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Integrating Change Management Into Technology and Outsourcing Implementations


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Integrating Change Management Into Technology and Outsourcing Implementations

  1. 1. Integrating Change Management Into Technology and Outsourcing Implementations<br />An Introduction to Solleva Group and the Architecture of Change℠<br />
  2. 2. Contents<br />Introduction<br />Summary of Capability<br />Our Approach <br />What is Change Management<br />Straight Talk About the Challenges of Change<br />The Science Behind Change Management<br />The Architecture of Change<br />Solleva Group Services and History<br />
  3. 3. 3<br />Solleva Group: Building the Capacity to Lead Change<br />Solleva Group provides end-to-end expertise to help you achieve project revenue objectives more rapidly and minimize the cost impact of the risks that inhibit success.<br /><ul><li>Navigating the change
  4. 4. Proven track record of managing change in complex business transitions such as outsourcing and technology implementations, mergers, divestitures and workforce reductions
  5. 5. Adaptive change management framework that uses behavioral insights as the catalyst for operational action
  6. 6. An approach that will help you adapt change project requirements to integrate seamlessly into your technical project plan
  7. 7. Multiple mechanisms for delivery to ensure change is well managed regardless of budget, resources or project complexity
  8. 8. Sustaining results over the long term
  9. 9. Broad range of capability that uses expertise, solutions, tools and resources to bring together the components of change management
  10. 10. Complementary expertise, such as process redesign, role definition and HR strategy, to create the infrastructure required to sustain behavior change
  11. 11. Award winning course development and training designed to facilitate behavior change and delivered using multiple modalities </li></li></ul><li>Selected Clients<br />
  12. 12. Our Approach to Managing Change<br />
  13. 13. What is Change Management?<br />Change Management is the process of aligning how people work and behave to fit specific changes in business strategy, organizational structure, or systems. Change management helps organizations successfully transition from a current state to a new, desired state.<br />Transition<br />NewState<br />Current<br />State<br />“As Is”<br />“To Be”<br />Increasing Comfort, Control, and Confidence<br />6<br />
  14. 14. Straight Talk About the Challenges of Outsourcing<br />Industry research has shown a number of reasons why outsourcing initiatives often fail to achieve their anticipated results. The common thread is the human component.<br />IT-centricity<br />Communication gap<br />Leaving service unchanged<br />Client abdicating responsibilities<br />Offshore backlash<br />Poor scope management<br />Relationship<br />Lack of innovation<br />Quality<br />Contract<br />Too much, too fast<br />Culture<br />Governance<br />Lack of skills<br />Deals for wrong reasons<br />7<br />
  15. 15. The Bad News: The Research Says . . . <br />Despite the known benefits of a structured approach to managing change, budgets, timelines and technical goals often take priority, and as a result, implementations struggle to achieve success.<br />30-80% of outsourcing and technology initiatives fail<br />Dun & Bradstreet 2007 report noted that "25 percent of all outsourcing fails" completely and over 50% of all outsourcing deals do not deliver any substantive benefit at all.<br />CIO’s Dynamic Market survey reports 62% of IT projects fail to meet their schedules and 25% get cancelled before completion<br />30% of web development teams deliver projects late or over-budget, according to the Ruby Report<br />A PwC survey found that only 2.5% of the companies surveyed completed 100% of their projects on time and within budget<br />Gartner's industry analysts report a staggering 55 to 70 percent of CRM projects fail to meet their objectives<br />29% of organizations launch initiatives with no formalized approach to change<br />Despite these statistics, 80% of companies listed leading change as a Top 5 requirement<br />85% felt this capability was not as strong as needed in project leaders and teams<br />Only 14-25% of organizations sought outside expertise to support change<br />8<br />
  16. 16. The Good News . . . You Don’t Need “Change Management”<br />People adapt<br />The question is how rapidly do you need them to adapt<br />The “80% solution” is acceptable because it does move organizations forward<br />The question is how quickly do you need performance<br />People figure it out<br />The question is will project complexity make it more difficult to create solutions<br />
  17. 17. Technical vs. Adaptive Challenges<br />Adaptive challenges require the application of insight, frameworks, and collaborative processes to identify actionable solutions<br />Technical<br />Adaptive<br />Difficult to identify (easy to deny)<br />Require changes in values, beliefs, roles, relationships, & approaches to work<br />People with the problem do the work of solving it<br />Require change in numerous places; usually cross organizational boundaries<br />People often resist even acknowledging adaptive challenges<br />“Solutions” require experiments and new discoveries; they can take time to implement and cannot be implemented by edict<br />Easy to identify<br />Often lend themselves to quick and easy solutions<br />Often can be solved by an authority or expert<br />Require change in just one or a few places; often contained within organizational boundaries<br />People are generally receptive to technical solutions<br />Solutions can often be implemented quickly—even by edict<br />
  18. 18. Why Is Change Difficult?<br />Behind every human behavior there is an emotional process and a rational process. We assume we are reasonable human beings who think rationally about our decisions. The truth is that most of our decisions are made unconsciously with our emotional mind.<br />
  19. 19. Transition Phase<br />D<br />C<br />Continuous Improvement<br />:<br />Objectives of Managing Change:<br />:<br />Steady State <br />A<br />•<br />Minimize A: Duration of performance drop-<br />Resistance<br />and grief<br />off during transition phase<br />•<br />Minimize B: Depth of performance drop-off<br />during transition phase<br />Stabilize<br />B<br />•<br />Maximize C: Performance level after<br />Change Implementation<br />implementation<br />•<br />Maximize D: Continuous improvement<br />Time<br />What Does Change Management Accomplish?<br />The feelings people go through when experiencing change are similar to those feelings experienced during grief – and as in the stages of grief people can get ‘stuck’. Change Management helps people through these stages, while minimizing their loss of productivity<br />Productivity<br />12<br />
  20. 20. Why Most Approaches to Change Are Not Enough<br />The difficulty leveraging the value of proven change models may lie less in the construct of the model itself, and more in the challenge of applying a rational and uniform framework to the irrational and unpredictable elements of human behavior<br />A change management methodology, much like an architect’s blueprint, provides the overall design and objectives for managing the human aspects of a project<br />It provides a structured plan to help you achieve a desired outcome <br />It also gives project resources a consistent way to organize change-related activities and establishes a common language to conduct the work of change<br />However, since the context and challenges are different for each organization change, our experience suggests that frameworks aren’t enough<br />13<br />
  21. 21. The Value of Adaptive Capability: An Architecture of Change <br />“The architect’s most useful tools are an eraser at the drafting board and a wrecking bar at the site.” <br />Frank Lloyd Wright<br />No matter how well structured and planned, once a project begins there are obstacles and challenges that require redesigning the plan or creating work-around solutions to help meet broader project objectives. <br />Some problems are technical problems that can be solved by applying expertise. <br />Others require solutions that are more adaptive and focused on navigating human emotions and behavior. <br />Most problems are a combination of both and require a set of capabilities that allow change leaders to navigate the ambiguity and create flexible solutions to keep initiatives on track.<br /><ul><li>Successful change architects apply tools, like the eraser and the wrecking bar, to adapt the methodology-driven blueprint to the situational realities encountered on change initiatives</li></ul>14<br />
  22. 22. 15<br />Our Approach to Change Management<br />Solleva’s Architecture of Change: Science & Art<br />The Architecture of Change helps you navigate the inevitable challenges and ambiguity once projects begin by applying adaptive capability in a structured framework that integrates with the technical objectives of projects<br />Division of Labor<br />Task Clarity<br />Task Master<br />Tested Tools<br />Project Mgmt 101<br />Regular Meetings<br />Go to the Balcony<br />Build Relationships<br />Ask Tough Questions<br />Listen<br />Find the Real Problem<br />Be Brutally Honest<br />
  23. 23. 16<br />What is Change Science?<br /> The Science of Change: Technical Structure<br />Science provides the structure (roles, tasks, milestones) to support change management technical activities. This will help us integrate change into your technical project plan. <br />Division of <br />Labor<br />Task Clarity<br />.....<br />.....<br />.....<br />.....<br />.....<br />.....<br />.....<br />.....<br />Task Master<br />Tested Tools<br />.....<br />.....<br />.....<br />Project Mgmt 101<br />Regular Meetings<br />.....<br />.....<br />Science<br />
  24. 24. 17<br />What is Change Art?<br /> The Art of Change: Adaptability<br />Art provides ways for dealing with the emotionally and behaviorally driven, or adaptive, factors (perceptions, fears, agendas, points of view) of change management.<br />Art<br />Go to the Balcony<br />Build Relationships<br />Ask Tough Questions<br />Listen<br />Be Brutally Honest<br />Find the Real Problem<br />
  25. 25. 18<br />The Integration of Science & Art is the Difference<br />Science Initiators<br /><ul><li>Missed tasks or milestones
  26. 26. Inconsistent messaging
  27. 27. Risk or issue identification</li></ul>Science Response<br /><ul><li>Perform stakeholder analysis
  28. 28. Assign Change resources to work closely with teams
  29. 29. Reevaluate project plan and determine contingency plan</li></ul>Art Initiators<br /><ul><li>Political landscape has changed
  30. 30. Communications between groups are strained
  31. 31. Project solutions have missed the mark</li></ul>Art Response<br /><ul><li>Identify underlying problems
  32. 32. Reintroduce the 10,000 ft view
  33. 33. Ask the tough questions to get stakeholders to acknowledge and address the risk</li></ul>Science<br />Art<br />Results: on-time delivery, engaged stakeholders, open communication, meaningful deliverables<br />
  34. 34. Getting Started—What we do<br />Understanding the project<br />We have to know what’s changing in order to anticipate the impact on people<br />Sales process, due diligence, project initiation<br />Assessing organization, culture, project team capability, business requirements<br />Read on the risks and organization readiness<br />Helps build the plan <br />Building the change team<br />Train technical project team members on the approach—key to information feed<br />Establishing common goals and language for project team<br />Integrated team--<br />Building the plan—integrate and timed with technical plan<br />Business requirements assessment, solutioning and documentation<br />Build the change work stream plan and Influence the core project/technical plan<br />Implementation of plan<br />Adapt plan to changing requirements<br />Issues and risks and recommendations to PMO<br />Deliverables<br />Post project activities<br />
  35. 35. 20<br />Change Management Tools and Deliverables <br />Our change projects have included a number of the following tools and deliverables<br /><ul><li>Readiness Assessment
  36. 36. Culture Assessment
  37. 37. Change Capability Assessment
  38. 38. Change Competencies
  39. 39. Organization Infrastructure Assessment
  40. 40. Change Management Work Plan
  41. 41. Team Charter
  42. 42. Team Critical Success Factors
  43. 43. Project Plans
  44. 44. Leadership Preparation
  45. 45. Leadership Interview Questionnaire
  46. 46. Leadership Interview Guide
  47. 47. Leadership Alignment Workshop Materials
  48. 48. Kickoff Meeting Materials
  49. 49. Change Management Strategy
  50. 50. Work Stream Action Planning Guide
  51. 51. Stakeholder Management
  52. 52. Stakeholder Profile Guidelines
  53. 53. Stakeholder Maps
  54. 54. Stakeholder Action Plans
  55. 55. Feedback Issue Log
  56. 56. Workshop Materials
  57. 57. Position Descriptions
  58. 58. Communication
  59. 59. Audience Analysis Matrices
  60. 60. Media Matrices
  61. 61. Materials Templates
  62. 62. Training
  63. 63. Competency Requirements
  64. 64. Logistics Plan
  65. 65. Workshop Materials
  66. 66. Evaluations</li></li></ul><li>21<br />How Solleva Group Supports Change Initiatives<br />Solleva Group works with outsourcing services firms as part of their team, in partnership, or as an independent advisor. We offer a full range of services to ensure project goals are achieved.<br />Change Management Advisory Services<br /><ul><li>Training– Available in half day, full day, and modular formats designed to jumpstart your team and get you headed in the right direction.
  67. 67. Coaching – Access to senior level consultants who will help you identity overall change framework, develop a project plan, provide tools and templates and be available for ongoing guidance.
  68. 68. Strategy and Planning– We identify overall project objectives, produce project plans and provide ongoing updates and reports. Solleva Group can partner with you to perform stakeholder analysis and build action plans for addressing influential and impactful groups appropriately.</li></ul>Project Management and Coordination<br /><ul><li>Solleva Group will help you by building detailed project plans, attending project meetings, providing tools and templates and ongoing project management support. We can help you prioritize your actions, determine resource gaps and manage to key milestones. This allows you to focus on understanding stakeholder needs and shifting attitudes and developing messages to key audience groups. </li></ul>Complete Consulting Support<br /><ul><li>Project Assessment and Intervention – We are an objective third party Identify root causes
  69. 69. Communicationsand Knowledge Transfer –We create stakeholder and project team communications using a variety of formats that are tailored to align with organization level and corporate brand. We also help you identify learning requirements, develop content and deliver training to make sure end users are prepared for the transition.
  70. 70. Infrastructure Transformation –We identify the effects that change will have on process, roles and structure and can help you make changes required to sustain the change over the longer term.</li></li></ul><li>Training: Jump-Start Change! Workshop<br />Prepare project teams, change leaders and managers to lead change with Solleva Group’s Jump-Start Change! workshop<br />Learn practical tips for ensuring the success of your change efforts <br />In this workshop you will learn: <br />The foundational principles for managing change<br />Best practices research data<br />How to implement a comprehensive change management process<br />Powerful tools for planning and preparing for change<br />How to overcome project resistance and engage key stakeholders <br />Manage project complexity as well as resources, time, and costs <br />Integrate key elements of the change process including training, communication, and changes to organization roles <br />Avoid some of the most common pitfalls and create and sustain energy throughout the initiative <br />Plus, you’ll learn how to take the guesswork out of managing your change and attain the results you envision with Solleva’s five-step action plan!<br />
  71. 71. What Others Are Saying<br />The Jump-Start Change! Workshop conducted has added a broader dimension to my PMO thinking about managing corporate change.  I have found their integrated science-art model proposition to be thought provoking and their effective tools and roadmap ready to be put to the test, which I am doing already.  Simply put, I believe Solleva has raised the bar on the subject of managing corporate change. Senior Director, Regional PMO, Beverages Company<br />I love the Art & Science concept! The class will help me to go through the steps with greater depth. HR Director, Hospital<br />The delineation between Art & Science forces you to focus on what you may be doing subconsciously to work against effecting change. VP of HR, Fortune 500 Conglomerate<br />This class will make me more balanced in not only my professional life, but also my personal relationships. Senior Director of IT, Manufacturing<br />I learned that having a plan doesn’t mean you’re done…it’s about planning and consistently retooling. Project Leader, Business Services<br />
  72. 72. Additional Solleva Group Services<br />In addition to our core change services, Solleva Group can provide expertise to help you address the infrastructure required to achieve long-term, sustainable results<br />Role<br />Definition<br />& Design<br />Process<br />Redesign<br />Change<br />Management<br />HR<br />Effectiveness<br />Talent<br />Assessment<br />
  73. 73. 25<br />Who Is Solleva Group?<br />We are a new firm that brings together a team of seasoned experts with a shared passion for helping organizations manage change.<br />The Solleva Group can hardly say it has a history. While we are newly formed and not yet a recognized name in the world of change management services, we are anything but new to the world of organization transitions.<br />We understand change management from a variety of perspectives and bring deep experience and a proven track record in managing these initiatives.<br />Our partners have held executive roles in major companies and have led practice areas at leading consulting and service organizations.<br />Our team members’ capabilities span change management, communications, technology, outsourcing, finance, human resources, process standardization, organization and job design, operations management, shared services, . . . and more.<br />Our team members have managed a myriad of change initiatives such as technology and outsourcing implementations, merger integrations, divestitures, leadership transitions, restructurings and downsizings, and broad-based culture change for companies of all sizes ---- from major global organizations to regional family-owned businesses.<br />Our team members have deep expertise in a variety of industries including financial services, pharmaceuticals, manufacturing, health care, utilities, media, chemicals, business services, education, government, and nonprofits.<br />