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Transformative Change Initiatives – How to Thrive not just Survive - Walden

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Government Technology NY IT LF presentation - Transformative Change Initiatives – How to Thrive not just Survive - by Jennifer Walden

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Transformative Change Initiatives – How to Thrive not just Survive - Walden

  1. 1. YOUR PERSPECTIVE IT LEADERSHIP ACADEMY Jennifer E. Walden March 15, 2017 CHANGE
  2. 2. 60% OF EXTREMELY SUCCESSFUL CHANGE PROGRAMS FOCUSED SOME INITIATIVES ENTIRELY OR MOSTLY ON CHANGING MIND-SETS3 3KELLER,S;MEANEY,M;PUNG,C;WHATSUCCESSFULTRANSFORMATIONSSHARE:MCKINSEYGLOBALSURVEYRESULTS.MCKINSEYSURVEY.,2010
  3. 3. People must suffer through the ‘valley of despair’ as a normal part of change. Copyright © 2017 Accenture All rights reserved. 3 TRUE OR FALSE?
  4. 4. People must suffer through the ‘valley of despair’ as a normal part of change. Copyright © 2017 Accenture All rights reserved. 4 False. People do not necessarily have to experience negative feelings as part of the change process, although such emotions can in certain cases be beneficial if they are understood and well managed. TRUE OR FALSE?
  5. 5. 5 • Minimal business interruption and performance drops • Compliance with new processes, structures, mode of operation • Productivity increase in the long-term  Realization of project benefits SupportforchangeResistancetochange Awareness Commitment Understanding Acceptance Ignorance Confusion/ Disruption Dissent & Resistance Opposition & Failure I heard about that new program. Sounds interesting. I understand what is changing and why we are doing this. I know we are going to face some challenges, but I am confident it will help the business. I support the change. Everyone works the new way. What program ? I do not understand why this should be beneficial. I just can’t be bothered with this. I do not see anyone doing anything differently. Time • Business interruption and performance drops • Productivity decrease, high error and rework rates, poor morale, increased resistance to change • Effort increase (mitigation)  Project benefits delayed or not fully realized Likely consequencesThe “Commitment Curve” HOW DO YOU MANAGE CHANGE? Copyright © 2017 Accenture All rights reserved.
  6. 6. Organizations will achieve great results by focusing on communication, training, team leadership, and accountability, but there are also other even more effective factors for a successful change initiative. Copyright © 2017 Accenture All rights reserved. 6 TRUE OR FALSE?
  7. 7. Organizations will achieve great results by focusing on communication, training, team leadership, and accountability, but there are also other even more effective factors for a successful change initiative. Copyright © 2017 Accenture All rights reserved. 7 Right. Other factors, often hidden from view and difficult to define, have a greater impact on the outcomes of a change initiative. TRUE OR FALSE?
  8. 8. What are some of the change drivers? Vision and Direction Communi- cation Systems and Processes Teamwork Skills and Staffing Team Leadership Accountability Passion and Drive Fear and Frustration Business Performance Benefits Realization Vision Leadership Discipline Resources Energy Circumstances Outcomes Business Leadership 2 ChangeDrivers 1 3 4 5 6 7 8 9 10 Risks and Roadblocks Changes Taking Place The strength of 10 Change Drivers and the Circum- stances in which change is taking place, impact the Outcomes delivered from a change program Our Change approach focuses on generating employee-related support for small, medium or large scale change initiatives and provides focus on the levers of success change. It is based on the collective insights of 850,000 change journeys in more than 250 organisations. The success of an organization change program is measured against these drivers over time Focusing on Vision, Leadership, Resources, Discipline and Energy, and included drivers, helps to determine the right actions minimizing risks and stabilizing the way to successful project delivery It allows organizations to maintain and increase their business performance, and to realize project benefits in the fastest way possible 8Copyright © 2017 Accenture All rights reserved.
  9. 9. “ Change Model The Change Map Action Pathways A CD E F B B B TIPS & TRICKS: ACCENTURE CHANGE TRACKING Copyright © 2017 Accenture All rights reserved.
  10. 10. ACCENTURE CHANGE TRACKING DEMO Click here to locate your self on the Change Map https://enterprise.changetracking.com/demo Copyright © 2017 Accenture All rights reserved.
  11. 11. Charismatic and empathetic leaders build organizational trust through the quality of their one-to-one relationships. Copyright © 2017 Accenture All rights reserved. 11 TRUE OR FALSE?
  12. 12. Charismatic and empathetic leaders build organizational trust through the quality of their one-to-one relationships. Copyright © 2017 Accenture All rights reserved. 12 False. One-on-one trusted relationships with and among leaders are necessary but not sufficient. To drive change forward, organizations also need a system of trust aligned at multiple levels of leadership–a ‘trust grid’. TRUE OR FALSE?
  13. 13. 13Copyright © 2017 Accenture All rights reserved. Change Sponsors Change Champions Change Agents Change Targets Change Sponsorship Network Voluntary Recruitment Change agents can comprise of employees who are ready and passionate to step up to drive change among their colleagues Influencers Identified change targets can be Influencers to more effectively engage the wider audience for content sharing and seeking support Social Advocates Change sponsors can setup direct communication channels with end users to drive the change in a more personal manner Lead by Example Change champions can lead change by example by obtaining better sensing of on-the-ground momentum and rewarding change efforts TIPS & TRICKS: SOCIAL COLLABORATION
  14. 14. Communications through Conversations Interactive Learning Knowledge Sharing Collaborative Success 14Copyright © 2017 Accenture All rights reserved. Online Simulations/ Challenges Role Play/ Business Games Podcasts/ Videocasts/ e-Lectures Online Discussion Boards SME Sharing/ Question Forum Idea Generating Discussion Forums Periodic Leadership Announcements/ Updates Knowledge Repository Peer Recognition/ Appreciation Forum Featured Work Articles/ Blogs TIPS & TRICKS: SOCIAL COLLABORATION
  15. 15. PRIMARY REASONS FOR ORGANIZATIONAL CHANGE FAILURE ARE INSUFFICIENT COMMUNICATIONS (59%) AND LACK OF LEADERSHIP (56%)2 2CABREY, T S..; HAUGHEY, A. ENABLING ORGANIZATIONAL CHANGE THROUGH STRATEGIC INITIATIVES. PMI‘S PULSE OF THE PROFESSION IN-DEPTH REPORT.., 2014
  16. 16. WHAT WILL YOU DO DIFFERENTLY TOMORROW?

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