Quality is like motherhood and apple pie: something that everyone can support. But ‐‐ as any mother will tell you ‐‐ that doesn't make it easy. And, as the world changes, the definition of quality is changing as well. Change and transformation are the emerging tools of quality. Leading organizations are listening to the voice of the customer and actively using this information to reinvent themselves to meet their customer’s increasing expectations. This increasing rate of change can have adverse consequences throughout the organization if not properly managed. This presentation identifies a model for change, explore best practices, and outline practical tips for getting started.

1. Improving Quality
with Change Management
September 25, 2014

2. Agenda
• About Me
• What is Quality?
• Evolution of Quality
• Why Change Management
• A Model for Change
• Best Practices & Success Factors
• Practical Tips for Getting Started
2

3. 3
What is Quality?

4. Evolution of Quality
• Cannot take quality for granted
• Quality is the competitive advantage
Then Next
Goal Prevention Perfection
Quality of Product Enterprise
Philosophy Processes Community
Sector Manufacturing Every
Waste Tolerable Abhorrent
Focus Product/Service Experience
Methodology Control/ Improvement Change/Transformation

5. WHY CHANGE MANAGEMENT?
5

6. Why Change Management?
• Increases probability of
project success
• Manages employee
resistance to change
• Builds change competency
in the organization
– Increasingly important as we
deal with increasing rate of
change

7. Why Change Management?
• Connect to business
results
• Mitigate negative
consequences
• Translate change
management to financial
performance
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8. 8
Correlation of change management effectiveness
17%
to meeting project objectives
49%
80%
95%
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Poor
(n=177)
Fair
(n=441)
Good
(n=561)
Excellent
(n=107)
Percent of respondents that met
or exceeded project objectives
Overall effectiveness of change management program
*Data from 2007, 2009 and 2011
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report

9. 9
Correlation of change management effectiveness
16%
to staying on schedule
34%
57%
75%
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Poor
(n=215)
Fair
(n=532)
Good
(n=679)
Excellent
(n=116)
Percent of respondents that were
on or ahead of schedule
Overall effectiveness of change management program
*Data from 2007, 2009 and 2011
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report

10. 10
Correlation of change management effectiveness to
48%
staying on budget
63%
71%
82%
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Poor
(n=188)
Fair
(n=498)
Good
(n=661)
Excellent
(n=116)
Percent of respondents that
were on or under budget
Overall effectiveness of change management program
*Data from 2007, 2009 and 2011
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report

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12. Change is a process…
Current State Transition Future State
Not an event.
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13. Five Tenets of Change Management
#1 We change for a reason.
#2 Organizational change requires individual
change.
#3 Organizational outcomes are the collective
result of individual change.
#4 Change management is an enabling
framework for managing the people side of
change.
#5 The application of change management helps
to realize the benefits and desired outcomes
of change.
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14. 14

15. ADKAR Model
• Represents the 5 elements of change that
must be achieved for change to be a success.
• Developed by PROSCI after studying change
patterns of more than 700 organizations.
• An effective tool for managing change at an
individual level and guides activities at the
organizational level.
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16. Awareness
Change begins with understanding why.
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• What is the nature of the change?
• Why is the change needed?
• What is the risk of not changing?

17. Awareness
Change begins with understanding why.
17
• What is the nature of the change?
• Why is the change needed?
• What is the risk of not changing?
• Resistance to change is the norm.
• Lack of awareness is the most
common reason for resistance.

18. Desire
Change involves personal decisions
18
• What’s in it for me (WIIFM)
• A personal choice
• A decision to engage & participate

19. Desire
Change involves personal decisions
19
• What’s in it for me (WIIFM)
• A personal choice
• A decision to engage & participate
• Awareness = Desire
• Often considered most difficult step to
achieve

20. Knowledge
Change requires knowing how
20
• Understanding how to change
• Training on processes & tools
• Learning new skills

21. Ability
Change requires action in the right direction
21
• The demonstrated capability to
implement the change
• Achievement of the desired change
in performance or behavior
• Knowledge = Ability

22. Reinforcement
Change must be reinforced to be sustained
22
• Actions that increase the likelihood
that a change will be continued
• Recognition & rewards that sustain
the change

23. Reinforcement
Change must be reinforced to be sustained
23
• Actions that increase the likelihood
that a change will be continued
• Recognition & rewards that sustain
the change

24. SUCCESS FACTORS?
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25. Success Factors
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26. Success Factors ‐ Sponsorship
• Active, visible, engaged sponsorship
– Talk about it – formally & informally
• Communicate directly with employees at all levels
– Demonstrate commitment – in words & actions
• Build a coalition of sponsorship
– Employees evaluate importance of change based
on what they see & hear from senior leaders
– Involvement, Commitment, Action
– Sponsor is a verb – not a title
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27. Success Factors ‐ Sponsorship
• What are some of the things you can do to
create active & engaged sponsors?
27
Project teams ranked over 50% of their sponsors
as having a moderate to low understanding of
their role in managing the people side of change
and graded them “average to poor” in terms of
sponsorship activities.

28. Success Factors ‐ Sponsorship
• Assess sponsor competencies
– Is the sponsor at the right level?
– Does sponsor support the change?
– What is sponsors track record?
– What is sponsors communication style?
• Prepare the sponsor
– Training
– Assistance
– Clear responsibilities
– Examples of good sponsorship activities
– Examples of common mistakes
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29. Success Factors ‐ Sponsorship
• Plans
– Sponsor Roadmap
– Communication Plan
– Coaching Plan
• Regular meetings with sponsor
• Hold sponsor accountable
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30. The critical role of coaching your sponsor
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Correlation of change management effectiveness
17%
to meeting project objectives
49%
80%
95%
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Poor
(n=177)
Fair
(n=441)
Good
(n=561)
Excellent
(n=107)
Percent of respondents that met
or exceeded project objectives
Overall effectiveness of change management program
*Data from 2007, 2009 and 2011
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report

31. Success Factors – Communication
• Employees often do not hear or internalize key
messages from managers, despite efforts to
create the most complete & clear
communications.
– Often must hear a message 5 to 7 times before
they internalize the message.
• Preferred senders of change messages
• Sponsor
• Immediate Supervisor/Manager
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32. Success Factors – Communication
• Send the right message
• To the right audience
• At the right time
• From the right sender
• Through the right channel
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33. Success Factors – Communication
• Send the right message
• To the right audience
• At the right time
• From the right sender
• Through the right channel
Think you’ve communicated enough?
Communicate MORE!
More communication was the #1 “do differently
next time” suggestion
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34. Success Factors ‐ Approach
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Not everyone changes at the same pace
A structured approach ensures objectives realized

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