How to increase success of your business change. Understanding what drives and motivaties people and what the end to end business change proces looks like.

1. Change
Success
Willem Nooij
July, 1st 2013

2. Definition of business change
management
Change Success 3
 Definition business change management
 Manage a planned change of processes, systems / technology,
organization (structure, style, roles, responsibilities)
 Realizing sustainable objectives within given boundaries
 Change objectives (examples)
 Cost reduction, new products or services, increase market share, increase
productivity, be more customer oriented, etc
 Change drivers
 Regulation, law, competitors, customers, technology, ambition
Note:
1. Projectmanagement tools, skills and techniques can be used to meet project requirements
2. In some definitions Business change management is focussing only on the people-side of change
3. In MSP (Managing Succesful Programs) the role of a Business Change Manager is to realize the benefits of a change

3. Definition of success
Change Success 4
Time
Current Performance (A)
Desired Performance (B)
1
5
 On Budget
 On Time
 Quality
 Benefits
 Sustainable

4. Definition of success
Change Success 5
Time
Current Performance (A)
Desired Performance (B)
1
5
 On Budget
 On Time
 Quality
 Benefits
 Sustainable
The red line indicates a non-succesfull change
The green line is needed (and possible) because
competition drives you to exceed expectations which
are set several months ago.
Continuous improvement is needed

5. Maier’s law
Change Success 6
• Result is the product of Quality and
Acceptance
R = Q * A

6. Maier’s law
Change Success 7
• Result is the product of Quality and
Acceptance
R = Q * A
On what aspect do you spend most
time and effort?

7. Success ratio and causes
Change Success 8
30%
Successfull
70%
Non-Successfull
Resistance employees
39%
Management behaviour
33%
Resources, budget
14%
Other
14%

8. Knowing, Willing & Be able to, lead to
co-ownership of the change
Change Success 9
Do you want involvement /
engagement or co-ownership?
People are willing to take co-
ownership on the change if
they:
1. Know what the change
means to them and
2. Willing to change and
3. Able to work according to
the new way of working.
Willing
• Motivation
• Engagement
• Trust
• Satisfaction
Knowing
• Goals
• Route
• Rules of the game
(freedom)
• Impact (what’s in it
for me?)
Be Able
• Time
• Knowledge
• Experience
• Tools

9. Leadership in a nutshell
Change Success 10
Goal Behaviour Result
Actions to
influence
Knowing Willling Able to
Willing
Able to
Knowing

10. Change Success 11
An excercise
Your task is to increase the number of people using the normal stairs and reduce the
number of people using the escalator.
A solution can be found when playing:http://www.youtube.com/watch?v=2lXh2n0aPyw

11. The E2E business change process
A
Current
state
B
Improved
state
W
H
A
T
System
Organization
Process
Integrated approach of Process, Organization and System

12. The E2E Business change process:
What and How
A
Current
state
B
Improved
state
W
H
A
T
H
O
W
1
A shared
need for
change
2
rules and
level of
freedom
of the
change
3
Formation
of the
change
team
4
challenging
and
appealing
goals and
vison
5
Route +
action
plan
6
Execute
actions &
celebrate
success
7
Learning &
Securing
System
Organization
Process

13. The E2E Business change process:
What and How
Change Success 14
A
Current
state
B
Improved
state
W
H
A
T
H
O
W
1
A shared
need for
change
2
rules and
level of
freedom
of the
change
3
Formation
of the
change
team
4
challenging
and
appealing
goals and
vison
5
Route +
action
plan
6
Execute
actions &
celebrate
success
7
Learning &
Securing
Design Build TestProcurement Train Implement
System
Organization
Process

14. How do you know the status of a
change ?
Change Success 15
A
B Indicators (type I)
- Revenu
- Market share
- Productivtiy
- etc
Indicators (type II)
- Trust
- Engagement
- Fun, Satisfaction
- Pride
Source: http://www.succesgps.nl

15. Case
Change Success 16
European Warehouse, 150 employees
New IT system, new processes, new warehouse infrastructure
Initial assignment: Quality of 12 Teamleaders has to improve
personal coaching -> team coaching -> organization development (15 months)
At the start Now “7 steps”
1 Not all personal capabilities
were fully used
Everybody has additional tasks and
responsibilities
TL is doing part of the work of the manager; manager is doing
part of the work of director
5, 6 and 7
and 3
2 Technical ambition focused on
KPI’s
Inspiring and shared ambition
understood by all employees
1 and 4
3 Communication was not
sufficient
Quarterly company meetings, monthly
department meeting (with interaction).
5 and 6
4 Fun, pride and engagement was
less 7
Average 8 6

16. Case
Change Success 17
European Warehouse, 150 employees
New IT system, new processes, new warehouse infrastructure
Initial assignment: Quality of 12 Teamleaders has to improve
personal coaching -> team coaching -> organization development (15 months)
At the start Now “7 steps”
1 Not all personal capabilities
were fully used
Everybody has additional tasks and
responsibilities
TL is doing part of the work of the manager; manager is doing
part of the work of director
5, 6 and 7
and 3
2 Technical ambition focused on
KPI’s
Inspiring and shared ambition
understood by all employees
1 and 4
3 Communication was not
sufficient
Quarterly company meetings, monthly
department meeting (with interaction).
5 and 6
4 Fun, pride and engagement was
less 7
Average 8 6
Productivity +10%
Quality +55%
Satisfaction +15%
Example for Holding

17. Checklist
Change Success 18
What 7-steps Checked?
1 Shared: sense of urgency and ambition
incl change story and benefits
1 and 4
2 Leadership
role model; transparant; communicate, reduce uncertainity; celebrate small success;
motivate; feedback; handle resistance. Be clear about desired outcome and boundaries
2 and 3
3 Engagement (stakeholders, management, employees)
From the beginning
3
4 Integrated approach of Proces, System and Organization 5 and 6
5 Small steps -> Success -> Trust
Measure type I and type II indicatores, “celebrate’ success
5 and 6
6 Focus on learning and development
First time right is not necassary; remember how you learned to ride a bike.
5, 6 and
7
7 Planning and change process
clear, transparant, mutual, understood
1 - 7
Communication

18. Change Success 19
Change
Accelerator
Time: 1 – 3 days a week
Change plan
and strategy
Role VAViA:
Executive
Role VAViA:
Changemanager,
Projectleader,
Facilitator
and/or embedded
coaching
Realize
Successfull
results
Time: Max 40 hours
When: at the start and / or during a change
Our services
Realizing sustainable and succesfull business changes

19. Actions to influence behaviour
(interventions)
Change Success 20
On individual or group level
Use the “Knowing, Willing, Be able to” framework
Examples
- Feedback
- Promotion
- Workshop
- Meeting
- Investigation
- Visit a customer
- Training
- Move to another floor/building
- Fun, humor, pride, trust
- Games, simulations
- etc
Carrot or stick?

20. Where to influence behaviour
(Dits & Bateson)
Change Success
21
Personal
Mission
“what is my purpose”
Identity
“who am I
Values & Beliefs
“what do I want / believe”
Skils
“what do I know / are my competenties
Behaviour
“what do I do
Environment, situation, context