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How to successfully deliver business change

The document summarizes a presentation on successfully delivering business change. It discusses six key factors for change success: 1) having a clear vision and strategy with well-defined benefits, 2) strong leadership and sponsorship, 3) following a well-structured change approach, 4) understanding and engaging stakeholders, 5) building a capable change team, and 6) measuring change success. Attendees will break into groups to discuss two of the factors in more depth and share experiences and lessons learned. The goal is to help organizations improve their ability to manage change.

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How	
  to	
  successfully	
  deliver	
  
business	
  change	
  
Elisabeth	
  Goodman	
  
with	
  Joanne	
  Bradshaw	
  
South	
  Wales	
  
West	
  of	
  England	
  
Branch	
  
	
  
29th	
  September	
  2016,	
  Bristol	
  
The	
  Enabling	
  Change	
  SIG	
  
Our	
  theme	
  for	
  today	
  and	
  how	
  we	
  
will	
  explore	
  it..	
  
Business change projects are some of the most challenging
to deliver successfully.
We are developing a guide that introduces what change
management is and how it relates to project, programme and
portfolio management.
We have identified six factors for success, or themes.
Our keynote speaker, overview of the six themes, break-out
and ‘wash-up’ session will explore and gain your input on
these themes.
Today’s agenda
§  Welcome and overview of the SIG
§  Keynote speaker: Joanne Bradshaw
§  Overview of the six themes
§  Break out groups (with lunch break)
§  Feedback and wrap-up
§  Close (3.45 pm)
Speaker	
  Profile:	
  	
  
Elisabeth	
  Goodman	
  
•  	
  25 yrs Pharma R&D
(Information Management plus..)
•  Now trainer, coach, facilitator,
consultant and author
•  Creating exceptional managers and teams
•  Change management, lean and six sigma,
knowledge management, personality tools (MBTI, Belbin, NLP)
Giving	
  people	
  the	
  resources	
  to	
  be	
  and	
  to	
  create	
  
navigators	
  rather	
  than	
  vic4ms	
  of	
  change	
  
APM	
  
Enabling Change SIG – Membership, Communications, Events Lead
The	
  Enabling	
  Change	
  SIG’s	
  mission	
  
To‘improve the change capability of
organisations, teams and individuals’
5
Enabling Change SIG Structure
Themes	
  
PracQQoner	
  Groups	
  
=	
  ‘CommuniQes	
  of	
  PracQce”	
  with	
  experts	
  /	
  pracQQoners	
  
Events, Membership &
Communications
Methods & Standards
17+ documented on our
website
Collabora(on	
  –	
  External	
  (Open	
  
University,	
  BriQsh	
  Computer	
  
Society,	
  C4CM)	
  
Innovation (Research, L&D,
Software)
Current research on factor
and measures for success
Collabora(on	
  –	
  Internal	
  (SIG’s,	
  
Branches)	
  
e.g.	
  joint	
  events	
  and	
  
publicaQons	
  
Transport
FinancialServices
PublicServices
Change	
  
Community	
  
6	
  

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How to successfully deliver business change

  • 1. How  to  successfully  deliver   business  change   Elisabeth  Goodman   with  Joanne  Bradshaw   South  Wales   West  of  England   Branch     29th  September  2016,  Bristol   The  Enabling  Change  SIG  
  • 2. Our  theme  for  today  and  how  we   will  explore  it..   Business change projects are some of the most challenging to deliver successfully. We are developing a guide that introduces what change management is and how it relates to project, programme and portfolio management. We have identified six factors for success, or themes. Our keynote speaker, overview of the six themes, break-out and ‘wash-up’ session will explore and gain your input on these themes.
  • 3. Today’s agenda §  Welcome and overview of the SIG §  Keynote speaker: Joanne Bradshaw §  Overview of the six themes §  Break out groups (with lunch break) §  Feedback and wrap-up §  Close (3.45 pm)
  • 4. Speaker  Profile:     Elisabeth  Goodman   •   25 yrs Pharma R&D (Information Management plus..) •  Now trainer, coach, facilitator, consultant and author •  Creating exceptional managers and teams •  Change management, lean and six sigma, knowledge management, personality tools (MBTI, Belbin, NLP) Giving  people  the  resources  to  be  and  to  create   navigators  rather  than  vic4ms  of  change   APM   Enabling Change SIG – Membership, Communications, Events Lead
  • 5. The  Enabling  Change  SIG’s  mission   To‘improve the change capability of organisations, teams and individuals’ 5
  • 6. Enabling Change SIG Structure Themes   PracQQoner  Groups   =  ‘CommuniQes  of  PracQce”  with  experts  /  pracQQoners   Events, Membership & Communications Methods & Standards 17+ documented on our website Collabora(on  –  External  (Open   University,  BriQsh  Computer   Society,  C4CM)   Innovation (Research, L&D, Software) Current research on factor and measures for success Collabora(on  –  Internal  (SIG’s,   Branches)   e.g.  joint  events  and   publicaQons   Transport FinancialServices PublicServices Change   Community   6  
  • 7. The  Methods  so  far…   Guiding Framework Structured Process Organisational Capability ACMP Standard for Change Management AIM Methodology CHAMPS2 E-Change Change Delta Framework The Change Leaders Roadmap CMI Body of Knowledge & Maturity Model Bridges Transition Model Kotter 8 Step Process for Leading Change The Change Curve Lewin’s 3 Stages of Change Managing Successful Programmes (MSP) PMI’s Change Management Method Pritchett’s Change Management Model PROSCI’s ADKAR Model Viral Change LaMarsh’s Managed Change Model
  • 8. Introductory Guide to Managing Change Target audience 1.  Those directing and sponsoring change 2.  Programme and project managers – managing change and transformation 3.  Project professionals working in a change management environment 4.  Experienced change practitioners Goals 1.  Overview of key aspects in relation to their role 2.  Accessible introduction and starting point for those who are less experienced 3.  Helps raise awareness of language and concepts involved 4.  A vehicle for dialogue and buy-in from less experienced stakeholders
  • 9. Introductory Guide to Managing Change – contents: 1.  Purpose 2.  Introduction 3.  What is change management? 4.  How does change management relate to project, programme and portfolio management? 5.  Key factors in successful change 6.  How do we measure change success? 7.  Guidance on the application of change management methodologies 8.  Resources 9.  Reference
  • 10. Joanne Bradshaw Joanne is a senior civil servant in the Department for Work and Pensions and is currently the programme director for the Fraud, Error and Debt (FED) programme. The FED programme is included within the Government’s Major Projects Portfolio, and includes a number of technology, digital and business transformation projects. Joanne is also the Head of the DWP project delivery profession and leads the department’s digital academy. Before joining DWP, Joanne worked in the Home Office leading the delivery of shared service, civil registration and immigration transformation projects. Earlier in her career she held a number of operational roles in the UK Immigration Service both in the UK and overseas. Joanne holds an MSc in Project and Programme Management and is a graduate of the Major Projects Leadership Academy.
  • 12. ABOUT ME ! •  Role •  DWP Fraud, Error & Debt Programme Director •  Head of DWP Project Delivery Profession •  Experience •  Technology, digital & organisational transformation projects within government •  Professional Development •  MSc Project & Programme Management •  Major Projects Leadership Academy 12
  • 13. STRUCTURE OF PRESENTATION •  What is ‘business change’ •  Organisational context •  Learning from experience – change success factors •  Questions / discussion 13
  • 14. WHAT IS ‘BUSINESS CHANGE’ ? •  TRANSFORMATION •  People, processes, structures, culture •  Benefits & organisational success 14
  • 15. ORGANISATIONAL LANDSCAPE 15 DWP provides welfare services to around 22 million customers We provide these services to: •  Working age - mainly out of work benefits, with in-work support growing with Universal Credit. •  Pensioners - State Pension, Pension Credit, Winter Fuel Payments. •  Disabled and carers (all ages) - DLA, PIP, AA, CA. •  DWP does not only administer benefits, but provides support to claimants, for instance by: •  Helping them find work through the Jobcentre offer. •  Helping claimants find work or move closer to the labour market through contracted provision (Work Choice, Work Programme, Fit for Work, Access to Work).
  • 16. ORGANISATIONAL LANDSCAPE 16 DWP expenditure was £177bn in 2015/16 •  This represents: •  23% of public sector expenditure •  9% of GDP •  Equivalent to the GDP of the world’s 40th largest economy •  The Department currently has around 78,000 FTE staff and 850 buildings. •  The Department is delivering some of the biggest transformation projects in government.
  • 17. FRAUD & ERROR IN THE BENEFITS SYSTEM 17 Breakdown of benefit overpayments (2015/16) Fraud – The claimant knowingly provided false information or failed to provide information on time knowing they would receive benefits they were not entitled to. Claimant Error – The claimant mistakenly provided inaccurate or incomplete information or failed to provide timeous information. Official Error – The department failed to action information provided to us on time meaning the benefit paid was incorrect. The rate of fraud and error in DWP has fallen from 2.2% to 1.8% since 2010. Taking debt recovery into consideration against gross overpayments gives a net loss to the taxpayer of 1.2% (£2.1bn) of expenditure.
  • 18. FED PROGRAMME LANDSCAPE 18 Single Fraud Investigation Service Wider Use of Real Time Information Payment Deductions Report Benefit Fraud Fraud & Error Case Management Digital Debt Management Bulk Data Matching Joint Working with Public Sector Partners Data Trials
  • 19. Learning from Experience Change Success Factors 19
  • 20. CLEAR VISION OF THE FUTURE 20 •  *Future, Engage, Deliver……… •  Link to organisational strategy •  Articulate benefits & perspectives of success * Ref: Steve Radcliffe
  • 21. 21
  • 22. MAKE THE VISION PERSONAL 22
  • 23. STRONG LEADERSHIP & SPONSORSHIP 23 •  Senior accountability & buy-in. •  Understand strengths of leadership team.
  • 24. INTEGRATED PROJECT DELIVERY 24 •  Embed ‘change’ mechanisms into project lifecycle. •  Agile & Digital projects almost always need ‘change’ expertise.
  • 25. STAKEHOLDER RELATIONSHIPS 25 •  Future, Engage, Deliver ……. ‘relationships big enough to do the job’ •  One size doesn’t fit all. •  Engagement and communication approach.
  • 26. TEAM STRUCTURE, CULTURE & CAPABILITY 26 •  Clearly defined roles & responsibilities. •  Collaboration. •  Right balance between technical & ‘soft’ skills.
  • 27. MEASURING SUCCESS 27 •  Benefits management – outcomes. •  Feedback, pulse surveys – open communication channels.
  • 28. SUMMARY 28 Successful business change needs to be underpinned by:- ü  A clear vision of the future that is articulated at both an individual and organisational level. ü  Senior buy-in & a ‘balanced’ leadership team. ü  Business change processes that are embedded in the project delivery lifecycle – they are not an optional extra. ü  Engagement, communications and ‘big’ stakeholder relationships. ü  A team based culture where the softer dimensions of project delivery are recognised and valued. ü  Mechanisms to define, measure and monitor success. These dimensions of business change all need to operate in harmony to maximise success
  • 29. ANY QUESTIONS ??? 29 Keep in touch ! @jobrad1
  • 30. Our working list of key factors for successful change a.  Formulate a clear vision and strategy, supported by well- defined benefits b.  Ensure strong leadership and sponsorship c.  Define and follow a well-structured approach d.  Understand, engage with, build commitment from and support key stakeholders e.  Build a strong change team with the necessary capabilities for success f.  Measure the success of the change initiative
  • 31. a. Formulate a clear vision and strategy, supported by well- defined benefits 1.  People are more likely to accept change if they understand why it is happening, what it will entail and how it will affect them. 2.  Change programmes/projects must be aligned with the overall strategy of the business. 3.  Well-defined benefits provide something tangible for people to understand, aim for, and ultimately measure in terms of how well the benefits have been realised.
  • 32. b. Ensure strong leadership and sponsorship 1.  Actions speak louder than words. It is important that guidance and support is provided to your senior managers and sponsors so that they not only advocate but act as role models for the change. 2.  Involve all the right people from the organisation to drive and support the change so that there is real ownership from the business. 3.  Make sure that there are escalation procedures in place and apply them if necessary.
  • 33. c. Define and follow a well- structured approach 1.  Adopt one of the many well-documented change methodologies and standards, combined with strong programme and project management. Choose one that integrates well with what you already have in place in your organisation and make sure that you collect, share and review lessons learned. 2.  Manage programme / project interdependencies in a way that optimises your change programme. 3.  Design and deliver communication, training and support interventions that achieve what they are meant to achieve. Communicate, communicate and communicate. 4.  Have everyone in your change team, and your sponsors 'singing from the same hymn sheet', so that all your messages are consistent and reinforce each other.
  • 34. d. Understand, engage with, build commitment from and support key stakeholders 1.  Each stakeholder and group of stakeholders will perceive and respond to the change differently. Review the change methodologies and standards for tools that will help you to understand, engage with, build commitment from and support your stakeholders. 2.  Engage with your stakeholders so that they want to help you make the change succeed and feel supported through it. Work with key influencers. 3.  Be aware, when working in collaboration or partnership with other organisations, of the added complexity involved in these stakeholders’ own organisations. 4.  Consider the psychology and behaviours of change. 5.  Take account of all the other changes and work pressures affecting your stakeholders so as to make the whole experience as positive and painless for them as possible.
  • 35. www.apm.org.uk/stakeholder-engagement Stakeholder Engagement Focus Group Part of the APM People SIG §  Encouraging practitioners across the PM community to make stakeholder engagement a higher priority How are we doing that? Our mission: §  Raising awareness –  Giving stakeholder engagement more attention at events –  Challenging the status quo §  Supporting practitioners –  Developing the APM ‘Stakeholder Engagement’ website –  Making it accessible to all –  Building case studies and resources §  Sharing knowledge, tools & methods –  Forging links with SIGs, academia and industry bodies –  Signposting research & development Learn more about stakeholder engagement: www.apm.org.uk/stakeholder-engagement
  • 36. e. Build a strong change team with the necessary capabilities for success 1.  Nurture your team to make it a high performance team that combines a clear focus on its task with strong interpersonal relationships. 2.  If working with third parties, explore ways to achieve high performance within their teams, and in their interactions with your team. 3.  Equip team members with the necessary skills for enabling successful change. 4.  Develop and support change agents, advocates and champions, whether formal members of your team, or representatives in the stakeholder community.
  • 37. f. Measure the success of the change initiative 1.  Test or pilot and monitor your change initiative so that you can adjust your approach as needed, demonstrate success, learn from your experience, and build and share success stories. 2.  Other things to consider: i.  What does ‘success’ mean – is partial failure / partial success acceptable? ii.  When do you measure: before, during, after the change cycle? iii.  What output (project related), outcome (change related behaviours), benefit (performance related)measures do you use? iv.  How do your measures relate to your various stakeholders?
  • 38. Break out groups Ground rules: everyone has their say; keep to the topic! 1.  Instructions – choose one of two themes in each time slot – these will be repeated so you will get to explore all six themes: •  a & d •  b & e •  c & f 2.  Suggested agenda for your break-outs (approx 25 mins): 1.  Introductions - name, affiliation and briefly why interested in this topic 2.  What factors contribute to the success of this topic - based on your experiences and what you have heard today? 3.  What pitfalls should one avoid? 4.  What if any methodologies have you come across that are particularly helpful for this topic? 5.  Any anecdotes / stories / good practices that you would be prepared to share as a follow-up to this event - one-line summary and contact details 6.  As time allows - quick summary of main points to take forward from the break-out
  • 39. Wrap-up 1.  What were the key messages from the break out sessions? a.  Vision and strategy, benefits b.  Leadership and sponsorship c.  Well-structured approach d.  Stakeholders e.  Change team f.  Measures 2.  Next steps..
  • 40. Resources available to you: The Enabling Change SIG community (370+ members) and Practitioner Groups Our micro-site (e.g. 17+ methods), research, events, newsletter and introductory guide (2017) Do get in touch to find out more - elisabeth@riverrhee.com The  resources  available  to  help   build  your  change  capability   40