"Change management". Workshop 8 ottobre Advance School - LaMarsh Global
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La shared responsability di leaders, managers e dipendenti nei processi di cambiamento: la best practice internazionale di LaMarsh Global. The nature of business today, the pressures of the economic crisis and the rapid evolution of technology mean that businesses will be in a constant state of change. Effectively and efficiently managing change is a shared responsibility: Leadership has the responsibility to identify and implement the right changes -- changes that will improve business performance, develop employees and grow the bottom line financial stability of the organization. Management has the responsibility to develop the skill, the structure and the will to apply solid, proven change management methodology when making changes. Employees also have a responsibility. They need to accept that they will live their entire professional career in a work environment of constant change. Coping with those changes, building an internal capability to accept and adapt to change and to take ownership of their role in the change process is critical for them and for their companies.
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"Change management". Workshop 8 ottobre Advance School - LaMarsh Global
- 1. THE LEADER AS SPONSOR K. Judg e OF CHANGE K. Judge © 2013 LaMarsh Global
- 2. SESSION GOALS Recognize the value of change management and what it could mean in your organization Determine your role and responsibilities as Sponsors who lead change and as Change Agents assigned to manage implementation Employ selected Managed Change™ action steps to reduce potential risks and increase the probability of successful change © 2013 LaMarsh Global 2 2
- 3. WHY MANAGE CHANGE? Success/Contribution Breakthrough Vision Organizational Transformation Breakthrough Point Breakthrough Strategies Organizational Marginalization Inertia The Business of the Business Time © 2013 LaMarsh Global 3 3
- 4. CHANGE MANAGEMENT How does Change Management add value? R = Qs x A Results = Quality of Solution x Its Acceptance © 2013 LaMarsh Global 4 4
- 5. FAILURE IS POSSIBLE No Plan for Implementation FAILURE Fuzzy Definition of Desired State © 2013 LaMarsh Global Ignoring Potential for Resistance 5 5
- 6. OBSTACLES TO SUCCESSFUL CHANGE All other obstacles 32% Inadequate resources (time, knowledge, money) 16% Management behavior not supportive of the change 29% Employees fearful and resistant to change 23% Best Practices in Change Management, ProSci Over 50% is directly attributable to employee behavior. © 2013 LaMarsh Global 6 6
- 7. MANAGED CHANGE™ MODEL Identify the Change Current Desired Delta Prepare to Change Sponsor Change Agent Target Culture History Resistance Plan the Change Communication Learning Reward Implement the Change Sustain the Change © 2013 LaMarsh Global 7 7
- 8. MANAGED CHANGE™ AS A PROCESS 1. Create 2. Populate 3. Generate Current State Analysis Current State Analysis Desired State Design Desired State Design Communication Communication System System Delta Dip Assessment Delta Dip Assessment Key Role Map Assessment Key Role Map Assessment InfoMatrix InfoMatrix Fishbone of Changes Analysis Fishbone of Changes Analysis History Audit History Audit Learning Learning System System Reward Reward System System Culture Audit Culture Audit 4. Repeat as necessary until change is sustained © 2013 LaMarsh Global 8 8
- 9. A VIEW OF A WELL MANAGED CHANGE Target Resistance is Identified & Analyzed Change Agents are Capable & Willing Impact of Culture Is Acknowledged Impact of History Is Acknowledged Resistance Is Mitigated Effectively Sponsors are Effective at All Levels Impact of Multiple Changes is Understood Effective Change Management Delta State Performance Impact is Acknowledged Desired State Definition is Clear Governance is Operational Organization is Competent In Managing Change Project Management Is Effective Current State Case for Change is Strong © 2013 LaMarsh Global 9 9
- 10. STAGES OF CHANGE K. Judge Current State Delta State Desired State WHY? HOW? WHAT? © 2013 LaMarsh Global 10 10
- 11. CURRENT STATE Structure Process K. Judge Culture © 2013 LaMarsh Global People 11 11
- 12. DESIRED STATE Structure Process K. Judge Culture © 2013 LaMarsh Global People 12 12
- 13. INTEGRATING MULTIPLE CHANGE INITIATIVES Initial Public Offering Supply Chain Initiative The Secret 100% Customer Satisfaction Desired State Desired State Tunnel Project © 2013 LaMarsh Global Merger / Acquisition Growth Financial System: Prophecy 13 13
- 14. KEY ROLES • Change Sponsors • Change Agents • Change Targets • Change Advocates K. Judge © 2013 LaMarsh Global 14 14
- 15. SPONSORS MUST . .. • Understand the change • Manage the change K. Judg e • Deal with people K. Judge © 2013 LaMarsh Global 15 15
- 16. KEY ROLE MAP Name: ________________________________ Sponsor: Yes No _____________________ Change Agent: Yes No _________________ Target: Yes No _______________________ Issues/Concerns: _______________________ ______________________________________ ______________________________________ Name: ________________________________ Sponsor: Yes No _____________________ Change Agent: Yes No _________________ Target: Yes No _______________________ Issues/Concerns: _______________________ ______________________________________ ______________________________________ Name: ________________________________ Sponsor: Yes No _____________________ Change Agent: Yes No _________________ Target: Yes No _______________________ Issues/Concerns: _______________________ ______________________________________ ______________________________________ Name: ________________________________ Sponsor: Yes No _____________________ Change Agent: Yes No _________________ Target: Yes No _______________________ Issues/Concerns: _______________________ ______________________________________ ______________________________________ Name: ________________________________ Sponsor: Yes No _____________________ Change Agent: Yes No _________________ Target: Yes No _______________________ Issues/Concerns: _______________________ ______________________________________ ______________________________________ © 2013 LaMarsh Global 16 16
- 17. TARGETS OF CHANGE K. Judge © 2013 LaMarsh Global 17 17
- 18. MULTIPLE CHANGE INITIATIVES Change Initiatives 1. New Strategy Implementation 2. Customer Service Cross Selling 3. Compliance 4. Sales Recruiting 5. Web Chat PRES 1 6. Problem Resolution 7. New Client Implementation 3 2 VP FINANCE VP HR VP TRAINING 4,7 VP-SALES &MARKETING 5,6 VP OPERATIONS Manager 1,4 1,4 1,2,5 1,2,3,4 5,6,7 1,2,3,4, 1,2,3, 5,6,7 5,6 1,2,3, 5,6 1,2,3, 5,6 1,2,3, 5,6 Supervisor 3 1,4 1,4 1,2,5 1,2,3,4, 1,2,3,4, 1,2,3, 5,6,7 5,6,7 5,6 1,2,3, 5,6 1,2,3, 5,6 1,2,3, 5,6 Front-Line (Agents) © 2013 LaMarsh Global 1,3 3 1,4 1,4 1,2,5 1,2,3,4, 1,2,3,4, 1,2,3, 5,6,7 5,6,7 5,6 1,2,3, 5,6 1,2,3, 5,6 1,2,3, 5,6 18 18
- 19. CHANGE INITIATIVES Change Initiatives 1. 2. 3. 4. PRES 5. 6. 7. 1 VP FINANCE VP HR VP TRAINING VP-SALES &MARKETING VP OPERATIONS 2 3 4 5 6 © 2013 LaMarsh Global Manager # # # # # # # # # # Supervisor # # # # # # # # # # Front-Line (Agents) # # # # # # # # # # 19 19
- 20. CULTURE – AN ELEMENT OF CHANGE • How we behave • What we believe • Rules we follow: – In rule book – Unwritten rules K. Judge © 2013 LaMarsh Global 20 20
- 21. HISTORY - WHAT WE’VE TAUGHT OURSELVES Targets have learned that change is either MANAGED WELL OR MANAGED POORLY K. Judge © 2013 LaMarsh Global 21 21
- 22. Plan the Change Communication Learning Reward K. Judge © 2013 LaMarsh Global 22 22
- 23. Implement the Change K. Judge © 2013 LaMarsh Global 23 23
- 24. RELATIONSHIP AMONG THE SYSTEMS K. Judge Current State Delta State Desired State Communication Learning Rewards © 2013 LaMarsh Global 24 24
- 25. Sustain the Change © 2013 LaMarsh Global 25 25
- 26. LESSONS LEARNED BY LEADERSAddress the Stages of Change #1 – Clearly Targets of change need to know: – Why change is necessary and no longer viable – What the future holds and how they fit in – How you plan to support them during the transition © 2013 LaMarsh Global 26 26
- 27. LESSONS LEARNED BY LEADERS #2 – Provide Clear Definition of the Future Targets of change need: – Terminology that makes sense to them – Clear definition of your “vision” statements – Measurable goals – To see where they are in the picture © 2013 LaMarsh Global 27 27
- 28. LESSONS LEARNED BY LEADERS #3 – Address the Dip in the Delta Productivity K. Judge © 2013 LaMarsh Global 28 28
- 29. THE IMPACT OF MANAGED CHANGE™ 2 3 K. Judge 4 2 = without change management 1 2 = with change management 1. Reduces the degree of pain and drop in productivity 2. Accelerates the change; Achieves benefits sooner 3. Achieves higher level of results 4. Insures sustainability © 2013 LaMarsh Global 29 29
- 30. LESSONS LEARNED BY LEADERS #4 – Consistently Gain “Target” Perspective K. Judge © 2013 LaMarsh Global 30 30
- 31. LESSONS LEARNED BY LEADERS #5 – Choose a Change Approach MORE Resources/Time Collaborative Facilitative Directive LESS © 2013 LaMarsh Global Commitment MORE 31 31
- 32. LESSONS LEARNED BY LEADERS # 6 Know the Difference Between Sponsors and Change Agents Clearly define the roles and responsibilities of the sponsors and those of the change agents Sponsors Change Agents Make it clear that resistance will be addressed Systematically identify the target populations and the sources of potential resistance Commit the resources that are required to reduce the resistance Identify the actions required to reduce the resistance and build the plan of action Do the communicating Write the speeches Provide the rewards and reinforcements Determine what those need to be © 2013 LaMarsh Global 32 32
- 33. LESSONS LEARNED BY LEADERS #7 – Establish a Governance Model Enterprise Enterprise Steering Committee Steering Committee Communication Communication Learning Learning Reward Reward Change Change Management Management Team Team Team 1 © 2013 LaMarsh Global Program Program Management Management Team Team Team 2 Team 3 Team 4 33 33
- 34. LESSONS LEARNED BY LEADERS #8 - Manage Resistance – Don’t Ignore It K. Judge Current State Delta State Desired State Communication Learning Rewards © 2013 LaMarsh Global 34 34
- 35. MANAGING CHANGE REQUIRES COMMITMENT Embedded into the hear of every change project and every individual's responsibilities A complement to project management, new product introduction and Six Sigma processes A requirement for long-term sustainable results Transferred to individuals and throughout the organization © 2013 LaMarsh Global 35 35
- 36. A VIEW OF A WELL MANAGED CHANGE Target Resistance is Identified & Analyzed Change Agents are Capable & Willing Impact of Culture Is Acknowledged Impact of History Is Acknowledged Resistance Is Mitigated Effectively Sponsors are Effective at All Levels Impact of Multiple Changes is Understood Effective Change Management Delta State Performance Impact is Acknowledged Desired State Definition is Clear Governance is Operational Organization is Competent In Managing Change Project Management Is Effective Current State Case for Change is Strong © 2013 LaMarsh Global 36 36
Editor's Notes
- {"33":"Multiple change initiatives can be overwhelming\nAlignment and support are critical \nIntegrate PM with CM \n","22":"Introduction: We have prepared by examining all potential sources of resistance to the change. Now plan. \nTo plan the support required for the change, your change agents would use the information in the InfoMatrix to develop the communications, learning and reward systems.\nFrom a Sponsor perspective the InfoMatrix provides guidance in how much effort will be required for successful change. \nIs the project in jeopardy of failure? \nShould you kill it? \nDelay it? \nRe-sequence it? \nReallocate resources to it? \nDemonstrate how Change Agents work with InfoMatrix:\nTake one or more items from the InfoMatrix and discuss how it could be addressed by one of the three systems\n","11":"Look at deficiencies in:\nStructure: The organization, the technology, the geography, the infrastructure \nProcess: The way the work flows\nPeople: Their competencies, experience, skills, and knowledge\nCulture: How people behave, how those behaviors reflect what they believe, the rules they follow\nA change in one element causes a change in the other three\nUsually diligent about structure and process, less so with people and even less with culture \nPerspectives on the need for change may vary by position in the org\nCompany\nDivision\nTarget\nPerspective of those who must change is key to effective communications\nNormally any data that is shared is at too high a level; need translation to their situation \n","6":"Let’s put this in context…An alarming number of change initiatives fail, or fail to produce the expected results.\n50% to 75% of all manufacturing technology projects fail\n50% to 75% of all re-engineering efforts do not deliver the expected results\nOnly 16% to 24% of all Information Systems projects are completed successfully\n52% of those run 189% over budget \nCompleted projects deliver only 42% of expected functionality\nYou know this is happening. \nCFT story: raising bar on capital projects \nOver 50% fail due to employee behavior \n","23":"Implement\nEvery event in the communication, learning and reward systems is designed with a feedback element.\nExpect the systems to be modified in response to feedback. \n","12":"Look at needed changes in:\nStructure\nProcess\nPeople\nCulture \nInterrelated; cannot redesign one without impact on others\nPerspectives on the Desired State may vary by position in the org.\nCompany\nDivision\nTarget\nAffected employees’ perspective is key to effective communications.\n","18":"Further analyze impact of change by mapping Fishbone against Key Role Map: Change Impact Analysis\nIn this example…\n","7":"Managed Change™ Model provides a framework, grounded in research, for thinking about change:\nStages of change\nRoles and responsibilities \nImpact of culture and history\nSupport systems to mitigate resistance\nThe Identify and Prepare tiers of model identify the eight sources of resistance to change. \n","13":"Fishbone Analysis\nPressure on productivity, availability of resources, etc. multiplied by number of change initiatives\n","19":"Fishbone Diagram and Change Impact Analysis illustrate need for Project Management Office to govern not just on a project by project basis, but to look at interrelationships of all projects. \n(This will be a subset of the client’s change initiatives, as determined through prework.) \nDiscussion (20 min.)\nWhat is the impact of change on divisions/departments and levels of personnel within your organization? \nDebrief:\nWhat data stands out to you?\nWhat are the implications of this?\nIs further action required? \n","25":"Sustain\nSponsor job is wrapping up. Must see that procedures are in place to monitor and address slippage\nExpect the 3 systems to remain:\nCommunication – continue to show progress, learning opportunities, recognize contributions\nLearning – for those missed and new hires\nRewards – reinforce desired state/ new current state behaviors \n","14":"Roles:\nSponsor – has authority, resources and accountability to call for change\nChange Agent – implements the change, a high risk role\nLimited resources\nAggressive deadlines\nResistant targets\nPossible mixed messages from sponsor; lack of support\nTarget – those who must decide to change, or not \nChange advocate – good idea without a sponsor\nMap terms to client’s terminology \n","3":"Change Management’s value goes beyond the individual project basis. \nChange management can provide the competitive edge.\nAsk participants to describe where their organization is on slide. \nThe solution – change management \nNot the “who moved my cheese?” kind, but specific application of research-based tools and techniques to ensure successful change.\n","20":"Culture – neglected aspect of change \n","26":"Summarize “how to’s” of change management from Sponsor perspective \nIntroduction would need to vary, based on presenter:\n“My previous experience has taught me…”\nor\n“LaMarsh consultants have observed…” \n","4":"Change management is a systematic process of applying the knowledge, tools and resources needed to effect change in the people who will be impacted. It addresses the most common obstacle to successful change – human resistance.\nHow does change management add value?\nOptimal results require a good solution and the acceptance of that solution.\nThe value of change management is to optimize results by addressing the importance of gaining acceptance. \n","21":"History \n","10":"Three stages of change\nCurrent State – Why should I leave it?\nDesired State – What will the future be like?\nDelta State – How will the organization help me through the transition? \n2 x 4 Story\nRisk/Reward Analysis \n"}