Change Leadership Overview Discussion Document 2011 vF


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Change Leadership Overview Discussion Document 2011 vF

  1. 1. FOR DISCUSSION The Organization Imperative Change Leadership for the Post-crisis Enterprise February, 2011Newport Consulting Group, LLC This document is confidential and is intended solely for the use and information of the client to whom it is addressed.
  2. 2. Agenda 1. About Our Firm 2. Leadership in the Post-crisis Enterprise 3. Institutionalizing Change 4. Summary and Next StepsNewpor t Con su l t i n g Gr ou p, LLC Service Offering for Change Leadership  1
  3. 3. About Our Firm Newport Consulting Group is an independent consulting firm founded in 2005 and managed by several leading directors from DMR Consulting Group and strategy firm Booz & Company Our clients enjoy working with our experienced professionals who deliver large firm capabilities in the context of a boutique firm culture We function as top-end, high-touch advisors to our clients, unencumbered by large overhead cost models or downstream deployment agendasNewpor t Con su l t i n g Gr ou p, LLC Service Offering for Change Leadership  2
  4. 4. Our Clients Newport Consulting has worked over the years with many leading and progressive commercial, public sector, and not for profit and charity organizations, in partnership and direct engagement formats. Commercial Public Sector Not for Profit and Charity Services and SoftwareNewpor t Con su l t i n g Gr ou p, LLC Service Offering for Change Leadership  3
  5. 5. Our Practice Areas Our “SORT” practice model allows our clients to benefit from a broad, holistic perspective on key business challenges, while focusing deep experience in one or more critical areas.  What KPIs govern my initiatives, how do I know when they are “out of bounds”? What governance model do I need? Strategy  How do I create a culture of sustainability?  How do I leverage disruptive innovations for marketplace gains, creating an investment portfolio of new ideas?  How do I fit my organization to improve existing or introduce new operating models? Operations  How do I structure the functions, people, and resources in my organization to drive strategic initiatives?  How do I enable change in the organization?  What approaches do I use to structure and prioritize initiatives inside my organization? Risk &  How do I manage and mitigate risk across my business Program Management operations?  How do I drive maximum value from my portfolio of initiatives?  Based on my operations and existing technology investments to date, how do I select and implement the best technology Technology solutions to support my business?  How do I manage that process from planning to go live?Newpor t Con su l t i n g Gr ou p, LLC Service Offering for Change Leadership  4
  6. 6. Our Services We maintain expertise in strategy formulation and execution with several key focused service areas where our experience can be leveraged to create high-value, low impact outcomes in the organization Strategy Formulation and Execution Enterprise Governance Program Corporate Pathway Performance Risk and Design and Sustainability Innovation Management Compliance OversightNewpor t Con su l t i n g Gr ou p, LLC Service Offering for Change Leadership  5
  7. 7. Agenda 1. About Our Firm 2. Leadership in the Post-crisis Enterprise 3. Institutionalizing Change 4. Summary and Next StepsNewpor t Con su l t i n g Gr ou p, LLC Service Offering for Change Leadership  6
  8. 8. The Post-crisis Organization The past few years of unprecedented turbulence and uncertainty in the global economy have taken their toll on companies, creating stress to maintain service levels, talent, and growth potential. ‒ EXTERNALITIES HAVE STRESSED MANY ORGANIZATIONS… ‒ Companies have taken on too many initiatives resulting in competing priorities ‒ Strategic initiatives are under-resourced but still expected to achieve objectives ‒ Enterprise talent has been stretched thin and leaders have had to do more with less Tight budgets and competing priorities have resulted in the lack of a clear strategy forward …AND CEOS KNOW THE ABILITY TO CHANGE IS A KEY TO FUTURE SUCCESS  More than 80% of CEOs say change management is a priority1  80% of CEOs cite the ability to adapt to change as a source of competitive advantage1  Almost all CEOs expect that, over the next three years, their organizations’ need for change management will increase1  25% of CEOs expect that their organization will launch a change management function in the next three years1 1) BearingPoint (2009) Building your internal change capability. Insight White Paper.Newpor t Con su l t i n g Gr ou p, LLC Service Offering for Change Leadership  7
  9. 9. The Need to Lead Successful change programs requires the proactive engagement of stakeholders at all levels of the organization, beginning with highly visible leaders. A recent McKinsey survey titled What Successful Transformations Share (2010) identified eight successful approaches to change, and five of them relate to ensuring that employees are engaged through change management: 1. Ensure leaders “walk the talk” by role-modeling the desired changes 2. Instill a sense of ownership for the change among frontline staff 3. Use ongoing communications to involve and energize the organization 4. Deploy top talent to carry out critical parts of the transformation 5. Clearly define roles and responsibilities to promote accountability for resultsNewpor t Con su l t i n g Gr ou p, LLC Service Offering for Change Leadership  8
  10. 10. Three Components of Change Leadership Successful change leadership needs to leverage the system which is made up of leadership, people and organization. Diagnostic investigations into each of these components reveals needs. Change leadership covers the three Change Leadership Diagnostic components of the system Leadership  Do leaders role model and drive the change?  Are leaders aligned behind the case for change?  Are leaders accountable and incentivized to deliver the change?  Do we have the right leaders for the change? Leadership People  Which groups of employees are most critical?  Do people understand what the change means for them in concrete terms?  Do they feel ownership of the change?  Are the right people in the right roles?  Do people have the skills and behaviors they need? People Organization Organization  How are cultural enablers and barriers being utilized or addressed?  How do we transition the structure, processes and decision rights?  How are people motivated and incentivized to support the change?  Are HR processes aligned to sustain the change?Newpor t Con su l t i n g Gr ou p, LLC Service Offering for Change Leadership  9
  11. 11. A Key Element of Program Design Understanding the context of an initiative – or where the organization is on its development or maturity process – is just as important as the content – or what talent and skills are needed – to execute a vision and achieve a set of expected results. This can manifest in a number of OCM needs.Typical OCM needs during program design: Define the scope of the change effort Establish the case for change and future vision Lead the change effort and engage stakeholders Align systems and structures to support the change Embed the change into the culture and sustain the change. We view Change Leadership as a unique approach to OCM - we don’t just look at training and employee enablement. We consider the talent and mechanics of leadership needed to move the organization from “now” to “then.”Newpor t Con su l t i n g Gr ou p, LLC Service Offering for Change Leadership  10
  12. 12. Agenda 1. About Our Firm 2. Leadership in the Post-crisis Enterprise 3. Institutionalizing Change 4. Summary and Next StepsNewpor t Con su l t i n g Gr ou p, LLC Service Offering for Change Leadership  11
  13. 13. Our Approach Our multi-disciplinary approach is characterized by a synthesis of different perspectives, and this differentiates us from our competitors. Our Approach Combines Different Perspectives Differentiators Participative Programmatic  We tailor each change program to the client’s objectives and unique operating context, combining programmatic and participative change elements Individual Group  We operate at organization, team and individual levels in order to build engagement with the change Emotional Analytical  We combine analytical rigor with a sensitivity to the emotional component of change  We emphasize the development of formal and Informal Formal informal change leadership capability  We look at organizations in terms of both informal and formal mechanisms and networks  We utilize an outcomes based approach to planning to ensure the most effective mix of change activities and interventionsNewpor t Con su l t i n g Gr ou p, LLC Service Offering for Change Leadership  12
  14. 14. Organizational change leadership approach First we analyze the dynamics of the system and the outcomes required, then create a tailored change program 1 3 Change Organization & People Transition Outcomes Organization & People Design a tailored, participative change program Dynamics based on key change outcomes Business Objectives Analyze the system, identify Management enablers and barriers lead the Leadership change Build alignment, accountability and change leadership capability People adopt 2 People the change Promote understanding and ownership of the Organization & People change; develop new skills and behaviors Organizational Outcomes enablers Define the case for change Organization sustain the required from an organization Ensure that processes, structures and motivators change and people perspective are in place to sustain the changeNewpor t Con su l t i n g Gr ou p, LLC Service Offering for Change Leadership  13
  15. 15. 1Organization and People Dynamics To plan an effective change program, we need to understand organizational dynamics and identify enablers and barriers Key Questions Uses of the Organization & What values are most What behavioral norms People Dynamics Analysis important in this are there? (“the way we organization? do things around here”)  Understand enablers and barriers to the change within the organizational system What is the leadership – Enablers will be leveraged to support the What motivates people in style? (e.g. command and this organization? transition and should be protected through control vs. consensus) change How are decisions made? – Some barriers may need to be recognized as Who are the informal ongoing constraints; others are challenges to What are critical leaders and why? be addressed through specific interventions decisions?  Provide data to support development of the How does information case for change How is performance flow through the organization? (e.g. top- managed and driven in  Support planning of change interventions and down vs. informal) this organization? activities, e.g. by using informal leadership and communications channels to build support for What made previous the change What is the level of change programs change capability in the successful? What made them unsuccessful? organization? Newpor t Con su l t i n g Gr ou p, LLC Service Offering for Change Leadership  14
  16. 16. 2Organization and People Outcomes To build the case for change, we define the people and organization outcomes required by the business objectives Key Questions Uses of the Organization & People Outcomes Analysis What is the purpose of the change?  Quantify the scale and complexity of the change (gap from current to future) from a people perspective People (for each stakeholder segment)  Identify key employee segments who have complex How will roles and change requirements What new behaviors are responsibilities be required?  Outline people-related change requirements, including: changing? – New capabilities required to deliver business objectives / implications for workforce planning What new skills and What needs to stop? – New ways of working and interactions between knowledge are required? groups of employees, customers, stakeholders – Culture and behavioral changes required to Organization deliver against business objectives – Changes in the employee value proposition with How will structures, What changes in potential effects on employee motivation accountabilities and organizational culture are decision rights change? required?  Highlight areas of high risk for the change program from a people perspective How is the Employee How do HR processes  Build a case for change (overall and for each need to change? employee segment): a clear statement of the purpose Value Proposition (e.g. performance of the change, the benefits, what’s changing, what’s changing? management) not changing, and what will happen if we don’t change Newpor t Con su l t i n g Gr ou p, LLC Service Offering for Change Leadership  15
  17. 17. 3Organization and People Transition We create a tailored, participative change program to ensure that people lead, adopt and sustain the change Change Program Activities Change Outcomes Leadership Management lead the change Leadership Alignment & Accountability  Leaders are aligned around the case for change and accountable for its delivery Change Leadership Capability  Leaders have the skills to lead the change Behavior Change  Leaders role model behavioral changes People People adopt the change Communications & Engagement  People understand the change and what it means for them; people feel engaged and bought into the change Change Capability  People at all levels in the organization play an active role in delivering the change Transition & Learning Support  People are in new roles and have the skills and behaviours to operate effectively Organization Organizational enablers sustain the change Structures & Decision Rights  New organizational structures and processes are embedded, including decision rights and information flows Motivators & Incentives  Organizational incentives and motivators are aligned with the outcomes required HR Policies & Processes  HR policies and processes support and reinforce new skills and behaviors Measurement  Progress against change outcomes is tracked Newpor t Con su l t i n g Gr ou p, LLC Service Offering for Change Leadership  16
  18. 18. How we Work with Clients We work in partnership with our clients drawing on core skills and tools Level of Tools and Skills Ways of Working with Clients Engagement Communications  We develop partnerships with our Organization Stakeholder Management clients and work in integrated teams Surveys & Focus Groups  We work with clients to develop the change program architecture  We aim to initiate change leadership Workshops & Facilitation activities early in the program Team Team Building  We work best as an integrated part of a cross-functional program  Our facilitative and open style of Coaching working enables skills and knowledge Skills & Knowledge Transfer sharing to build change capability in the Individual client team Influencing SkillsNewpor t Con su l t i n g Gr ou p, LLC Service Offering for Change Leadership  17
  19. 19. Our Change Leadership Process Illustrative Only -- this model should be used as a baseline / starting point for the change strategy. We begin with a process framework and then tailor it to the client’s specific program phases and milestones ANALYZE the DESIGN the IMPLEMENT the Business Solution SUSTAIN the Requirements Business Solution and Transition to the New Model Change Assess Org. and Support Redesign 1 People Impacts of Org. & Roles Develop the Execute Against 2 Change Roadmap the Change Roadmap Establish the Vision 3 and Case for Change Align Stakeholders with 4 the Vision and Strategy 5 Communicate the Vision and the Path Forward Equip Leaders for Action 6 and Engage Stakeholders Generate Wins 7 = Program Phases and Build Momentum = Organizational Change Activities Embed New Approaches 8 and Behaviors into the CultureNewpor t Con su l t i n g Gr ou p, LLC Service Offering for Change Leadership  18
  20. 20. Agenda 1. About Our Firm 2. Leadership in the Post-crisis Enterprise 3. Institutionalizing Change 4. Summary and Next StepsNewpor t Con su l t i n g Gr ou p, LLC Service Offering for Change Leadership  19
  21. 21. Summary and Next Steps Address any follow-up questions from executive stakeholders by e-mail or phone Obtain stakeholder acceptance of Newport as your chosen partner for sustainability planning Work with your internal contracting organization to develop and establish a master services agreement and / or Statement of Work Confirm Newport Consulting engagement staffing Commence pre-engagement planning activitiesNewpor t Con su l t i n g Gr ou p, LLC Service Offering for Change Leadership  20
  22. 22. William Newman Author, professional speaker, writer and consultant - William (“Bill”) Newman serves as Managing Principal of Newport Consulting Group, Select Project an independent management consulting firm focused on strategy, Highlights: operations, risk management, and technology. Mr. Newman has Strategy and program design 25 years experience in a wide range of operations including manufacturing, R&D, sales, marketing, planning, human capital, and for commercial, public sector, finance. His expertise spans service, manufacturing (automotive, and not for profit organizations. aerospace, life sciences, high tech, furniture, CPG), government, utilities,  Global trade adoption and transportation, and healthcare industries. integration with SAP O2C Mr. Newman’s service area focus is innovation, strategy, program design and  Strategic KPI alignment for oversight, and corporate sustainability. He is a former executive of Volkswagen’s multinational management technology division, and a member of the SAP Sustainability Executive Advisory association Committee (EAC). He is a member of the adjunct faculty at Northwood University  Marketing strategy and plan and participant of the University of Oregon Sustainability Leadership Program. for $30M mental health Bill was granted the Certified Management Consultant designation by the Institute of service provider Management Consultants in 1995. Mr. Newman is a qualified Trainer / Coach  Business integration and granted by the American Society for Quality (ASQ) since 2000, and a qualified technical alignment for consultant in SA 8000 for social accountability since 1998. Mr. Newman is a professional member of the American Marketing Association and a registered expert aerospace joint venture witness with the Technical Advisory Services for Attorneys.  Statewide enterprise content management strategy Bill holds a Bachelor’s Degree in Aerospace Engineering with a minor in Economics  Sustainability advisory for from the Henry Samueli School of Engineering at UCLA, and an MBA in Management and minor in International Business from the Conrad Hilton School of major software manufacturer Business at Loyola Marymount University (Los Angeles). Bill and his wife Teresa makes their home in southeast Michigan.Newpor t Con su l t i n g Gr ou p, LLC Service Offering for Change Leadership  21
  23. 23. Jesse Jacoby Jesse Jacoby, a management consultant with extensive experience executing strategic initiatives and achieving business transformation Select Project goals. He provides thought leadership and expertise in the areas of Highlights: organizational change, strategic communications, and stakeholder Led organizational change and engagement. Jesse has helped dozens of clients, including Fortune 500 companies, deliver successful people and change strategies transformation efforts for: across a range of initiatives such as technology deployments, merger-  Largest ever deployment of acquisitions, corporate restructuring, and outsourcing. PeopleSoft to the DoD  Top airline’s passenger Jesse spent more than a decade leading consulting engagements for Booz & Company, Accenture, and Right Management. He has worked across multiple system deployment industries, including transportation, automotive, energy, retail, and financial  Fortune 10 retailer’s services. Jesse is adept at all organizational levels, and frequently engages with c- acquisition strategy suite executives, vice presidents, and directors, as well as middle managers and  Largest single-country frontline employees. outsourcing initiative Prior to his consulting career, Jesse served as the Director of Marketing for start-up  Fortune 10 manufacturer’s technology company COS, Inc., which provides information services to the scientific CRM rollout research community. His online product marketing strategies supported the  Big 3 auto’s IT outsourcing companys growth through two rounds of venture funding, a five-fold organizational expansion, and positioning of the company for its eventual acquisition. / shared services transition  Fortune 100 talent Jesse holds an MBA from The Johns Hopkins University, as well as a Masters in acquisition strategy Communications. He retains close ties with Johns Hopkins where he serves as Treasurer for the Universitys Alumni Council and sits on the Steering Committee of the Carey Business School Deans Alumni Advisory Board. Originally from the East coast, Jesse and his wife Allyson now call the city of Denver home.Newpor t Con su l t i n g Gr ou p, LLC Service Offering for Change Leadership  22
  24. 24. ContactNewpor t Con su l t i n g Gr ou p, LLC Service Offering for Change Leadership  23