Strategic Innovation - Tools and TechniquesCorporater
Learn how to execute strategic innovation in an organization using the available tools and techniques including the balanced scorecard.
You will see:
- > How strategic innovation can be addressed within the balanced scorecard methodology
- > How it can be executed with an integrated strategic planning and performance management system
To read the first part of this two-part series on "strategic innovation", please click here - http://bit.ly/2K4J63b
Acknowledgment:
Originally written by Dan Montgomery and Gail Stout Perry for the Whitepaper titled "STRATEGIC INNOVATION" published by Corporater. Read the exclusive whitepaper here - http://bit.ly/2JN94ra
Project Management and Change Management - Sean LowPink Elephant
Project Management & Change Management: The Value & Challenges Of Integration & Alignment
Join Sean for a highly interactive discussion about the often challenging relationship between Project Management and Change Management. Come prepared to contribute your questions, insights and opinions to this session which will focus on various aspects of this highly engaging topic.
Sean will answer questions like:
1) Should change managers have the authority to say “NO” to project changes?
2) To what extent should projects be exempt from the Change Management process?
3) At what point in a Project Lifecycle should change managers expect project managers to submit requests for change?
4) What roles are designated in ITIL to coordinate change efforts between Project Management and Change Management?
Strategic Innovation - Tools and TechniquesCorporater
Learn how to execute strategic innovation in an organization using the available tools and techniques including the balanced scorecard.
You will see:
- > How strategic innovation can be addressed within the balanced scorecard methodology
- > How it can be executed with an integrated strategic planning and performance management system
To read the first part of this two-part series on "strategic innovation", please click here - http://bit.ly/2K4J63b
Acknowledgment:
Originally written by Dan Montgomery and Gail Stout Perry for the Whitepaper titled "STRATEGIC INNOVATION" published by Corporater. Read the exclusive whitepaper here - http://bit.ly/2JN94ra
Project Management and Change Management - Sean LowPink Elephant
Project Management & Change Management: The Value & Challenges Of Integration & Alignment
Join Sean for a highly interactive discussion about the often challenging relationship between Project Management and Change Management. Come prepared to contribute your questions, insights and opinions to this session which will focus on various aspects of this highly engaging topic.
Sean will answer questions like:
1) Should change managers have the authority to say “NO” to project changes?
2) To what extent should projects be exempt from the Change Management process?
3) At what point in a Project Lifecycle should change managers expect project managers to submit requests for change?
4) What roles are designated in ITIL to coordinate change efforts between Project Management and Change Management?
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/measuring-business-readiness-adoption/
What is Business Readiness and Adoption?
• Would you talk to someone who isn’t paying attention?
• Would you make a movie if you didn’t know who would watch it?
• So why do projects often deliver to a Business that isn’t ready to receive or adopt!
Business Readiness and Adoption is a measure of preparation. A business that is ready will have made all the preparations necessary to accept the deliverables of a project and begin operating them. So, in effect, anything that involves a change to ways of working requires measurement to see if a business is ready for go-live.
Project deliverables will be a combination of the following (not an exhaustive list):
• New products.
• New services.
• New organisation structures.
• New processes.
• New systems.
• New infrastructure.
In projects to measure Business Readiness/Adoption I have previously used (but not restricted to) the following measurement areas:
1. Leadership.
2. Business Area Readiness.
3. Implementation Planning.
4. Stakeholder Management & Communication.
5. Process & Procedures Readiness.
6. Business Benefits.
7. Data.
8. Departmental Roles & Responsibilities (impact on individuals).
9. Education & Training.
10. Business Reporting.
11. Testing.
Lost in Translation: The Missing Link in Strategy ExecutionInsight Experience
Abstract: Too often, leaders craft smart strategies and then are disappointed by their results. The problem lies not within the strategy itself, but how it is interpreted and operationalized. Learn how to develop leaders, at every level in your organization, to use their cognitive and interpersonal skills to translate strategies into clear direction and aligned action.
Information Governance (IG) is truly a strategic initiative of any organization. As such, the connection to organizational strategy must be made concretely. The starting point for any IG initiative must be the organization’s corporate mandate, policies and strategic directives, mission and goals. The resulting tactical elements must be aligned with the organizational plans, objectives, and the operational targets of management.
*Strategic Facility Planning, IFMA World Workplace Bob Sawhill, CFM
Bob Sawhill\’s presentation at IFMA\’s World Workplace Conference. Titled: Strategic Facility Planning: "Get out of the weeds, and align your workplace with your business’ needs"
Business Process Reengineering with Agility BPMChuck Snyder
Automate the business process, including data collection, sequencing, complex routing, navigation and task queue management without programming.
Agility BPM℠ provides a comprehensive and flexible Business Process Management (BPM) solution.
Operations and Supply Chain Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Operations & Supply Chain Management Toolkit was created by ex-McKinsey, Deloitte and BCG Consultants, after more than 1,000 hours of work. It is considered the world's best & most comprehensive Operations & Supply Chain Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to improve your skills and the operational excellence of your organization. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
How to Achieve Measurable Benefits Through Project and Organizational ChangePactera_US
Is your organization realizing expected benefits from projects? Is there a process in place to measure results?
Watch this webinar and learn:
- The financial, technical and process benefits of executing projects correctly
- How to measure benefits from changes
- Critical factors to consider before beginning a project
This webinar is a must view for business leaders and project managers responsible for ensuring the success of projects.
People often ask “what’s the difference between a Leading and a Lagging indicator?”. This presentation challenges some of the usual views and suggests some answers.
Communication, training, support, and change management. Business Readiness is a new term and encompasses components that are familiar to learning and development. However, look it up on Google, Wikipedia, or other search engines and it\'s not there. At least not in the way we have been talking about it. Why? Is it because it is so new and the components such as change management, communications, training and end user support are typically run by project managers? Or are they? How do you, as a learning professional, affect these components? You\'ll explore how the direction and guidance you provide in these areas affect overall projects and success of new processes, ERP roll outs and training delivery in your organization.
This presentation gives an overview of the proposed activities, recommendations and success factors for a software organization that wishes to implement a process improvement initiative
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/measuring-business-readiness-adoption/
What is Business Readiness and Adoption?
• Would you talk to someone who isn’t paying attention?
• Would you make a movie if you didn’t know who would watch it?
• So why do projects often deliver to a Business that isn’t ready to receive or adopt!
Business Readiness and Adoption is a measure of preparation. A business that is ready will have made all the preparations necessary to accept the deliverables of a project and begin operating them. So, in effect, anything that involves a change to ways of working requires measurement to see if a business is ready for go-live.
Project deliverables will be a combination of the following (not an exhaustive list):
• New products.
• New services.
• New organisation structures.
• New processes.
• New systems.
• New infrastructure.
In projects to measure Business Readiness/Adoption I have previously used (but not restricted to) the following measurement areas:
1. Leadership.
2. Business Area Readiness.
3. Implementation Planning.
4. Stakeholder Management & Communication.
5. Process & Procedures Readiness.
6. Business Benefits.
7. Data.
8. Departmental Roles & Responsibilities (impact on individuals).
9. Education & Training.
10. Business Reporting.
11. Testing.
Lost in Translation: The Missing Link in Strategy ExecutionInsight Experience
Abstract: Too often, leaders craft smart strategies and then are disappointed by their results. The problem lies not within the strategy itself, but how it is interpreted and operationalized. Learn how to develop leaders, at every level in your organization, to use their cognitive and interpersonal skills to translate strategies into clear direction and aligned action.
Information Governance (IG) is truly a strategic initiative of any organization. As such, the connection to organizational strategy must be made concretely. The starting point for any IG initiative must be the organization’s corporate mandate, policies and strategic directives, mission and goals. The resulting tactical elements must be aligned with the organizational plans, objectives, and the operational targets of management.
*Strategic Facility Planning, IFMA World Workplace Bob Sawhill, CFM
Bob Sawhill\’s presentation at IFMA\’s World Workplace Conference. Titled: Strategic Facility Planning: "Get out of the weeds, and align your workplace with your business’ needs"
Business Process Reengineering with Agility BPMChuck Snyder
Automate the business process, including data collection, sequencing, complex routing, navigation and task queue management without programming.
Agility BPM℠ provides a comprehensive and flexible Business Process Management (BPM) solution.
Operations and Supply Chain Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Operations & Supply Chain Management Toolkit was created by ex-McKinsey, Deloitte and BCG Consultants, after more than 1,000 hours of work. It is considered the world's best & most comprehensive Operations & Supply Chain Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to improve your skills and the operational excellence of your organization. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
How to Achieve Measurable Benefits Through Project and Organizational ChangePactera_US
Is your organization realizing expected benefits from projects? Is there a process in place to measure results?
Watch this webinar and learn:
- The financial, technical and process benefits of executing projects correctly
- How to measure benefits from changes
- Critical factors to consider before beginning a project
This webinar is a must view for business leaders and project managers responsible for ensuring the success of projects.
People often ask “what’s the difference between a Leading and a Lagging indicator?”. This presentation challenges some of the usual views and suggests some answers.
Communication, training, support, and change management. Business Readiness is a new term and encompasses components that are familiar to learning and development. However, look it up on Google, Wikipedia, or other search engines and it\'s not there. At least not in the way we have been talking about it. Why? Is it because it is so new and the components such as change management, communications, training and end user support are typically run by project managers? Or are they? How do you, as a learning professional, affect these components? You\'ll explore how the direction and guidance you provide in these areas affect overall projects and success of new processes, ERP roll outs and training delivery in your organization.
This presentation gives an overview of the proposed activities, recommendations and success factors for a software organization that wishes to implement a process improvement initiative
Telecommuting 101 - Tips and Tricks for working from homeSeth Fendley
New to telecommuting? Trying to make some changes in your work environment? This SlideShare offers considerations any person should take when telecommuting.
[Webinar] - How we improved the language competency level of 40000+ new hiresTaraSpan
In this webinar we have talked about how we enabled major ITeS sector firms to make fresh campus recruited engineers job ready through our innovative training methodology.In the webinar, we have touched upon:
The methodology, the delivery process and framework we follow
How we generate the training content
How we measure the program success – the metrics
The highlights of the program we have delivered
The value proposition TaraSpan brings in
Lend your bathroom a new dimension by choosing for the renowned Matki brand that offers a wide collection of shower doors, shower valves and other shower accessories easily available online at Fountain Direct.
In a time when organic growth just won’t cut it, organizations are increasingly growing through acquisitions or reorganizations to accelerate business results. From planning a merger, acquisition or divestiture to managing reorganizations, the Nakisa Transformation Accelerators Suite will help you to navigate change more effectively.
What ISO Management Systems can learn from Balanced Scorecard?PECB
Balanced Scorecard is a Strategy Management System developed by Professors Kaplan and Norton. It is probably the most comprehensive system/tool in the modern world. It allows an organization balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives). It further lets an organization break down each of these 4 perspectives based on 4 criteria which are Objectives, Measures, Target and Initiatives. There is a lot that ISO Implementers and Auditors need to learn from a Balanced Scorecard that will help in better delivering ISO engagements. This webinar will take a critical look at what is Balanced Scorecard and what ISO Consultants need to know to about it.
Main points covered:
• What is a Balance Scorecard?
• How Balance Scorecard allows organization to balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives)
• How an organization breaks down each 4 perspective based on 4 criteria (Objectives, Measures, Target and Initiatives)
Presenter:
This webinar was presented by Orlando Olumide Odejide, who is the Chief Trainer for Training Heights Limited. Orlando is an experienced Enterprise Architect and Programme Director working on various technology solutions including SharePoint, SQL Server, Oracle, SAP, Odoo and Qlikview Technologies for clients in the Financial Services, Government and Manufacturing Sectors.
Link of the recorded session published on YouTube: https://youtu.be/XPPj9XhXl0s
Journey to Change Excellence.
Change excellence is concerned with both “management of change” and “change management”, which are two sides of the same coin.
The former focuses on running the necessary change operations infrastructure to direct, manage and deliver all aspects of change.
The latter focuses on changing the current state (how things are done today) to the desired future state (new processes, systems, transformations, organisation structures, job roles, etc).
Both topics are complex in their own right and are intertwined to make a cohesive whole. Operational excellence has to be concerned with both if effective excellence is to be achieved.
Both together create a cohesive whole to allow the business the best chance to implement change.
Change Excellence is said to be a philosophy of:
“doing things right, in the right way, in the right order, at the right time, consistently”
In this webinar, Build Consulting expert Peter Mirus explains how to build a technology roadmap that will guide your organization to a successful future.
Peter draws on years of experience consulting with nonprofits on technology projects to give you practical steps to implement quickly.
Don’t miss this chance to learn how your organization can create a technology roadmap that is right for you.
As with all our webinars, this presentation is appropriate for an audience of varied IT experience.
Bellwether - A Blytheco Magazine | Fine Tuning Your BusinessBlytheco
Bellwether, a Blytheco magazine, offers a wide range of stories, interviews, how-tos and information for business leaders. This quarterly publication keeps you up to date on business trends, work-life issues, and the latest tips for making your business and your life better.
The key to successful Digital TransformationMegan Hunter
Many companies see technology as the key to delivering transformation and whilst technology plays a vital role in enabling business change, it is only one piece of the jigsaw.
Implementing transformational solutions is something most companies do once or twice a generation, and it’s like performing open heart surgery. The decision to undertake these projects is not taken lightly, and the business world is plagued by examples of implementations that haven’t delivered the desired business outcomes, are late and exceed budget.
With contributions from key Microsoft partners, including IBM, QuantiQ, PwC, Avanade, KPMG Crimsonwing, and Hitachi Solutions, this White Paper discusses the common features that differentiate the successful business transformation programmes from the failures, and why all programmes must address the following: clarity; having the right team; securing talent; selecting the right partner; adopt, not adapt; strong governance; external assurance.
Driving Market Impact by Operationalizing Agile MarketingCMG Partners
There's a difference between "doing Agile" and "BEING Agile" - we give case studies from our experience coaching enterprise companies through Agile Marketing adopting.
Time to join the revolution: Agile change in financial servicesAccenture Insurance
Agile change has always been a priority for financial services organizations. However, in today’s rapidly evolving digital world, it is now clear that they must make it a critical capability to survive and thrive. Applying agile end-to-end business change increases the speed to benefit, and impacts every aspect of a business from customers and employees to organization and processes. Making change their core competence will help FS firms find new ways of serving customers and creating value. This report spells out what is needed to succeed with agile, and proposes five culture-related steps FS firms can take to improve their organization agility
Enterprise Project Management Solutions - Install and train, job done? by "Da...Project Controls Expo
Enterprise Project Management Solutions - Install and train, job done? by "David Dunning - Chairman for CPS, UK" at Project Controls Expo 2017, Arsenal Stadium, London
Nana Abban and Martin Hinshelwood discuss the issues of the CIO and how we can use Evidence-based Management to solve them. Find out about the new Agility Index measures and Scrum.org's implementation of Evidence-based Management, Agility Path, in a worlewind 20 minute presentation.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...
Change in the cloud
1. Change ManagementChange Management
• Focus on building internal
capabilities
• Cloud – based change tools
• Time – based strategy
• Dedicated to results not just
reports
OMNI
Partners
2. Omni Partners are seriousOmni Partners are serious
about delivering outcomes-about delivering outcomes-
driven change managmentdriven change managment
3. Projects delivered in aProjects delivered in a
number of locationsnumber of locations
4. What Change ManagementWhat Change Management
should be able to delivershould be able to deliver
Change Driver The Situation Now The Future Possible
Demand Practitioners need to seek out projects Practitioners are sought out by project sponsors
& managers
Engagement Engaged late in the initiative’s cycle Engaged early in the cycle
Composition More external consultants than internal
practitioners
Expert groups of internal practitioners rather
than external consultants
Methods Inconsistent approaches, processes,
tools – knowledge not effectively
shared
Unified methodology and tools across
practitioner body
Governance Shadow change management teams
spread across the business
Centralized teams of experts with strong track
records who plug into projects
Knowledge Business units are very unclear of the
value of change and where to find
resources
Business units are very clear of the value and
where to engage with practitioners
Deployment Haphazard support given to projects Very focused change support – but only where
clear strategic goals are in place
Integration Change management treated as an
after-thought
Fully integrated with transformational programs
5. Internal change capabilitiesInternal change capabilities
deliver great transformationsdeliver great transformations
We work with our clients to deliver accelerated change and transformation.
Often, we need to counter the views of senior managers that change management
is peripheral and doesn’t deliver results.
Two-thirds of all change initiatives fail to achieve their expected business benefits
– a statistic that has stayed constant from the 1970s to the present. This failure rate
represents billions of dollars in lost productivity, wasted resources, opportunity
costs and rework—not to mention the negative impact on organizational morale
and workforce engagement.
We regard our value as being able to build a true change management discipline
into the work for clients….and then focus on the execution of that discipline.
Organizations that do invest in an internal change management capability set
themselves apart . They are able to adapt to the constantly changing business
environment (need for speed to market, results not just reports, hard-wired change)
more easily, adopt solutions more quickly and realize project ROI sooner.
Ultimately, it gives those organizations a competitive advantage in terms of
achieving change outcomes
6. Building this internalBuilding this internal
change capabilitychange capability
The organizations that benefit most from an internal change management
capability typically display a number of symptoms: (1)a proliferation of change
management methodologies and tools; (2)change expertise fragmented across
functional areas; under-resourced strategic initiatives; (3)and multiple projects
that lack a coordinated effort.
These symptoms result in the ineffective application of change management and
redundant activities, such as multiple communications and potentially confusing
engagement initiatives with overlapping stakeholders.
The common response to this situation – is not to build the internal capability – but
to call in a bunch of consultants.
Consultants who will not know the business, will probably know precious little
about change management and will not want to share their IP with your people,
anyway.
And they will probably view their only deliverable as a bunch of PowerPoint reports
(lovely to behold, but nothing more than another statement of the obvious) – and
then they will disappear.
Creating robust, internal change capability is the best strategy.
7. Change capabilitiesChange capabilities
delivered in the clouddelivered in the cloud
The key to the high performing change teams is that we are able to provide the
extensive cloud-based capability to the client:
•More than 60 tools to be used
•Using these tools means that there is a single methodology used across the
company – multiple staff can use and train on these tools. Tools examples are
below:
•All tools are aligned with the change model: – plan the change – create the sense
of urgency – engage the stakeholders and user – lead the change – align systems,
processes and structures – sustain the benefit realization
•There are checklists and integrated dashboards to ensure that change
performance is always transparent and thus actionable.
Tools by change phase
Transformation readiness
Change assessment
Reverse imagery
Threat-opportunity matrix
Benefits realization
Stakeholder map and actions
Past experience map/profiles
Leadership matrix
Vision process
4srealisation
7s analysis
Checklists
6 change phase dashboards – plan,
urgency, engage, lead, align, sustain
8. Time-based Change ManagementTime-based Change Management
The transformation projects, which link to change management, are needing to
happen faster than ever. If they are IT – driven, then cloud solutions mean more
and smaller projects and if they are market –related, then competitive advantage
does not stay in place for very long.
Therefore, the new approach to change managment is to build in time-based
measures. In a time–based approach, the actual change team involvement is often
closer to 60-80 days. And the start and exit schedule is closely defined and
managed.
So with an internal team, they can work on the project when they are needed – and
then perhaps shift to another project until deadlines require them back. External
consultants are more likely to want to stretch out their involvement regardless of
the cost and detriment to the change effectiveness.
The integration of the cloud-based tools and dashboards with specific deadlines
make for an easy and fully transparent view of the work completed and the rapid
time schedule to be met.
“We keep speed in mind with each new product we release…. And we continue to work
on making it all go even faster…. We’re always looking for new places where we can make
a difference.” Google
9. Results-driven Change ManagementResults-driven Change Management
Change Management is often criticized for either having no focus on outcomes, or
too much focus on process alone. The criticsm is probably well founded.
However, it is not an acceptable approach if change is to be a contributor to actual
transformative business projects.
Our approach is straightforward. In each project, we work with the client to build
the value driver tree for all the change elements to be applied:
•KPI’s (defined as both the ratio’d measure and the actual numerical result sought) are
established for each of the 6 meta level factors – plan, level of urgency, leadership,
engagement, alignment & sustainability
•Then the value driver tree is built to involve all the 60+ change tools – and define the
contributing KPI’s.
•In this manner, each and every tool will have definable KPI’s which need to be used when
reporting overall progress in the separate 6 factor dashboards.
•Every member of the internal change team will now be directly accountable for 1 or more
tools/actions and the successful results of their work. Emphasis on results/outcomes
•Absolutely none of this performance would ever be achieveable with external consultants
“What gets measured , gets done - what gets measured relentlessly, tends to be done
perfectly” Peter Drucker
10. If you farm, you get to learn a lot about good business. At work, we can
talk about transformation and strategic advantage etc………then achieve
nothing and blame it on the lack of funding, market conditions, the
consultants or even our customers.
But if you have cows, you can’t fool the cows. You need to actually do the
milking, twice a day, every day. And by doing this you can transform hard
work into a profitable venture. Talk is cheap and results speak for
themselves. Thank you.
Paul Kell
Omni Partners
Level 8, 350 Collins St
Melbourne 3000
(+614)12926532