Change Management/ Agility in Organizations and Leaders- Project Management Institute (PMI) conference

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THE POWER OF CHANGE:
Being an Agile Organization:
A Requirement for Future
Relevance
Presented by
Dr. Lepora Menefee, PMP, SPHR, Prosci, SSBB

Change
is the only constant
– Heraclitus

What is Agility?
What is Change
Management
Stages of Change
Why Agility for
Individuals?
Why Agility for
Organizations?
Characteristics of
an Agile
Organization
Best Practices for
Agile
Organizations
Agile Leadership
Agility in
Operations
An Agile Culture
Best Practice
Change Tools
Obstacles to
Agility
Managing Risks
during Positive
Change
Closing

WHAT IS AGILITY?

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The capacity to change the organization and
business rules by which we operate can make us
more effective and efficient when dealing with
different types of missions. This capacity also
makes it more likely that we can be responsive,
flexible and innovative because it frees us
from roles, doctrines and practices that were
designed and developed for old
missions.”(p.153).
-Alberts and Hayes (2003)
5

Model of Agility
6
AGILITY
Organizational
Learning
Responsiveness
Efficiency
Timeliness
Coordination
Robustness
Flexibility
Alertness

WHAT
IS
CHANGE MANAGEMENT?

Change management is an approach to
shifting/transitioning individuals, teams and/ or
organizations from a current state to a desired
future state. It is an organizational process aimed
at helping change stakeholders to accept and
embrace changes in their business environment
or individuals in their personal lives.
8
Tools, Assessments, Training, Communications, Marketing, HR and Incentives
are often used to help facilitate change.

AGILITY & ME

STAGES OF AGILITY

Prosci’s OCM Maturity Model
15

STAGES OF
CHANGE MANAGEMENT

Kotter’s
18

WHY AGILITY
for
INDIV IDUALS?

You have more influence helping to drive
the change than being completely driven.
21

BE OPEN TO BETTER OPPORTUNITIES
22

SURVIVE!
23

You make up the organization.
24

WHY AGILITY
for
ORGANIZATIONS?

Research conducted at the
Massachusetts Institute of
Technology (MIT) suggests that
agile firms grow revenue 37%
faster and generate 30% higher
profits than non-agile companies.
26

BENEFITS OF AGILITY IN THE ORGANIZATION
27
Source: PMI 2012

A rapid response to changes (agility) in the
business environment delivers tangible results.
 Creation of lean thinking and practice throughout the organization
 Release of innovation and creativity within teams and individuals
 Continuous pursuit of change and improvement opportunities in
productive and cost-effective ways becomes a routine part of
organizational life
 Increased pace of change within the organization
 Better management of complexity
 More commitment and personal accountability for results on all
levels in your organization
 A key enabler of developing into a ‘Learning Organization’
 Honing your organization’s competitive edge.
28

Don’t be a know it all,
because no one knows it all.
29

Agility helps when we can only see
so far…
30

The Market is Fickle.
31

CHARACTERISTICS
OF
AN AGILE ORGANIZATION

Free Flowing
Knowledge
&
Accessibility
33

CONTINUOUS LEARNING
34

Healthy Communication
35

Expeditious
Decision-
Making
36

Great
Teamwork
37

A
High
Performance
Organization
38

FLAT and EMPOWERED
39

LEAN
40

AGILE PEOPLE
41

Best Practices and Top Trends
in Organizational Agility

Best Practices in Organization Agility
43
Source: PMI 2012

Most & Lease Agile Departments
44
Most Agile
Least Agile

Uses of Technology in Best Practices Agility
45

Agile Alignment
46
Agile
Alignment
Structure
People
Technology
Processes

Sufficient
Training
&
Preparation
47

The social system
is
prepared (ready)
for
change
48

A Variety
of
Solutions
and
Alternatives
are Always
Considered
49

Agility
in
Operations

Agility in Operations is…
 Work design being aligned with the organization’s mission
and its strategy for accomplishing that mission.
 Actively exploiting business opportunities
 Maintaining Network Fluidity
 Maintaining Relational Fluidity
 One Stop Action
 Results over process and/ or structure
 Surviving and Thriving
 Being congruent with a turbulent environment
51

CROSS-
SKILLED
52

Highly
Collaborative
53

FLEXIBILITY
54

A Culture
of
Agility

INQUISITIVE
56

DIVERSE
58

RISK- TOLERANT
59

BEING AN
AGILE LEADER

They accept a Turbulent World & are
constantly expecting change
62

They are Intentional & Proactive
63

They anticipate threats &
continuously scan their environments
64

They lead with
an open mind & fresh eyes
65

They are
Generous
with
Knowledge
66

They are empowering
67

They are courageous
68

Agile leaders have a broad repertoire of behaviors
and adjust their leadership style as needed
69

They engage diverse stakeholders &
generate strong agile teamwork
70

Obstacles to Agility

Main Obstacles to Agility
72
Source: PMI 2012

R
BEST PRACTICES TOOLS
For
CHANGE

Change Management Tools Map
1. Readiness Assessment
2. Project Charter
3. Sponsor Assessment
4. Stakeholder Assessment
5. Force Field Analysis
6. RASCI
7. Communications and Training Plan
8. Risk Mitigation Plan
9. Sustainability Assessment
74

An Organization
Readiness Assessment
assesses the level that the
organization
is ready for change
1. Is there a burning platform for the
change?
2. How aware are the staff of the
need for change?
3. What is the level of desire to
support the change?
4. What is the level of expertise in
the organization to carry out the
change?
5. How able is the organization to
support the change with given
resources?
6. How able is the organization to
maintain and reinforce the change
once implemented?
75

The Project Charter
serves as the
foundation for any
change to ensure that
there is agreement on
basic elements of the
change including
scope, goals, etc.
76

The Sponsor
Assessment
ensures that you
have the right
people leading
change and that
they are ready to
lead the change
1. Do I understand the strategic
impact this effort may have
on the organization?
2. Does it make sense to be
doing this now?
3. Do I know what political
issues are going to surface
during this project?
4. Do I have enough authority to
reallocate and pull resources
for this effort?
5. Am I invested enough in the
outcome of this effort to
spend my time and energy
sponsoring a team?
77

A Stakeholder Assessment
assesses who is influenced
and impacted by the
change. It allows you to
understand what is needed
in order for all stakeholders
to be motivated by, and
successful in the change
78

Force Field
Analysis
79

RASCI
80

Communications Plan
81

Training Plan
• Subject Matter
• Audience
• Audience Size
• Location
• Vehicle Type
• Regularity/ Schedule
• Evaluation Method
82

Risk Mitigation Plan
83
• Nature of Risk
• Probability of Risk
• Frequency of Risk
• Severity of Risk
• Risk Score
• Risk Mitigation Strategy
• Risk Mitigation Champion

Sustainability Plan
84
• Stakeholder identification/ confirmation
• Adoption Levels:
– Proficiency
– Desire/ Support
– Utilization
• Additional Resources Needed

Managing Risk
In the midst of
Positive Change

Organizations effective at Risk
Management are more Agile
86

Standardize Risk Management
87

1. Embed risk management as an integral part of operations and
every project.
2. Identify Risk
3. Communicate Risks and potential Opportunities related
4. Assign Ownership for the Risk
5. Estimate/ Measure the Level of Risk
6. Prioritize Risks
7. Analyze the Risk
8. Manage the Risk
9. Create a contingency plan for the largest risks.
10.Create and Maintain a Risk Register.
88
Tactical Approach to Risk

Self- Assessment
On
Organizational Agility

Contact Info:
Dr. Lepora Menefee,
PMP, SPHR, Prosci, SSBB
lepora@resultsconsulting.net
www.resultsconsulting.net
www.drlepora.com
770.367.5444
New Book:
Journey to Authentic Joy
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