Pie the Change

- Design the Change -
- Pie the Change -
Elena Yankova
HCM Solutions Design and Implementation

Today, every organisation experiences change
• Change is a constant and can be driven by numerous forces
• Change can be big or small, whatever the scope, for change to happen it requires support
• Failure to introduce effective change management impacts significantly the business, its
people and stakeholders and the market position
E x p e r i e n c i n g C h a n g e
Change Challenge
We need a new way of looking at, designing and implementing change

How do we support
change?
• Studies have shown that change can only succeed
when people accept and support it. It is not
enough for a leader to tell people to change; they
need to understand the change, believe they can
adapt and be able to take the actions necessary to
implement the change. (Leading Transformation, KUBA Approach,
Global Knowledge)
• Yet most people resist change rather than embrace
it. Many are reluctant to let go of old ways of doing
things, or to embrace new ones.
What is Change:
• It incorporates processes, tools, approaches and
techniques to support people and organisations to
achieve the required business outcome, to move from the
current context or state into a new context or state.
• It supports individuals to make successful personal
transitions towards the adoption of change.

7 Common Phases in the Change Process
• Immobilization
• Denial
• Anger
• Negotiation
• Depression
• Exploration
• Acceptance
Re a c t i o n s t o
Phases

Organisational
• No vision of the change, or strategy to achieve it
• Lack of effective project/ programme management
• Lack of broad-based leadership
• Failure to align systems or structures
• Poor or under-communication
• People don’t see the need for change /or understand the urgency
• Not recognising achievements and milestones
Individual
• Two main types of resistance:
• content of change
• process of change
• Can include: personality types, loss of control, shock of the new, uncertainty, inconvenience, threat to
status and competence fears
C o m m o n Re a s o n s f o r
Resistance

8 personality types that can make or break the change management program (according to Festo)
3 Dimensions:
• Alignment
• Personal Satisfaction
• Drive (Proactive or Reactive)
C h a n g e a c c o rd i n g t o
Personality Types
Source: Festo

S t a ke h o l d e r E n g a g e m e n t
The Key
A new disrupted approach is required
• Agile, Lean, Design Thinking and Gamification
• Person-centric with insights to how people deal with change
• Solution focused to accelerate the implementation of change
Change!
Think again!

C h a n g e M a n a g e m e n t
Design the Change
Source: adapted from Design Thinking
VISION Define what is the Change, the Expectations, the Outcomes
ANALYSE Ask the 5 Why’s, Identify
Personas, Problems, Values, Outcomes
IDEATEBrainstorm, Journey
Maps, Scenarios & Alternatives
PROTOTYPE Assumptions &
Propositions, Scenarios & Alternatives
FEEDBACK Experiment, Test,
Evaluate & Redesign
ACTION Pivot or Scale,
Launch, put Vision into Effect

Design Thinking draws upon logic, imagination, intuition, and systemic reasoning,
to explore possibilities of what could be to create desired outcomes that benefit
the end user. It relies on generating ideas quickly and testing prototypes that
generate further ideas and solutions, focusing on the person and the experience,
not the process.
A Design Mindset is not problem-focused, it’s people oriented and solution
focused towards creating a preferred future. Successful design thinking
integrates an understanding of human behaviour, motives, drivers and values,
and examines how people express those values in typical office behaviour?
Design Thinking
Empathize
Develop a deep understanding
of the challenge and explore
the human context
Define
Research, observe and
articulate the problem you
want to solve and why it is
important
Ideate
Brainstorm and generate
ideas, select and develop your
solution
Prototype
Design a prototype to
experiment with all or part of
your solution
Test
Implement the product and
engage in a continuous feedback
and short-cycle innovation
process, refine the product
Who?
you are solving for
What?
their needs are
Why?
does it work
How?
do we solve it
How?
do we create it

The Agile methodology is an alternative to the traditional project management.
Agile approach helps teams respond to unpredictability through incremental,
iterative work cadences and empirical feedback.
Lean means creating more value for customers and end users with fewer
resources. A lean approach focuses on understanding the value and key processes
to continuously increase it. The ultimate goal is to provide perfect value to the
customer through a perfect value creation process that has zero waste.
Agile and Lean
MEASURE
LEARN
BUILD
Inputs Outputs
Feedback

Motivating the workforce is essential to change management, but not trivial to accomplish. Gamification – through its power to communicate
goals and give real time feedback about employee achievement – is an ideal tool for Change Management, enabling smooth structural change.
Gamification
Goal
Challenge
Motivation
Learning
Achievement
Reward
Organisational
Productivity
Gamification uses game design elements and
techniques over non-game situations to enhance
the motivation, to influence performance, create
accountability, and change behaviour. Game
mechanics satisfy basic human psychological
needs: a sense of competence, autonomy and
relatedness.

Change management ultimately drives user adoption of the processes and the technology you are implementing to support those processes.
In the long run, your technology strategy and the return on investment are dependent on this adoption. However, you shouldn't
underestimate just how difficult change management is - it requires a serious investment of time and resources, as well as a detailed plan
and individuals who can execute that plan.
PIE the Change, is a change management model based on 2-dimensional approach - DIVE¹ and DIVE² intended to support the organisations
and the end users during the transition and allows to dive deeper in order to implement the change successfully. The methodology
incorporates elements from Agile, Lean, Design Thinking and Gamification and provides tools and insights to understand people’s
behaviours and cognitions, motivation and engagement drivers.
Pie the Change

Pie the Change
where the implementation is not the end
Analyse
What, When, 5 Whys, What if?
Personas, Problems, Value,
Scenarios & Alternatives.
Journey Maps.
Design
Scenarios & Alternatives in small
batches based on
Assumptions & Propositions.
Prototype, Experiment.
Action
Engage & Empower
Act & Ask for Feedback.
Evaluate, Redesign, Reevaluate.
Pivot or Scale.
PLAN IMPLEMENT EVALUATEIMPLEMENT
DIVE¹
DIVE²

DIVE¹ and DIVE² helps you dive deeper in order to implement change successfully.
Each layer focuses on the Vision Alignment and Commitment, Planning and Revision, Transformation and
Action with the final purpose to Pivot or Scale.
DIVE¹ and DIVE² model can help you plan and analyse the change while empathising the people and focusing
on their needs, it provides real and simple tools to understand people’s behaviours and cognitions,
motivation and engagement drivers towards a successful implementation.
A 2 - D i m e n s i o n a l A p p ro a c h
DIVE

DEFINE INVESTIGATE VALIDATE ENGAGE
Identify
What is the change?
Who will the change impact?
When it needs to happen?
Delve & Discover
The 5 Why’s. Not only the
symptoms but what are the
root causes?
Empathise
What are the pains, barriers,
benefits of the change and the
outcomes?
Energize
What drives the
engagement. How to
influence and mobilise?
B u i l d i n g A l i g n me n t
DIVE¹

DRIVE INTERNALISE VALUE EXPERIMENT
Communicate
What is the change?
Who is the change for?
Understand
Why is the change valuable?
How will it be implemented?
Benefits
What are the outcomes?
Do people need new skills?
Prototype & Explore
What is the response,
feedback to the change?
B u i l d i n g C o m m i t m e n t
DIVE²

• Define - the problem, the need to change, the purpose and the goal of the change. List expected outcomes. Assess the scope of the
change and its impact on others. Identify the target audience and the personas within the groups
• Investigate - delve deeper into the root causes of the problem you are trying to resolve in order to achieve the best results. You
may use the 5 Whys as a method to identify barriers and possible resistance.
• Validate - empathise with the target audience and personas within these groups, their journey and experience, the pains and the
barriers, the gains and the value of the outcomes. Validate motivators and demotivators, identify change champions.
• Engage - when people know, understand and believe in the change they will feel engaged to support the change, develop new
skills, and demonstrate new behaviours. Know the drivers behind engagement.
B u i l d i n g A l i g n me n t
DIVE¹

Context Audience Barriers Champions Focus Groups Journey Maps
Feedback Loop
Fe e d b a c k L o o p
DIVE¹
31 2 4 5 6

• What is the Change? – Background, Situation, Goals, Scope, Impact?
• Why is the Change needed? When is the change needed? What are the expected outputs?
• What are the expected Benefits, Values, Outcomes for the people and organisation?
• What drives engagement and what actions are needed to engage the audience?
• Split the change in small batches, phase it to receive early feedback and re-evaluate the plan
• Verify how open the organisation is for experimentations and mistakes
D I V E ¹
Context
1

• Who is the target audience and what are their persona - Evaluators (Challengersª, Sceptics), Warriors (Saboteursª,
Thieves), Victims (Prisonersª, Passengers), Supporters (Championsª, Ambassadors)?
• What are the pain points for each group and persona?
• What are the extrinsic and intrinsic motivators? What motivates and demotivates each persona in the group?
• What would be the impact of change for each group and persona?
• Which groups and personas would be open to experimentation?
• Are new skills going to be required for each group/persona?
• Do some groups/personas need to know about the change prior to other?
D I V E ¹
Audience
2

Barriers to Adoption in the Past:
• What barriers to adoption have you experienced in past from the same groups/personas?
• What has driven resistance and objections in the past?
• How did you address those objections?
• How did you communicate the change?
• What strategies have you used to overcome the barriers?
Expected Barriers Now:
• What barriers to adoption do you identify for each group/persona?
• What are the current drivers to resistance for each group/persona? Are they active or passive?
• Are there unique constraints that make change difficult?
• How are you planning to address these objections?
• What strategies do you believe will help overcome these barriers?
• Have you verified your assumptions? Did you ask Why?
D I V E ¹
Barriers
3

• Who are the champions within each group – their personas and roles – champions or ambassadors?
• How strong influence they have over the group?
• How they can support the change?
• What strategy and tactics they can use to influence the group?
• At what stage you need to engage the different type of champions?
• What would they need to support the change – early training, tools, techniques etc.?
• Who of the champions you can invite to the experimentation and testing?
D I V E ¹
Champions
4

• Define your Focus Groups. Make sure the focus groups are based on the target groups – 6 to 10 people
• Design the focus group questions - usually no more than 10
• Recruit and prepare. Schedule the focus groups in convenient time for the people.
• Use this moment to communicate the intention for change, the purpose and need for the change
• Conduct the focus group. Establish the rules, and the agenda
• Observe, collect feedback, take notes
• Gap Analysis. Identify the key differences between how you see the change and how others see it
D I V E ¹
Focus Groups
5

• Awareness of the need for change
• Desire to participate and support the change
• Knowledge of how to change
• Ability to implement the change
• Reinforcement to keep the change in place
Source: Prosci Inc. ADKAR Model
D I V E ¹
Journey Maps
6

Source: Prosci Inc. ADKAR Model
Desire
to participate and
support the change
Awareness
of the need
for change
Knowledge
of how to change
Ability
to implement
the change
Reinforcement
to keep the change
in place
“It was working just fine.”
“How will this
impact me?”
“I’m not interested in
changing.”
“What’s in it for me?”
“Will I receive new
training?”
“Is it easy to use?”
“I eventually get there
but it takes me
twice as long.”
“The new way just takes
too long; I’m going to keep
doing it my way.”
D I V E ¹
Personas Journey

2 Why
Xxxx xxxx
1 Why
People might resist to
use the new system?
3 Why
Xxxx xxxx
Xxxx xxxx
Xxxx xxxx
The 5 Whys uses "counter-measures" rather than solutions. A counter-measure is an
action or set of actions that seeks to prevent the problem arising again, while a
solution may just seek to deal with the symptom. As such, counter-measures are more
robust, and will more likely prevent resolve the problem deeply.
Help identify the root cause of a
problem.
Determine the relationship
between different root causes of
a problem.
One of the simplest tools; easy to
complete without statistical
analysis.
Why the 5 Whys?
Ask the 5 Whys
4 Why
5 Why

Solution
Why 1
Why 2
Why 3
Why 4
Why 5
Reaction
Plotting the 5 Whys

• Drive: Revise the plan, prepare the message strategy and communicate the change. For people to change behaviour, they need to
know what is expected of them.
• Internalise: The next step after knowing what the change is, people need to fully understand what is expected of them and why.
However, even when people understand completely the rationale behind the change, they will not necessarily act in accordance.
• Value: People need to see the benefits and outcomes of the change but they can only see them if they have the abilities to perform
against the change requirements. You need to consider if new skills are required and ensure to provide the appropriate training for
them to succeed.
• Experiment: Only when people know, understand and believe in the change they will feel engaged but their engagement will
increase if they know that the first attempt is an experiment and their feedback is valuable.
B u i l d i n g C o m m i t m e n t
DIVE²

Plan Communicate Engage Experiment Train Launch
Feedback Loop
Fe e d b a c k L o o p
DIVE²
1 2 3 4 5 6

• Define the change so people understand the reason, scope, outcomes, measurements and timeframe for the change
• Break the change in phases/stages. Develop realistic plans to implement required changes
• Describe the Stakeholders and Leadership team support. Identify who should be involved on each stage of the
implementation
• Identify when is the right time to introduce the change, the methods and the key messages purpose
• Involve others (Change Champions) in the development of the action plans required for success
• Include actions in the plan that reflect changes to the work itself and to the work environment
• Reflect where people are currently in the change process and their readiness
• Establish a change team to develop and implement the larger-scale change plan
D I V E ²
Plan
1

• Communication Strategy - consider the right time to introduce change, key messages and communication method
• Raising Awareness - vision of success, how it can be achieved / what change is required
• Deeping Understanding – reason for the change, why now (level of urgency), expected outcomes, support
• Benefits – value of change, affect on the audience
• Project Action Plan – the plan and steps for implementing the change (testing, training & workshops)
• Testing/Experimenting – the reason, scope for testing the new system
• Training – end user trainings, workshops, tutorials - scope of the trainings and the learning outcomes
• Launch – of new system, processes and initiatives associated with supporting change
• Feedback – constructive feedback through OIA – Observation, Impact, Action
• Reinforce progress – achievements, results, improvements; celebrate small and short-term wins
D I V E ²
Communicate
2

• Identify the key intrinsic and extrinsic motivators for each persona – the valuable recognition, rewards, feedback,
status
• Frequent communication and invitations for employee feedback - skill development, identify additional ways to
uncover and deal with resistance
• Gamification – apply game elements and techniques to achieve better and longer-term results and increase
engagement
• Have fun. It’s the easiest way to change people's behaviour for the better
• Measure and celebrate success. Establish key metrics right from the start, let your team know what the goals are.
Consider creating signage or a digital dashboard that keeps your employees informed of progress. Once the results
are achieved recognise it and celebrate the success.
D I V E ²
Engage
3

• Select the processes, initiatives you want to test and experiment with first
• Decide who do you want to participate in the pilot experimentation
• Prepare an action plan for the testing. Define the method – mock-up session or a real-live testing
• Communicate, invite participants and schedule the testing/experimentation
• Collect feedback and analyse the results, the response and behaviours
• Recognise and reward the efforts and the input of the participants
• Modify the processes, initiatives according to the feedback
• Communicate the change to the key stakeholders and get their buy-in again
• Communicate the change to the target audience
D I V E ²
Experiment
4

• Set you training goals
• Assess the end users’ needs and technical skills level
• Decide on the most appropriate training delivery method/s
• Create a Training Program – tailored to the group, skills and needs
• Make the training program scalable - flexible enough for a small and large group of people
• Provide post-training support - create routines/ channels for your staff to meet, share, motivate and solve issues
D I V E ²
Train
5

• Announce the launch of the new system, process
• Monitor the progress, recognise and reward the small achievements
• Apply gamification and ‘fun’ elements, rewards
• Celebrate success - consider a real celebration after the first process is completed
• Lead by Example
• Provide ongoing support - create a channel for support and Q&A
• Collect feedback and improve
D I V E ²
Launch
6

Unlock and Drive the Change
sandy.vanvuuren@beetle-juice.net
Elena Yankova
HCM Solutions Design and Implementation

Pie the Change

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