Getting Clear on Change Management Purpose

© Prosci Inc. All rights reserved.
Getting Clear
on Why We’re Here
www.prosci.com | +1-970-203-9332
Tim Creasey, Chief Innovation Officer
tcreasey@prosci.com @timcreasey
www.linkedin.com/in/timcreasey/
Research | Methodology | Training | Advisory Services
June 17, 2016
1

Getting
Clear
On Why
We’re Here
Understanding
(common, shared)
Alignment
Anchor
(for decisions)
Platform
(for integration
and collaboration)
For CM
Across disciplines
On initiatives
As a high-impact
professional
2

For me the greatest beauty
always lies in the greatest clarity.
Gotthold Ephraim Lessing
3

Getting
Clear
On Why
We’re Here
Understanding
(common, shared)
Alignment
Anchor
(for decisions)
Platform
(for integration
and collaboration)
For CM
Across disciplines
On initiatives
As a high-impact
professional
4

More important than the quest for
certainty is the quest for clarity.
Francois Gautier
5

The Easter Bunny Paradox
10ft
8ft
6ft
4ft
2ft
6

POLL: How big was the “real” Easter Bunny?
7

This is not just a case of
to-may-toes / to-mah-toes
8

“So, lets talk about our
culture change project.”
9

Alignment is the necessary
condition before empowering
the individual will empower
the whole team.
Empowering the individual
when there is a relatively low
level of alignment worsens the
chaos and makes managing
the team even more difficult.
Peter Senge
10

POLL: How often do you experience a lack of alignment
and common understanding?
11

Anchor for decisions
• Picture of anchor
Anchor for decisions
12

Platform for integration
• Picture of complex roads?
• Other integration picture
Platform for integration
and collaboration
13

There is no time
more valuable
than a moment
of clarity.
Linda Poindexter
14

Getting
Clear
On Why
We’re Here
Understanding
(common, shared)
Alignment
Anchor
(for decisions)
Platform
(for integration
and collaboration)
For CM
Across disciplines
On initiatives
As a high-impact
professional
Consequences
of not
“getting clear”
15

POLL: Words describing the consequences of not
"getting clear"
16

A lack of clarity could put the brakes
on any journey to success.
Steve Maraboli
17

When you have clarity of intention,
the universe conspires with you
to make it happen.
Fabienne Fredrickson
18

Getting
Clear
On Why
We’re Here
Understanding
(common, shared)
Alignment
Anchor
(for decisions)
Platform
(for integration
and collaboration)
For CM
Across disciplines
On initiatives
As a high-impact
professional
19

Getting
Clear
On Why
We’re Here
Understanding
(common, shared)
Alignment
Anchor
(for decisions)
Platform
(for integration
and collaboration)
For CM
Across disciplines
On initiatives
As a high-impact
professional
Why-s are
everywhere
these days
© 2013 Simon Sinek, Inc.
www.startwithwhy.com
Simon Sinek’s
Golden Circle
Purpose-Driven
Organizations
20

Getting
Clear
On Why
We’re Here
Understanding
(common, shared)
Alignment
Anchor
(for decisions)
Platform
(for integration
and collaboration)
For CM
Across disciplines
On initiatives
As a high-impact
professional
“Why
We’re Here”
is our
Purpose
To ____
By ____
21

Getting
Clear
On Why
We’re Here
Understanding
(common, shared)
Alignment
Anchor
(for decisions)
Platform
(for integration
and collaboration)
For CM
Across disciplines
On initiatives
As a high-impact
professional
22

The discipline
Change
Management
The purpose
To…
Improve the performance
of the organization in times
of change
By…
supporting impacted
employees who must
change how they do their
jobs as part of the change
23

POLL: Write your TO/BY purpose statement for:
change management
24

The achievements
of an organization
are the results of
the combined
effort of each
individual.
Vince Lombardi
25

Current Transition Future
TC
C C C C C
C C C C C
C C C C
C C C C C
C C C C C
T T T
T T T T
T T T
T T T T
T T T
F F
F F F
F
F
F
T
T
F
F
F
Made up of individual changes
Organizational change
26

Value
Management
Change
Management
Catalyzing
individual transitions
to deliver
organizational results
Change Management
CHānj ‘manijmǝnt
27

Change management:
Preparing, equipping
and supporting individuals
through the change journeys
they experience as
part of your institution
28

M T W R F
An email on Monday
for training on Tuesday
for launch on Wednesday
is NOT the way to prepare
and equip individuals to
successfully change
29

Change management:
Capturing the portion of change
value that depends on people
changing how they do their jobs
30

Gartner BPM Summit
Dec 12, 2014
Prosci Webinar
Feb 11, 2015
31

Getting
Clear
On Why
We’re Here
Understanding
(common, shared)
Alignment
Anchor
(for decisions)
Platform
(for integration
and collaboration)
For CM
Across disciplines
On initiatives
As a high-impact
professional
32

Change Ecosystem
Strategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Org Development
Leadership Development
Talent/Human Capital
Communication
Engagement
Project Management
Change Management
Transformation
Benefit Realization
33

The discipline
Change
Management
The purpose
To…
of the organization in times
of change
By…
supporting impacted
employees who much
change how they do their
jobs as part of the change
34

The discipline
Transformation
The purpose
To…
of the organization
By…
Not just changing how we
do something, but changing
what we do
35

transformation
36

The discipline
Organization
Development
The purpose
To…
of the organization
By…
Utilizing a process of planned
intervention(s) at a systemic
level conducted in accordance
with key values so the
organization and its members
learn and develop
37

The discipline
Project
Management
The purpose
To…
of the organization
By…
Effectively managing the
sequence of activities, time,
scope, and cost while
implementing a change
effort or initiative
38

The discipline
Innovation
The purpose
To…
of the organization
By…
Unlocking the breakthrough
potential of the organization
39

The discipline
Benefit
Realization
The purpose
To…
of the organization
By…
Actively defining, measuring,
and tracking the concrete
expected outcomes in times
of change
40

benefit realization
41

The discipline
Lean Six Sigma
The purpose
To…
of the organization
By…
Systematically eliminating
waste and process variation
from the organization
42

The discipline
Talent/
Human Capital
The purpose
To…
of the organization
By…
Improving and honing the
skills, experience, and
expertise of the people that
make up the organization
43

The discipline
Engagement
The purpose
To…
of the organization
By…
Empowering employees to
take a greater role in
organizational direction and
the changes happening
around them
44

The discipline
Strategy
Execution
The purpose
To…
of the organization
By…
Levering the processes,
systems and resources to
effectively steer the direction
of the organization
45

“We’re on the same team!”
Team Improve Outcomes
46

Anchor Platform
“We’re on the same team!”
47

Change Ecosystem
Strategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Org Development
Talent/Human CapitalEngagement
Project Management
Transformation
Benefit Realization
Communication
Change Management
48

Change Ecosystem
Strategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Talent/Human CapitalEngagement
Transformation
Communication
Org Development
Project Management
Change Management
Benefit RealizationA few of my
recent examples
49

Creasey, Jamieson, Rothwell, Severini
4th edition of Practicing Organization Development
Organization
Development
Change
Management
Overlap:
1. Focuses on the human dynamics
within the organization
2. Recognize the critical nature of the
individual employee in the
performance and improvement of the
organization
3. Focuses on improving organizational
effectiveness, supporting Return on
Investment (ROI) of change initiatives
and increasing the alignment between
employee behaviors and strategic
imperatives
More often project application – taking an
“catalyzing individual employee change”
approach, involved in implementation and
taking a delivery approach
More often a whole system application –
taking an open systems thinking
approach, involved earlier in the change
lifecycle and defining opportunities
More focused on “how to
catalyze individual employees
in changing how they do their
jobs” as the building block of
successful change
More focused on “how the
system functions” as the
building block of successful
change and how people get
along and work together
effectively on an interpersonal
level in the change process
More focused on applying structured
approaches to facilitate individual
adoption of changes to an employee’s
processes, workflows and behaviors in
specific initiative execution, e.g. through
targeted assessments, processes, tools, etc.
More focused on designing interventions
to modify higher order organizational
components, e.g. organization structures,
systems, processes and relationships
OD and CM: Overlap and Dimensions of Difference
Example: CM and OD
50

Example: CM and PM
CM/PM Integration Opportunities
Integrate
in action
Integrate in
methodology
Conversant
51

Value Management
Change Management
Value Discovery Value Enablement Value Realization
Phase 1: Preparing Phase 2: Managing Phase 3: Reinforcing
• Solution Definition
• Value Measurements
• Value Communications
• Value Proposition
• Planning and Design
• Risk Management
• Portfolio Management
• Change Management
• Auditing and Reporting
• Metrics
• Sustainment
A D K A R
• Readiness Assessment
• Risk Profile
• Strategy
• Communication Plan
• Sponsor Roadmap
• Coaching Plan
• Training Plan
• Resistance Management
• Compliance
• Feedback
• Sustainment
Example: CM and Benefit Realization/Value Management
52

Example: CM and Cloud/XaaS
In this new environment, renewal is
based on value realization which
depends on adoption and usage.
Failing to drive adoption and usage
has economic consequences for
vendors who now rely on renewal.
Solution
Adopted
and Used
Value
Realized
Solution
Renewed
Change Management and
Cloud/XaaS
Problem
Identified
Solution
Configured/
Developed
Solution
Deployed
53

Breakthroughs often occur along the frontiers
where disciplines rub against one another. While
it can feel like conflict at first, the friction of two
disciplines is often the spark of innovation.
Tim Creasey
54

Change Ecosystem
Strategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Org Development
Talent/Human Capital
Communication
Engagement
Project Management
Change Management
Transformation
Benefit Realization
55

POLL: Which Frontiers are in you interested in exploring…
56

Getting
Clear
On Why
We’re Here
Understanding
(common, shared)
Alignment
Anchor
(for decisions)
Platform
(for integration
and collaboration)
For CM
Across disciplines
On initiatives
As a high-impact
professional
57

The effort
Project A
Program B
Initiative C
Transformation D
The purpose
To…
Install the change on time,
on budget and meeting
technical requirements
58

The effort
Project A
Program B
Initiative C
Transformation D
The purpose
To…
of the organization
By…
Generating specific
Organizational Benefits
by delivering on specific
Project Objectives
59

What is
your
finish line?
60

What is your finish line?
Requirements Results
Outputs Outcomes
Specifications Sustainment
Installation Realization
Solutions Benefits 61

Change
Management
62

POLL: How clearly are benefits and objectives defined on
the efforts you support?
63

If you don't
know where
you are going,
you might
wind up
someplace else.
Yogi Berra
64

Definition of Goals and Objectives
Drives Results
Poorly
Defined
Goals and
Objectives
Adequately
Defined
Well
Defined
Very
Well
Defined
= met objectives= exceeded objectives
65

The “Why We’re Here” for a
change effort is the foundation
upon which successful change is built66

Getting
Clear
On Why
We’re Here
Understanding
(common, shared)
Alignment
Anchor
(for decisions)
Platform
(for integration
and collaboration)
For CM
Across disciplines
On initiatives
As a high-impact
professional
67

My role
High-Impact
Professional
The purpose
To…
Be a catalyst of
successful change
in my organization
By…
Bringing to bear all of
my skills, experience
and expertise
68

Urban
Legend?
Chances
for Impact
69

If not us, then who?
If not now, then when?
John Lewis
70

What, would you say,
we are actually trying
to achieve here?
<insert your picture>
Ask the hard questions
71

Sustainment
Activity
Phase 1
Activity
Activity
Activity
Activity
Phase 2
Activity
Activity
Activity
Activity
Activity
Phase 3
Activity
Activity
Activity
Activity
Activity
LAUNCH/
GO-LIVE
Extend time horizons
72

Stand in the future
What does “done” look like?
How will we know when we get there?
73

Work to give the gift or clarity
74

Without change there is no innovation,
creativity or incentive for improvement.
Those who initiate change will have a
better opportunity to manage the
change that is inevitable.
William Pollard
75

I’LL BE BACK
76

Getting
Clear
On Why
We’re Here
Understanding
(common, shared)
Alignment
Anchor
(for decisions)
Platform
(for integration
and collaboration)
For CM
Across disciplines
On initiatives
As a high-impact
professional
77

Prosci Solution
Delivering organizational results by
catalyzing individual transitions
http://www.prosci.com | http://blog.prosci.com
changemanagement@prosci.com
Build individual change competencies
Apply change management on initiatives
Embed organizational change capability
http://www.prosci.com
solutions@prosci.com
78
www.linkedin.com/in/timcreasey

Getting Clear on Change Management Purpose

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