the wrong‘ initiatives What steps in the decision making process can we remove or amend to increase the speed of decision making?
  15. 15. Activity Who are the sponsors of a CMO and what do they need to know from the CMO? Who are the customers of a CMO and what support do they need? What are the key elements of the methods and processes that the CMO adheres to? What key metrics should the CMO be tracking regarding change initiatives What behaviour changes should the CMO be encouraging in the project community and the business as a whole?
  16. 16. ConclusionChange must be incorporated in our best practice: Change awareness – understanding the components of change and the cultural factors that lead to an environment where change is normal Change readiness – understanding the extent to which these components are currently deployed Change capability – building an organisation that is accomplished in deploying these components to achieve its strategic objectives Change effectiveness – speed at which an organisation realises the benefits from change, the level of engagement and participation with change and minimum levels of resistance to change
  17. 17. Additional resourcesThe purpose of a Change Management Office http://www.maventraining.co.uk/media/06/1206-the-purProject Management becomes mainstream http://www.maventraining.co.uk/media/72/1572-project
  18. 18. For more information E: info@maventraining.co.uk T: 020 7403 7100 www.maventraining.co.uk Facebook: MavenTraining Linkedin: Melanie Franklin SlideShare: Maven YouTube: MaventrainingLtd Scribd: MavenTraining Twitter: @MavenMelanie @Maventraining