Change Management 2.0

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My presentation with Amy Fry on Wicked Problems, Digital, and Creativity - Change Management 2.0 - at the "Public Relations Society of America International Conference" in Philadelphia, PA October 27th 2013

Business Education

Change Management 2.0
Amy M. Fry @coloconn
David C. Thompson @dcthmpsn

#PRSAICON

I shall be telling this with a sigh
Somewhere ages and ages hence:
Two roads diverged in a wood, and I,
I took the one less traveled by,
And that has made all the difference.
The Road Not Taken, Robert Frost

What we’re going to talk about
• The importance of internal networks – formal
and informal
• The role of leadership in supporting nascent
change
• How to turn latent organizational energy into
strategically important ‘wins’

Wicked problems

“Some problems are so complex
that you have to be highly
intelligent and well informed just
to be undecided about them”
Laurence J. Peter

The inexorable socialization of ‘digital’

The Componential Theory of Creativity
“… all humans with normal capacities are
able to produce at least moderately
creative work in some domain, some of the
time - and [that] the social environment can
influence both the level and the frequency
of creative behavior.”
Teresa M. Amabile

Organizational Effectiveness (OE)
Success Metrics – Progress YTD
Blue Dollars - (Efficiency savings - $ resulting from employees
not doing something):
•
•

Removed over 10,000 hours of electronic training: $556,909
Reduced mandatory Lync training manual size by 93%: $457,776

Increased Capability:
• IS ‘Usability Assessment’ Endorsed – Committed to ensuring that IS organizational tools are
user friendly
• Mandatory Governance Training Council Created – A process for assessing required training
• Established an Enabling Functions Initiative Board (EFIB) - Improved efficiency through
shorter project cycles and increased project planning across/within the Enabling Functions

Green Dollars:
•

$12,000 –Volunteer-led VTI Day activities delivered business results on time
and under budget

Employee Engagement
• Multiple OE initiatives engaged > 220 employees, across 17 functional areas, and 6 OPUs
• More than 40 U.S. colleagues volunteered for BIPeople Change Agent Team
• Growing list of ‘Friends of OE’ – assisted Talent Management team in refining ‘Development
Framework’ post VTI and involved in the plan and design of upcoming Development Day
For internal use only

15

Avoiding the Filter Bubble – How do we robustly measure
engagement?

Advocacy

Action

Acceptance

Drive OE and business impact by actively
influencing, leading and engaging others

Get involved in OE initiatives

Have a positive view of the OE group and its
work and demonstrate support

Understanding

Understand the purpose of the OE group
and some of the potential ways to get
involved

Awareness

Demonstrate knowledge of the OE group
and its objectives

Gauging Awareness
Objective: Gauge awareness of the OE function and activities within the organization –
and begin to understand what is driving that awareness
Q1: Have you heard of
Organizational Effectiveness (OE)?
70.0%
60.0%
50.0%
40.0%

Q2
Q3

30.0%
20.0%
10.0%
0.0%
Yes
Q2 (N=200)
Q3 (N=500)

No

Q2: Do you know someone who
has been involved in an OE project?
90.0%
80.0%
70.0%
60.0%
50.0%
Q2
40.0%
Q3
30.0%
20.0%
10.0%
0.0%
Yes
No

Highlight 1 – Q3 Pulse Survey
Objective: Gauge awareness of the OE function and activities within the organization –
and begin to understand what is driving that awareness
Q3. How did you hear about OE?
70.0%
60.0%
50.0%
40.0%

Q2
Q3

30.0%
20.0%
10.0%
0.0%

MyBI
State of the Business *
* Statistically significant change, Q2 to Q3
Q2 (N=200)
Q3 (N=500)

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Change Management 2.0

1. Change Management 2.0 Amy M. Fry @coloconn David C. Thompson @dcthmpsn #PRSAICON

2. I shall be telling this with a sigh Somewhere ages and ages hence: Two roads diverged in a wood, and I, I took the one less traveled by, And that has made all the difference. The Road Not Taken, Robert Frost

3. What we’re going to talk about • The importance of internal networks – formal and informal • The role of leadership in supporting nascent change • How to turn latent organizational energy into strategically important ‘wins’

4. Welcome to your company

5. What we noticed

6. Wicked problems “Some problems are so complex that you have to be highly intelligent and well informed just to be undecided about them” Laurence J. Peter

7. The inexorable socialization of ‘digital’

8. The Componential Theory of Creativity “… all humans with normal capacities are able to produce at least moderately creative work in some domain, some of the time - and [that] the social environment can influence both the level and the frequency of creative behavior.” Teresa M. Amabile

10. What we’re doing

11. We set conditions

12. We navigate ambiguity with simple rules

13. We engage the network – all of it

14. Our results

15. Organizational Effectiveness (OE) Success Metrics – Progress YTD Blue Dollars - (Efficiency savings - $ resulting from employees not doing something): • • Removed over 10,000 hours of electronic training: $556,909 Reduced mandatory Lync training manual size by 93%: $457,776 Increased Capability: • IS ‘Usability Assessment’ Endorsed – Committed to ensuring that IS organizational tools are user friendly • Mandatory Governance Training Council Created – A process for assessing required training • Established an Enabling Functions Initiative Board (EFIB) - Improved efficiency through shorter project cycles and increased project planning across/within the Enabling Functions Green Dollars: • $12,000 –Volunteer-led VTI Day activities delivered business results on time and under budget Employee Engagement • Multiple OE initiatives engaged > 220 employees, across 17 functional areas, and 6 OPUs • More than 40 U.S. colleagues volunteered for BIPeople Change Agent Team • Growing list of ‘Friends of OE’ – assisted Talent Management team in refining ‘Development Framework’ post VTI and involved in the plan and design of upcoming Development Day For internal use only 15

16. Avoiding the Filter Bubble – How do we robustly measure engagement? Advocacy Action Acceptance Drive OE and business impact by actively influencing, leading and engaging others Get involved in OE initiatives Have a positive view of the OE group and its work and demonstrate support Understanding Understand the purpose of the OE group and some of the potential ways to get involved Awareness Demonstrate knowledge of the OE group and its objectives

17. Linear Minds in a Nonlinear World I have stolen like an artist from Paul Adams’ book ‘Grouped’ Action Aware of the brand Consider the brand Preference for the brand Buy the brand Loyal to the brand Rational Linear Chaotic Non-linear

18. Gauging Awareness Objective: Gauge awareness of the OE function and activities within the organization – and begin to understand what is driving that awareness Q1: Have you heard of Organizational Effectiveness (OE)? 70.0% 60.0% 50.0% 40.0% Q2 Q3 30.0% 20.0% 10.0% 0.0% Yes Q2 (N=200) Q3 (N=500) No Q2: Do you know someone who has been involved in an OE project? 90.0% 80.0% 70.0% 60.0% 50.0% Q2 40.0% Q3 30.0% 20.0% 10.0% 0.0% Yes No

19. Highlight 1 – Q3 Pulse Survey Objective: Gauge awareness of the OE function and activities within the organization – and begin to understand what is driving that awareness Q3. How did you hear about OE? 70.0% 60.0% 50.0% 40.0% Q2 Q3 30.0% 20.0% 10.0% 0.0% MyBI State of the Business * * Statistically significant change, Q2 to Q3 Q2 (N=200) Q3 (N=500) A colleague

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