Star Collaborative Presentation For Hu Gmn Techday 2010


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Dan Olson's presentation on change management for the HUGmn2010 techday conference.

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Star Collaborative Presentation For Hu Gmn Techday 2010

  1. 1. STAR Collaborative’s Top 7 Change Management Tools to Improve Implementation Performance or, “How I Learned to Stop Worrying and Love Change Management “ 03.11.10
  2. 2. The Case For Change Is a Case For Change “The most important capacity a[n]…organization can have is a change capability. And it’s the one capability most organizations lack today. Forward- looking organizations are building and investing in their capability to manage change, but most are not.” From Built to Change: How to Achieve Sustained Organizational Effectiveness by Edward E. Lawler III and Christopher G. Worley, Foreword by Jerry Porras, coauthor of Built to Last. Change management practices impact rational and emotional commitment, which in turn leads to effort and the intent to stay, resulting in performance and retention. 1 © 2009 STAR Collaborative 2
  3. 3. Fighting for Mindshare • A 2006 study from Harvard Business Review found that 66% of all change initiatives fail to achieve their desired outcomes. 2 • In the same year, Accenture found that 57% of organizations experience a decline in workforce productivity during change management initiatives.3 Too Many Competing Items, Coupled With A Lack of Prioritization, Water Down Benefits © 2009 STAR Collaborative 3
  4. 4. The Difficulty and Costs of Change 4 Most difficult to get going Anticipatory The Costs of Change Change Least Difficult to get going Cost Reactive Moderate Change Anticipatory Cost Change Easiest to get going Most Crisis Reactive Cost Change Change The Difficulty of Change Crisis Change Pay now or pay later. There are costs no matter when you react to change. The trick is minimizing them. © 2009 STAR Collaborative 4
  5. 5. Change tool #1: Learning Cycle Modified from Peter Senge’s The Fifth Discipline SCCPMSD-V1-62790.1
  6. 6. Change Tool #2: Engagement Agreement Each member of the project team should write an engagement agreement to detail exactly what they will bring to the project, expected check-in points, milestones and goals. © 2009 STAR Collaborative 6
  7. 7. Change Tool #3: Change Magnitude Assessment BREADTH of proposed change: Low Moderate High Score How many functional areas are directly 1-2 3-5 6-all impacted by the change? How many roles are directly impacted by the 1-2 3-5 6-all change? How many people are directly impacted by the 1-100 100-1000 1000+ change? Dispersion: Centralized Mixed Decentralized Overall Score: Key Learnings: © 2009 STAR Collaborative 7
  8. 8. Change Tool #3: Change Magnitude Assessment DEPTH of proposed change: Low Moderate High Score What type of change is expected: Slight change to Significant change Same skills Skills? skills to skills What type of change is expected: Same Slight change to Significant change Responsibilities? responsibilities responsibilities to responsibilities What type of change is expected: Slight change to Significant change Same workload Workload? workload to workload Overall Score: Key Learnings: © 2009 STAR Collaborative 8
  9. 9. Change Tool #3: Change Magnitude Assessment IMPACT on current organization: Low Moderate High Score Adjustment of current Redefinition of Business Strategy No change to strategy strategy current strategy No or small process Moderate process Redefinition of Process changes changes processes No or small changes to Major enhancements Tools New tools existing tools to existing tools Fully aligned with Requires moderate Requires significant Culture current culture culture shift culture shift Overall Score: Key Learnings: © 2009 STAR Collaborative 9
  10. 10. Change Tool #3: Change Magnitude Assessment CRITICALITY of potential change: Low Moderate High Score Internal driver (i.e. Creates plan for External driver Driver: transition to MS Outlook) external (customer, competitor) Non-core processes May help drive Core processes Core: (i.e. back office) core processes (merchandising) Not directly tied to Enables strategy Drives strategy Strategic Relevance: corporate strategy realization realization Overall Score: Key Learnings: Total Change Impact Estimate: © 2009 STAR Collaborative 10
  11. 11. Change Tool #4: The Change Curve 8 Internalize 7 Institutionalize Commitment Level 6 Launch 5 Adopt 4 3 Accept 1 2 Understand Aware Contact Time © 2009 STAR Collaborative 11
  12. 12. Change Tool #5: Stakeholder Assessment Review all players on a particular project. This is the preliminary list of all people who should be incorporated into the project plans. © 2009 STAR Collaborative 12
  13. 13. Change Tool #5.5: The Change Curves a b c d e © 2009 STAR Collaborative 13
  14. 14. Change Tool #6: Key Role Map Using your stakeholder assessment, identify and group all impacted audiences and their constituents. Identify detractors and champions for the coming change. © 2009 STAR Collaborative 14
  15. 15. Change Tool #7: Current & Future State Definitions Drive clarity within the project team on where you are starting with your project and what specific goals you want to accomplish. © 2009 STAR Collaborative 15
  16. 16. Current/Future State Definitions Date: Date: © 2009 STAR Collaborative 16
  17. 17. Change Tool #8: Behavioral Anchors  Develop leading measures on what success and failure looks like for each impacted audience group. What should you see and hear from as your project is deployed?  Create concrete observable behaviors that will indicate if each of the impacted audiences are doing and saying what they should during each step of the change journey. © 2009 STAR Collaborative 17
  18. 18. Behavioral Anchors for Group A Change Curve What should we see and hear What should we watch out for? # Level from this group? (Negative Behaviors) 1 Contact 2 Aware 3 Understand 4 Accept 5 Adopt 6 Launch 7 Institutionalize 8 Internalize © 2009 STAR Collaborative 18
  19. 19. Steps Up the Change Curve: What Should You See and Hear? What good looks like: What to watch out for: Contact Leaders have built a culture of transparency and clearly Employees are unaware of strategic priorities or are unclear on communicate company priorities. what is most important. Aware Employees have received baseline communication about the Employees are surprised by the new change effort or hear it change effort that is to come. through the rumor mill. Understand People can clearly articulate what change is coming, how it Employees are unclear how the change affects them in their affects them, and how to prioritize it. role or how it fits into the company’s priorities. Accept Impacted audiences are willing and able to process the There is active resistance or apathy to the coming change. change and are actively participating in the process. People have checked out. Adopt The proposed change has become the new way of doing Old systems, tools or processes are still being used instead of things. People are actively engaged and excited. the new change. Launch The new system , process or toll begins. Institutionalize The new tool, process or system becomes the standard Old systems and tools are still being used. Active resistance or operating procedure for the organization’s culture. apathy towards the new change. Internalize The new tool, process or system becomes the standard Old systems and tools are still being used. Active resistance or operating procedure for each individual. apathy towards the new change. These guidelines are general behavioral anchors and should be modified based on your culture, bandwidth, and readiness for change. © 2009 STAR Collaborative 19
  20. 20. Change Tool #9: Culture Assessment 6 Current Contributors Behaviors & Future Detractors Culture Attitudes Culture Watchers 1 Identify the new desired culture you are trying to create. 2 Evaluate the current culture (behaviors, attitudes, contributors, detractors, watchers). 3 Detail what changes need to be made to move from current to new. 4 Identify key individuals’ roles in change (block it, watch it, help it, make it happen) 5 Determine effective ways to move stakeholders to appropriate level of support. 6 Detail what changes need to be made to move from current to new. © 2009 STAR Collaborative 20
  21. 21. Change Tool #10: Base Deck Communication Prepare a baseline of communication vehicles by compiling elevator messages, future state definitions and the like. Using the key role map audiences, prepare unique messaging in the language of the recipient. © 2009 STAR Collaborative 21
  22. 22. Change Tool #11: Communication Plan • Combining the key role map, the behavioral anchors and the communication plan strategy, this document will detail all communication milestones. • Imbed the communication plan into the broader project plan and ensure that it is seamlessly deployed and evaluated within the program itself. © 2009 STAR Collaborative 22
  23. 23. Communication Plan: Message Framework Positioning: What is the burning imperative of this project? What does future state look like? Twitter-Sized Description: Key words or phrases that makes this project important. Audiences: What interests each audience listed in the key role map? Benefits and Attributes: Key messages about what the project offers from the point of view of the audience. Features: Talking points or detailed messages about the benefits in the language of the audience. © 2009 STAR Collaborative 23
  24. 24. Change Tool #12: Sponsor Contracting  Goal: Help leaders understand what and when they should be expressing, modeling and reinforcing for this project. • Break their work into manageable chunks. • Give them their “Say’s and Do’s” • Contract it in writing • Add it to the communication plan • Add it to the project plan • Measure it with behavioral anchors • Monitor it with scorecards and status reports © 2009 STAR Collaborative 24
  25. 25. STAR Collaborative in Monday’s STAR Tribune Business Section © 2009 STAR Collaborative 25
  26. 26. STAR Collaborative, LLC Partner of choice for the collaborative network 18120 46th Ave N., Plymouth, MN 55446 p: 763.515.7838 f: 757-299-0932 twitter: STARcollab References and Sources 1. Corporate Leadership Council 2004 Employee Engagement Framework and Survey, Corporate Leadership Council research 2. “The Hard Side of Change Management,” Harvard Business Review, October 2006. 3. Accenture, “The High-Performance Workforce Study 2006,” 2006. ~Sirkin, Keenan & Jackson 4. Diagrams from Leading Strategic Change: Breaking Through the Brain Barrier by J. Stewart Black and Hal B. Gregersen. © 2003. 5. “Change Management: Case for Action and Manager’s Toolkit,” Corporate Executive Board/Corporate Leadership Council Report, 2007. 6. Modified from The New Leader’s 100-day Action Plan: An On-Boarding Process for Leaders at Every Level, by George Bradt, Jayme A. Check, Jorge Pedraza. 2006.