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WHY
WHAT
HOW
The
of Change Management
FMMUG 2013
San Diego
John Gould
JFC & Associates
‘Would you tell me
please which way I ought
to go from here…
Change demands a solid plan with clear
direction…or you’ll end up like Alice…
‘That depends a great
deal on where you want
to go,’ said the cat.
‘I don’t much care where,’
said Alice.
‘Then it doesn’t much
matter which way you go,’
said the cat.
WHY
WHAT
HOW
The
of Change Management
The Purpose
YOU HAVE A
VISION.
YOU HAVE A
MISSION.
DO YOU HAVE A
Purpose serves to change the state of conditions in a given
environment, usually to one with a perceived better set of
conditions or parameters from the previous state.
PURPOSE?
Put
in the center
PURPOSE
Vision and missions without purpose have
little chance to make change that sticks!
Golden Circle
WHY
WHAT
HOW
The
of Change Management
The Methodology
Create PROJECT
TEAM
Establish leadership alignment;
create the desire and will to change;
build project team clarity around objectives, roles,
scope and processes.
Create PROJECT
TEAM
ANALYZE
Change Needs
Evaluate the impact of the change on
stakeholders; identify existing change processes
and communication channels; clarify the business
case for change.
ANALYZE
Change Needs
GAME PLAN
Design & Execute
Develop the detailed Change Game Plan;
identify resources and assign responsibilities for
execution of the plan.
Deliver on the Change Game Plan elements.
GAME PLAN
Design & Execute
MOMENTUM
Sustain the
Measure progress and success; share
best practices for continuous
improvement.
MOMENTUM
Sustain the
ANALYZE
Change Impact
RINSE
REPEAT
Change needs to be viewed as a cycle,
not a finish line to cross
WHY
WHAT
HOW
The
of Change Management
The Change Levers
1.0 leadership
…its about inspiring
Change leaders provide direction and
reinforce the importance of getting the right
stakeholders involved at the right time, to
ensure both change and communication
expertise is there at the start of the change
journey.
1.0 leadership
The Law
of
Innovation
of Diffusion
2.0 involvement
…its about engaging
Managers make change real
for their people.
2.0 involvement
It’s not just about getting the
right people on the bus – its
getting them in the right seat.
(and sometimes off the bus all together)
2.0 involvement
3.0 communicating
…its about sharing information of change
3.0 communicating
Avoid the
Curse of Knowledge
3.0 communicating
4.0 learning
…its about building skills and competence
When was the last time you…
4.0 learning
Held training for staff…
Checked status of certifications…
Performed skills assessments…
Held onsite seminars…
Field trips to leading practice organizations…
5.0 measurement
…its about defining, quantifying and monitoring
4.0 measurement
You cannot manage something you
cannot control. You cannot control
something you cannot measure.
SMARTer Goals
S
M
A
R
T
E
R
pecific
easurable
ttainable
elavant
imely
valuate
e-evaluate
5.0 measurement
6.0 reinforcement
…its sustainingbehavior change over time
6.0 reinforcement
We are what we repeatedly
do, excellence then, is not
an act, but a habit.
The most fundamental
need of human beings is to
be recognized for their
accomplishments…
6.0 reinforcement
Questions
JFC & Associates
Enterprise Asset Management Services
contact@jfc-associates.com

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Change Management - Leading Organizational Change

Editor's Notes

  1. Talk about the reasons why people are here – mobility, upgrades, tips/tricks, the way other people are doing things…get audience participation
  2. Vision Statement – The North Star of Change Management
  3. Clear directionExamples of JFK – first man on the moon not NASA interpreting, man moon, first.
  4. Stress the importance of pointing out THE COST OF DOING NOTHING
  5. Talk about the need to produce short term wins for buyin – this is a critical step towards achieving change success
  6. August 28th 1963
  7. The curse of knowledge will cripple the effectiveness of any communication – use the example of the multiple power points based on RCM strategies – one for maintenance techs, one for supervisors and one for key decision makers/funders of iniatives.
  8. Need to remove barriers to change – need to have a formal barrier removal process.