We all know that End User Adoption is an important area of focus in your SharePoint project. In this session we will take a closer look at the End User Adoption work stream and the associated roles, responsibilities, and tasks for the project plan. We will also review case studies to demonstrate how these differ based on the size of the project and the specific needs of the organization. You’ll walk away from this session with a tactical formula you can follow to create your end user adoption strategy and templates to support the process.
We all know that End User Adoption is an important area of focus in your SharePoint project.
In this session, we will take a closer look at the End User Adoption work stream on a SharePoint project, and the associated roles, responsibilities, and tasks for the project plan. We will also review case studies to demonstrate how these differ based on the size of the project and the specific needs of the organization.
You’ll walk away from this session with a tactical formula you can follow to create your end user adoption strategy and templates to support the process.
Personally designed (content + graphics design), officially accredited DSDM® AgilePF® (Agile Project Framework) Foundation courseware.
DSDM®, AgilePF® are a Registered Trade Marks of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsAurelien Domont, MBA
Business Process Management Training in 100 re-usable Powerpoint slides | By ex-Deloitte & McKinsey Consultants | Downloadable at www.slidebooks.com | Includes Tools, Templates, Frameworks, Principles
Create Your End User Adoption StrategyErica Toelle
We all know that End User Adoption is an important area of focus in your SharePoint project. In this session we will take a closer look at the End User Adoption work stream on a SharePoint project, and the associated roles, responsibilities and tasks for the project plan.
Construct the structure for your business change management with our exclusive presentation design named as change management framework PowerPoint presentation slides. This PPT image will help in defining your change management strategy which will be used by your business teams to develop your business model as per your business change management approach. Further enhance the value of change by building the change plans for the organization with this CM framework presentation layout which helps in depicting your idea toward your potential audiences. In addition to the above objective, this PPT slide image will also help you to describe the various benefits arises to the management through the concept such as how it will help in increasing your business market share, competitive edge, how to effectively utilize the business resources and many more. So, download this change management ppt template to create an exceptional presentation for your management and audiences. Enthrall folks with accounts of courage with our Change Management Framework PowerPoint Presentation Slides. Inspire them to be heroic.
We all know that End User Adoption is an important area of focus in your SharePoint project.
In this session, we will take a closer look at the End User Adoption work stream on a SharePoint project, and the associated roles, responsibilities, and tasks for the project plan. We will also review case studies to demonstrate how these differ based on the size of the project and the specific needs of the organization.
You’ll walk away from this session with a tactical formula you can follow to create your end user adoption strategy and templates to support the process.
Personally designed (content + graphics design), officially accredited DSDM® AgilePF® (Agile Project Framework) Foundation courseware.
DSDM®, AgilePF® are a Registered Trade Marks of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsAurelien Domont, MBA
Business Process Management Training in 100 re-usable Powerpoint slides | By ex-Deloitte & McKinsey Consultants | Downloadable at www.slidebooks.com | Includes Tools, Templates, Frameworks, Principles
Create Your End User Adoption StrategyErica Toelle
We all know that End User Adoption is an important area of focus in your SharePoint project. In this session we will take a closer look at the End User Adoption work stream on a SharePoint project, and the associated roles, responsibilities and tasks for the project plan.
Construct the structure for your business change management with our exclusive presentation design named as change management framework PowerPoint presentation slides. This PPT image will help in defining your change management strategy which will be used by your business teams to develop your business model as per your business change management approach. Further enhance the value of change by building the change plans for the organization with this CM framework presentation layout which helps in depicting your idea toward your potential audiences. In addition to the above objective, this PPT slide image will also help you to describe the various benefits arises to the management through the concept such as how it will help in increasing your business market share, competitive edge, how to effectively utilize the business resources and many more. So, download this change management ppt template to create an exceptional presentation for your management and audiences. Enthrall folks with accounts of courage with our Change Management Framework PowerPoint Presentation Slides. Inspire them to be heroic.
This slideshow is to teach one of the most critical cornerstones of the entire SAFe process and that is the Planning Increment (PI).
This shoud teach the bascis so an individual can go away and start their journey towards planning their first one and have a good understanding of what a day at a PI looks like.
This deck provides a high-level framework to implement business process redesign within a business transformation initiative. It shows how to establish the team, define the approach, and identify some of the deliverables within this track of work.
What is Agile Service Management? Why Is it Important? ITSM Academy WebinarITSM Academy, Inc.
There has been a lot of buzz lately about the need for IT to be more “agile”. While the term Agile is freely used, there is not a clear definition of what “being agile” actually means, particularly in the context of IT support and service management. This webinar explores the concept of Agile Service Management and how agility helps IT service providers better meet the rapidly changing requirements of business and customers.
Today’s Team Coaches would be well-served to create the ground conditions so that the “voice” of that team entity can be accessed.
What does the team need? What does the team want to have happen? To the extent that the coach can reveal that, the team (and its members) have a completely different access point to optimization and resilience.
In this program, we will explore some of the meta skills, competencies and tools to navigate team coaching.
Marita Fridjhon, PCC, CPCC, ORSC, is Co-Founder and CEO of CRR Global. She is a consultant to several large organizations and mentor to a large number of practitioners in the field of Relationship Systems Intelligence.
In addition, Marita designs curriculum and operates training programs for coaches, executives and teams. She came to this work from an extensive background of Clinical Social Work, Community Development, Process Work, Family Systems Therapy, Business Consulting and Alternative Dispute Resolution.
This presentation was made to the ICF Team & Group Coaching Community of Practice on Oct 6, 2015.
Value Stream Mapping: From Tool to Management PracticeTKMG, Inc.
Recorded webinar: http://slidesha.re/1sKe9P7
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. Yet most don’t understand what’s holding them back from achieving outstanding performance.
Value Stream Mapping (VSM), popularized in Mike Rother and John Shook’s landmark book Learning to See, is a highly effective method for improving performance across an organization. However, VSM is commonly misunderstood, misapplied and under-utilized. Properly executed, value stream mapping is much more than an operations design tool. It also results in a more engaged and knowledgeable leadership team; surfaces hidden cultural and organizational issues; and aligns values, resources, goals and priorities.
In this webinar, you’ll learn how to
* Use value stream mapping as an organizational transformation tool
* Properly scope and plan for a value stream mapping activity
* Obtain leadership consensus about the future state design
* Create and execute a highly effective Value Stream Transformation Plan
Rick Austin - Portfolio mangement in an agile world [Agile DC]LeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. This talk will illustrate how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
We will demonstrate the use of governance that allows a more adaptive portfolio management approach. We will cover topics that enable agile portfolio management including:
Lean techniques for managing flow
Effective prioritization techniques
Long range road-mapping
Demand management and planning
Progressively elaborated business cases
Validation of outcomes
Support for audit and compliance needs
These topics will be illustrated by real-world examples of portfolio management that have been proven over the last five years with a wide range of clients.
As the IT team at PureGym grew beyond 20, the strategy of using short-lived project teams with handovers to maintenance teams started to result in reduced productivity and lower morale caused by the complications of managing multiple projects and complex systems. Their approach to value delivery needed to change.
Using the ideas described in Team Topologies, PureGym was able to communicate how and why working practices needed to adapt using the core concepts to give team members more ownership and autonomy whilst reducing their cognitive load. This presentation describes PureGym’s journey in the adoption of the Team Topologies principles and practices.
In this webinar, you'll have a chance to learn more about Demand and Project Portfolio Management. After covering the definition as well as the basics of demand management and PPM, we'll dive deeper into the details, exploring how it relates to the Scaled Agile Framework (SAFe®).
We will also discuss the benefits and challenges associated with Demand and Project Portfolio Management. Finally, via a live demonstration, you'll have a chance to explore the practical sides of PPM: we'll show you how codeBeamer helps you capture and manage demands and multiple projects.
Executing Change Management with Agile PracticesJason Little
Organizational change is unpredictable but we tend to still run these programs like we run projects. The change program is given a scope, budget and a deadline and then we're shocked when it doesn't work! If you're forced into running a change initiative within the constraints of a project, you can use Agile practices to help you manage the uncertainty.
Business process analysis and design – importance of having a common language...Alan McSweeney
Provide an introduction to process design/specification and the potential benefits of using a visual process design approach such as BPMN to enable business and IT users understand how process should operate
Having reviewed a number of Agile adoption approaches by big consulting companies given to organizations within the Kingdom, it's clear that many of them don't have the appropriate backgrounds to perform Agile transformations.
This session will discuss the Agile transformation adoption roadmap from real practitioners with numerous Agile adoptions in Saudi Arabia.
We will discuss what to try, what not to avoid, and some general things to consider.
This presentation describes systematic, repeatable and co-ordinated approach to agile solution architecture and design. It is intended to describe a set of practical steps and activities embedded within a framework to allow an agile method to be adopted and used for solution design and delivery. This approach ensures consistency in the assessment of solution design options and in subsequent solution design and solution delivery activities. This process leads to the rapid design and delivery of realistic and achievable solutions that meet real solution consumer needs. The approach provides for effective solution decision-making. It generates options and results quickly and consistently. Implementing a framework such as this provides for the creation of a knowledgebase of previous solution design and delivery exercises that leads to an accumulated body of knowledge within the organisation.
Prosci Webinar - Advanced Applications of ADKARProsci ANZ
Whether you're new to ADKAR or have been using it in your change management work for some time, this webinar will give you new perspective on how to maximize your use of this simple framework to achieve more successful personal and organizational change.
Now more than ever, IT is expected to take customer satisfaction to higher levels, while keeping costs down. Enter the Service Catalog. Implementing a service catalog will not only improve the relationship between customers and IT, it can also help IT better align with the needs of the business.
During this session we’ll explore:
• What is a Service Catalog
• How a Service Catalog can improve the relationship between IT and customers
• How a Service Catalog can help IT align with the business
• Key considerations for a successful Service Catalog implementation
This slideshow is to teach one of the most critical cornerstones of the entire SAFe process and that is the Planning Increment (PI).
This shoud teach the bascis so an individual can go away and start their journey towards planning their first one and have a good understanding of what a day at a PI looks like.
This deck provides a high-level framework to implement business process redesign within a business transformation initiative. It shows how to establish the team, define the approach, and identify some of the deliverables within this track of work.
What is Agile Service Management? Why Is it Important? ITSM Academy WebinarITSM Academy, Inc.
There has been a lot of buzz lately about the need for IT to be more “agile”. While the term Agile is freely used, there is not a clear definition of what “being agile” actually means, particularly in the context of IT support and service management. This webinar explores the concept of Agile Service Management and how agility helps IT service providers better meet the rapidly changing requirements of business and customers.
Today’s Team Coaches would be well-served to create the ground conditions so that the “voice” of that team entity can be accessed.
What does the team need? What does the team want to have happen? To the extent that the coach can reveal that, the team (and its members) have a completely different access point to optimization and resilience.
In this program, we will explore some of the meta skills, competencies and tools to navigate team coaching.
Marita Fridjhon, PCC, CPCC, ORSC, is Co-Founder and CEO of CRR Global. She is a consultant to several large organizations and mentor to a large number of practitioners in the field of Relationship Systems Intelligence.
In addition, Marita designs curriculum and operates training programs for coaches, executives and teams. She came to this work from an extensive background of Clinical Social Work, Community Development, Process Work, Family Systems Therapy, Business Consulting and Alternative Dispute Resolution.
This presentation was made to the ICF Team & Group Coaching Community of Practice on Oct 6, 2015.
Value Stream Mapping: From Tool to Management PracticeTKMG, Inc.
Recorded webinar: http://slidesha.re/1sKe9P7
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. Yet most don’t understand what’s holding them back from achieving outstanding performance.
Value Stream Mapping (VSM), popularized in Mike Rother and John Shook’s landmark book Learning to See, is a highly effective method for improving performance across an organization. However, VSM is commonly misunderstood, misapplied and under-utilized. Properly executed, value stream mapping is much more than an operations design tool. It also results in a more engaged and knowledgeable leadership team; surfaces hidden cultural and organizational issues; and aligns values, resources, goals and priorities.
In this webinar, you’ll learn how to
* Use value stream mapping as an organizational transformation tool
* Properly scope and plan for a value stream mapping activity
* Obtain leadership consensus about the future state design
* Create and execute a highly effective Value Stream Transformation Plan
Rick Austin - Portfolio mangement in an agile world [Agile DC]LeadingAgile
When organizations move to agile for software delivery, there is often tension with traditional portfolio management. This talk will illustrate how an organization can move from traditional portfolio management approaches to one that embraces agile software delivery. Doing so enables organizations to become predictable, improve the flow of value delivered, and pivot more quickly if necessary.
We will demonstrate the use of governance that allows a more adaptive portfolio management approach. We will cover topics that enable agile portfolio management including:
Lean techniques for managing flow
Effective prioritization techniques
Long range road-mapping
Demand management and planning
Progressively elaborated business cases
Validation of outcomes
Support for audit and compliance needs
These topics will be illustrated by real-world examples of portfolio management that have been proven over the last five years with a wide range of clients.
As the IT team at PureGym grew beyond 20, the strategy of using short-lived project teams with handovers to maintenance teams started to result in reduced productivity and lower morale caused by the complications of managing multiple projects and complex systems. Their approach to value delivery needed to change.
Using the ideas described in Team Topologies, PureGym was able to communicate how and why working practices needed to adapt using the core concepts to give team members more ownership and autonomy whilst reducing their cognitive load. This presentation describes PureGym’s journey in the adoption of the Team Topologies principles and practices.
In this webinar, you'll have a chance to learn more about Demand and Project Portfolio Management. After covering the definition as well as the basics of demand management and PPM, we'll dive deeper into the details, exploring how it relates to the Scaled Agile Framework (SAFe®).
We will also discuss the benefits and challenges associated with Demand and Project Portfolio Management. Finally, via a live demonstration, you'll have a chance to explore the practical sides of PPM: we'll show you how codeBeamer helps you capture and manage demands and multiple projects.
Executing Change Management with Agile PracticesJason Little
Organizational change is unpredictable but we tend to still run these programs like we run projects. The change program is given a scope, budget and a deadline and then we're shocked when it doesn't work! If you're forced into running a change initiative within the constraints of a project, you can use Agile practices to help you manage the uncertainty.
Business process analysis and design – importance of having a common language...Alan McSweeney
Provide an introduction to process design/specification and the potential benefits of using a visual process design approach such as BPMN to enable business and IT users understand how process should operate
Having reviewed a number of Agile adoption approaches by big consulting companies given to organizations within the Kingdom, it's clear that many of them don't have the appropriate backgrounds to perform Agile transformations.
This session will discuss the Agile transformation adoption roadmap from real practitioners with numerous Agile adoptions in Saudi Arabia.
We will discuss what to try, what not to avoid, and some general things to consider.
This presentation describes systematic, repeatable and co-ordinated approach to agile solution architecture and design. It is intended to describe a set of practical steps and activities embedded within a framework to allow an agile method to be adopted and used for solution design and delivery. This approach ensures consistency in the assessment of solution design options and in subsequent solution design and solution delivery activities. This process leads to the rapid design and delivery of realistic and achievable solutions that meet real solution consumer needs. The approach provides for effective solution decision-making. It generates options and results quickly and consistently. Implementing a framework such as this provides for the creation of a knowledgebase of previous solution design and delivery exercises that leads to an accumulated body of knowledge within the organisation.
Prosci Webinar - Advanced Applications of ADKARProsci ANZ
Whether you're new to ADKAR or have been using it in your change management work for some time, this webinar will give you new perspective on how to maximize your use of this simple framework to achieve more successful personal and organizational change.
Now more than ever, IT is expected to take customer satisfaction to higher levels, while keeping costs down. Enter the Service Catalog. Implementing a service catalog will not only improve the relationship between customers and IT, it can also help IT better align with the needs of the business.
During this session we’ll explore:
• What is a Service Catalog
• How a Service Catalog can improve the relationship between IT and customers
• How a Service Catalog can help IT align with the business
• Key considerations for a successful Service Catalog implementation
Designing a SharePoint User Adoption StrategySteve Goodyear
Too often SharePoint projects focus on deploying sites without planning for the user adoption and training that comes after, and as a result, the solution’s momentum fizzles and falls short of its potential once the project ends. In this presentation, I share my strategies and insights for designing an effective end-user adoption and training strategy that you can use in your projects to help your users thrive.
New Deployment User Adoption Best PracticesSAP Ariba
Making the resource investment to assess, plan and implement your solution requirements is critical to any implementation. But what happens if you neglect to invest the same level of effort in the users of the new solution?
In this session you will hear from a customer who will provide their Ariba user adoption successes, best practices as well as lessons learned. You will also hear from an Ariba Change Management consultant about Ariba’s Change Management methodology, success factors and services. This interactive session is sure to provide strategies to improve your organization’s user adoption
This presentation I put together summarizes thoughts from Marty Cagan's book Inspired and an interview with Jeff Bonforte. It touches on subjects on user adoption based on emotional grouping.
A well planned out end user adoption strategy is critical for creating a successful SharePoint portal. But how do you know your return on investment is actualized? The answer lies within one simple word: Adoption.
Developing your end user adoption strategy and measuring the impact of the strategy are a critical exercise for any portal initiative. By learning how to establish an end user adoption strategy, you can facilitate engagement and collaboration with your user body, and establish mechanisms to generate metrics.
In this webinar, Jill Hannemann of Portal Solutions and special guest Yarin Negri of CardioLog Analytics discuss creating a successful end user adoption strategy and talk about different ways to measure adoption success.
In this webinar we:
- Talk about different ways to measure adoption success
- Showcase CardioLog Analytics' user adoption tool
- Share ways to generate reports and metrics to enhance engagement, collaboration and optimization to transform your portal effectively.
Herding CATS: Gaining user adoption with these 4 principlesRyan Dennis
Communication, Adoption, Training, and Support. These 4 principles are critical in allowing your SharePoint platform to gain traction with your business. Regardless of if you’re using SharePoint On-Premises, Office 365, Azure, or some combination thereof – your business users need these things. This session will explore some of the key steps you can leverage to get your users what they need to be successful with SharePoint.
Despite the fact that some governments are taking behavioral science and its challenges to the model of the rational individual very seriously, most enterprises still haven’t changed the way they deploy technology. No wonder 85% of ECM implementations fail to live up to expectations. Can the insights shared by Kahneman and others shed some insight onto this dilemma? Can we increase success by rethinking our approach to enterprise software deployments based on an improved understanding of how people perceive their environment, are swayed by others, and choose to act?
How to Encourage SharePoint User AdoptionAptera Inc
One of the keys, if not THE key to actually realizing the value from your SharePoint implementation is user adoption.
You’ve done everything right: You listened to your users, planned your taxonomy, and now you are ready to go live. What can you do to ensure that users see the value and usefulness of the solution you provided? In this presentation, we will cover techniques to help with this exact problem. From conception to post production, what should be part of your plan to ensure that all of the hard work you put into your SharePoint project is fully adopted as an integral business tool.
Office 365 provides an incredible amount of value to individual employees, teams, departments and organizations. Much of this value is not realized immediately upon purchase or even deployment of Office 365. The value is realized as more and more users understand, adopt and embrace the technology that has been implemented. So how can organizations drive faster, sustainable and effective adoption? They perform campaigns, run activities, and take action.
Join Richard Harbridge as he shares industry leading real world experience, advice and activities that other customers are leveraging to get more from Office 365 and drive more meaningful adoption.
User Adoption Strategies for Collaboration Software Central Desktop
Learn how to make stronger, more effective decisions about your User Adoption strategy in this webinar presented by Michael Sampson, renowned Collaboration Strategist.
Re imagining Productive Work with Office 365 - at OSPUG October 2016Michael Sampson
Slides from the Office 365 and SharePoint User Group meeting in Christchurch on October 6, 2016. There was a workshop activity during the session for participants to explore one of two scenarios.
Technology services professionals are hearing a lot about “user adoption”. But, what exactly is the value of user adoption and how do you achieve that value? The challenge is to turn today’s buzz into tangible value and actionable take-aways.
We highlight why user adoption is key for Education and Professional Services leaders:
• The value and economic benefit realized from successful user adoption
• The stepping stones on the way to adoption realization
• Examples of three successful tactics you can use to drive user adoption, and land and expand, within an account
Leading Transformation Programs in Large / Global OrganizationsKaali Dass PMP, PhD.
Research shows average about 70% of the transformation programs fail.
This presentation focuses on need for transformation in organizations and propose a model to implement transformation programs successfully in large / global organizations.
This video is for managers or professionals that are responsible for cultivating or "driving" change for their organization. Metaspire Cultural Change tools can be customized to support any transformational or change initiative.
Organizational Change Management presented by Hany Sewilam AbdelHamid, Leading Change and Making a Stick where you can improve your internal and external environment and change the process of MD.
Organization Management System Powerpoint Presentation SlidesSlideTeam
Determine your organization structure and design by using the Organization Management System PowerPoint Presentation Slides. This presentation analyzes the current situation of the organization by highlighting problem areas. Utilize our content-ready organization structure and management PowerPoint templates and depict the organization readiness criteria for the development process. Discuss the organization development action plan by using a visually appealing PPT slide deck. The presentation will help to develop an organization development framework with a timeline to complete each phase of the development process. Present management skills and styles along with the features and discuss the impact on the organizational success rate. The organization management system PPT slides also covers work culture improvement plan, communication plan after organization management. After that discuss common threats faced by the organization such as data misused, insider threats, strict compliance regulations, etc. It also covers the roles of team members in the organization development process, roles of employees in reducing threats, the role of HR consulting in redesigning organizational structure, organization management workstream, etc. https://bit.ly/3cedTq6
Common factors for managing successful change
Presented by Elisabeth Goodman
Tuesday 6th September 2016
North West branch and Enabling Change SIG event
University of Central Lancashire, Westlakes campus
Organizational Behavior And Employee Relationship Management PowerPoint Prese...SlideTeam
This Organizational management PowerPoint presentation will be useful for the managers in bringing together people on a common platform to make them work towards a common predefined objective. This ppt presentation helpful for managers to perform optimal resource usage by careful workforce preparation and monitoring. This presentation covers an effective communication plan that includes reasons for communication, activity, channels, timing, audience, and responsible person and is useful in Determining organizational structure and design. It also includes strategies that involve employee training, promotional activities, and operations efficiency. This PowerPoint presentation focuses on the current situation of the company including problem areas and Company Performance Indicators. It also covers Organization Readiness assessment for Development, management by objectives including present level and target level task responsibility, monitoring and tracking improvements, Organizational Development Action Plan, process, and framework. In this PPT presentation, we have listed some of the management styles with its features impact on the organization and success rate, Management Styles Selection Matrix, and employees skills enhancing training program. It also covers the leadership goals and control along with criteria and responsible persons who will keep a check on all the activities and organizations cultural improvement plan for the employees such as supportive management, growth opportunity, and trust in leadership. This presentation covers the common threats faced by the organization such as data misused, insider threats, strict compliance regulations, third party threats, and cyber threats. Here we have listed some of the organization ethics and policies that are to be followed by the employees through which internal threats to the company can be prevented. It also includes the responsibilities of key team members involved in the organization management process. This PowerPoint presentation focuses on Role of HR Consulting in Redesigning Organizational Structure, new circular organizational structure design for the company, new hierarchical org structure for the company, organizations workflow stream such as engaging stakeholders, developing new strategy and plans, transition and continues improvement and Employee Engagement activities in the Organization. This PPT presentation covers the factors influencing organizational culture and behavior. Every company has different factors some examples are mentioned below for software and technology companies and manufacturing organizations and the impact after implementing organization management such as improved customer satisfaction, profitable business results, and improvement of company financial performance. https://bit.ly/3e6SajY
Presentation delivered on June 26, 2015 at the INFINITY Science Center (http://www.visitinfinity.com/) by invitation of the Magnolia Business Alliance (http://www.magnolia-ba.biz/).
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-highway-of-change-and-a-practical-framework-approach-to-change/
Since Monday, 9 th January 2015, my free Flevy download Practical Framework Approach to Change has been downloaded over 500 times. The document contains just a “snapshot” of my approach, rather than going into any explicit details about the tools and techniques related to each of the framework components. The level of interest shown has spurred me into writing this article to provide a little more “meat on the bone” about the framework.
Aligned with this approach, you may want to pay due respect to some of the many “holistic” change methodologies from the likes of Prosci, Kotter, etc. I have a document on Flevy called A Snapshot Guide to Better Known Change Management Models/Methodologies .
A Short History
Over the last 25-years or so, I have developed and implemented many bespoke Business Change and Transformation Approaches and Strategies for organisations to enable them to drive through change initiatives/programmes and achieve considerable ROI and business benefit.
These bespoke Approaches/Strategies have used as their basis my Practical Framework Approach to Change. This was first developed in 1996, but has been regularly updated and changed based on new learning, acquired knowledge and research through being involved in many diverse change initiatives in a cross-section of different industry sectors between 1996 to present.
First of all, there are two things that you need to know:
1. The framework is modular which means it can be used in its totality or you can “pick and choose” which modules you want to use dependent on the change initiative.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Create an End User Adoption Strategy
1. Create an End User Adoption
Strategy
ERICA TOELLE, CAIMAN CONSULTING (USA)
HTTP://SLIDESHARE.NET/ERICATOELLE
SHAREPOINT AND PROJECT CONFERENCE ADRIATICS 2013
ZAGREB, NOVEMBER 27-28 2013
3. About Erica
From Seattle, WA USA
Current Project: Office 365 Migration &
Adoption Program
Organizational
Change
Management
Love: Helping people through transitions +
helping organizations meet their goals
http://slideshare.net/ericatoelle
6. Benefits of End User Adoption
A McKinsey study reviewed 40 major projects and
examined the effect of an Organizational Change
Management (OCM) program on a project's Return on
Investment (ROI).
7. Benefits of End User Adoption
The study concluded that the ROI was:
•
35% when there was a poor OCM program or no
program
•
143% when an excellent OCM program was part of the
initiative
8. What is Organizational Change Management
(OCM)?
• A systematic process that mitigates risks and leverages
change as a resource for project success
• An actionable, process-driven effort with work streams
of activities and tasks
• Has templates, forms, checklists and quality
measurements that drive the OCM process
Credit: Fred Asher
9. The Change Curve
This is from the user
perspective
The Performance Dip
Organizational Change
Individual Change
Phases of Transition
Endings
Transitions
Valley of
Despair
New Beginnings
Business Performance
Initiative Complete
Uninformed
Optimism/
Uncertainty
Informed Optimism
Denial
Anger
Acceptance
Testing
Pessimism
Despair/
Skepticism
Time
How people feel
Impact to your business
10.
11. Summary
For a project, OCM costs should amount to 5-30% of the
total resource budget.
We will revisit budget in the execution section.
12. OCM Effort
Adoption/Ownership occurs over time & with increasing effort
Level of Change Effort
Adoption/Ownership
Shared
Commitment
Shared
Understanding
Adoption/Ownership: Sponsors, Stakeholders,
and End Users demonstrate their commitment to
the change initiative. They feel responsible and
accountable for the project‟s success.
Shared Commitment: Sponsors, Stakeholders,
and End Users agree with the objectives of the
project and express their support for the
change.
Shared Understanding: Sponsors,
Stakeholders, and End Users understand the
project and how the change it will impact them.
Awareness: Sponsors, Stakeholders, and End
Users are aware of the project objectives,
activities, and timeline.
Awarenes
s
Time
15. What is Storytelling?
Used to communicate vision and gain support.
Employees must see the point of the change and agree with it.
Fallacy
What motivates you does not motivate your employees.
http://slideshare.net/ericatoelle
16. Here is what does motivate people
1.
2.
3.
4.
5.
Impact on society (for instance, building the community and
stewarding resources)
Impact on the customer (for example, providing superior
service)
Impact on the company and its shareholders
Impact on the working team (for example, creating a caring
environment)
Impact on “me” personally (my development, paycheck, and
bonus)
http://slideshare.net/ericatoelle
17. Realities
You‟re better off letting them write their own story.
When we choose for ourselves, we are far more committed to the
outcome (almost by a factor of five to one).
It takes a story with both positives and negatives to create real
energy.
http://slideshare.net/ericatoelle
18.
19. What is Role Modelling?
Employees must see the CEO and colleagues they admire
behaving in the new way.
Fallacy
“Influence leaders” aren‟t the only solution for making change
happen.
http://slideshare.net/ericatoelle
20.
21. What is Change Reinforcement?
Systems, processes, and incentives must be in
line with the new behavior.
Realities
The process and the outcome have got to be fair.
http://slideshare.net/ericatoelle
22. Reality
Money is the most expensive way to motivate
people.
Satisfaction = Perception - Expectation
http://slideshare.net/ericatoelle
23.
24.
25. OCM Work Streams
Stakeholder
Understanding
Gain understanding and agreement from leadership and those affected that
the change is in their best interest. Have them follow through on calls to
action.
Support with
the Right
Roles
Define how job descriptions change once the project is implemented. This
includes how the solution will be maintained and what training is needed for
whom.
Communication
Use existing communication channels to get the right message to the right
people at the right time.
Training
Plan training on specific solutions and processes. Use a variety of methods
and timing.
http://slideshare.net/ericatoelle
26. OCM Work Stream Artifacts
Define
Design
Build
Launch
Operate
Organizational
Culture
Assessment
Leadership &
Stakeholder
Assessment
Create
Training
Manage
Resistance
to Change
Operations
Plan
Stakeholder
Understanding
Change
Magnitude
Assessment
Training Plan
Support with the
Right Roles
Change
Inventory
and Role
Mapping
Communication
Plan
Ongoing
Training
Execute Communication
Plan
Stakeholder Meetings
Communication
Training
Execute Training
Change
Champion
Strategy
Change Champion Execution
Technical Project Activities
http://slideshare.net/ericatoelle
27. Define: Size of Change Assessment
• Use for:
• Understanding how large the change is and why
• Informing the OCM budget
• What it is:
• A way for the OCM resources and project team to understand
risks due to scope
• A starting point for cataloging and mitigation of risks
• Informs the OCM strategy: training communications, etc.
• Complete once per project
28. Define: Size of Change Assessment
Small
1
Medium
2
Large
3
1
The number of stakeholder group affected
1-5
5-15
15+
2
Impact to stakeholders on core competencies
Low
Medium
High
3
Number of individuals affected by the change
1-25
25-150
150+
4
Centralized or decentralized locations
1
2-4
4+
5
Number of International Users
1
Country
2
Countries
3+
Countries
6
Required simultaneous changes to strategy, process,
technology and skills
1
2-3
All 4
7
Degree of cross functional collaboration and involvement
1-2 BUs
2-4 BUs
5+ BUs
8
The degree to which departments are siloed
Not siloed
Some silos
Many silos
9
Users have been involved in system design
All
Some
None
29. Define: Size of Change Assessment
Small
1
10
Timeframe for implementation
11
What is the business significance of the
change?
12
Involvement / presentence of multiple
consultants, vendors and / or third parties
13
Degree of executive / leadership consensus
regarding future vision
Medium
2
Large
3
Extended
Aggressive
Compact
Non critical
impact
Important LOB
impact
Bottom line /
mission critical
Just You
1 other
2+ others
Much
Some
Little or None
30. Magnitude of Change: Scoring
Add up your total:
13 – 22 Points: Small Change
22 – 30 Points: Medium Change
30 – 39 Points: Large Change
http://slideshare.net/ericatoelle
31. Define: Organizational Culture Assessment
• Use for:
• Understanding the organization‟s culture
• Identify risks to the project imposed by organizational change
• Informing the OCM budget
• What it is:
• A way for the OCM resources and project team to understand risks due to
culture
• An analysis that can be used in stakeholder conversations
• Helps to plan for risk mitigation and OCM activities
• Use only once across many projects
32. Define: Organizational Culture Assessment
Low Risk
1
Medium
Risk
2
High Risk
3
1
The number of existing change initiatives for end
users
None
1-2
3+
2
Degree of cultural transformation required
Low
Medium
Extensive
3
Organization‟s history of change
Positive
Neutral
Negative
4
Quality and timely decision making within the
organization
Extensive
Medium
Low
5
Employees feel their voice is heard in their
organization
Definitely
Sometimes
Definitely
Not
6
Degree of commitment from key stakeholder
groups
Much
Some
Little
7
There is a technology deterministic / isolation
view in the organization
Little
Some
Much
33. Define: Organizational Culture Assessment
Low Risk
1
Medium
Risk
2
High Risk
3
8
Understand of need for and implications of change by
end users
Extensive
Some
Little
9
Effective methods of communication (formal and
informal) are utilized in the organization
Definitely
Sometimes
Definitely Not
10
Managers of the groups that will be affected are
committed to the change
Much
Some
Little
11
Measurable goals for the change have been developed
Major
Some
Minor
12
A compelling need for change has been communicated
by upper and middle management to end users
Extensive
Some
None
13
Employees in the organization perceive that leader “walk
the talk
Much
Agreement
Some
Agreement
No
Agreement
14
The change is viewed as an ongoing process, and not
an event within a specific time period
Yes
Some
Groups
Not at all
15
The organization has an fatalistic culture, based on fear
No
Somewhat
Yes
34. Organizational Culture: Scoring
Add up your total:
15 – 24 Points: Low Risk
25 – 34 Points: Medium Risk
35 – 45 Points: High Risk
http://slideshare.net/ericatoelle
35. Approximate OCM Budget Need
Small
Chang
e
Medium
Change
Large
Change
Low Risk
5%
10%
20%
Medium
Risk
10%
20%
25%
High
Risk
20%
25%
30%
36. Define: Change Inventory
• Use for:
• Understanding how many changes we are asking the organization to
make
• Understanding what changes impact each role and / or stakeholder group
• Informs the communication plan: This is what you will tell people
• What it is:
• A list of the desired changes, categorized by role
• Later (in the define phase) these will be prioritized by positive business
impact and risk
37. Define: Change Inventory
Group
Change
Name
Description
Impacted
Groups
Impacted
Roles
Business Risk
Benefit
Workflow
Finance
workflow reengineering
Re-engineer the
workflow to
execute on
SharePoint
Finance
Group
Procuremen Large
t personnel
Medium
3
All
Web
publishing
Distribute news
through portal
instead of email
All
All
Large
Low
1
All
Project
Management
Solution
Manage projects
using a
SharePoint
solution
Project
Managers
Project
Managers
Medium
Medium
2
A “change” is anything that impacts people, process or
technology.
Priority
38. Design: Stakeholder List
• Use for:
• Understanding who is impacted by the change
• Understanding the current and future levels of commitment
• What it is:
• A way for the OCM resources and project team to accomplish the to-be
state in a structured manner
• The basis of the communications plan
39. Design: Stakeholder List
Individuals or
Groups
Impact
Current
Commitment
Level
Future
Commitment Level
Project
Risk
Senior Executive High
Buy-in
High
Sales Managers
Medium
Unaware
Aware
Low
Finance
Workflow users
Stakeholder
Group Name
Aware
High
Unaware
Owner
Medium
Legend:
Impact on Project – High, Medium, Low
Current Commitment Level – Unaware, Aware, Buy-In, Owner
Future Commitment Level – Unaware, Aware, Buy-In, Owner
Project Risk – High, Medium, Low
40. Design & Build: Stakeholder Meetings
• Use for:
• Creating awareness, buy-in and / or ownership among project
stakeholders (depending on desired outcome)
• Clearly communicating project information and asks
• Provides an opportunity for two way communication
• What it is:
• A meeting or series of in person meetings
41. Design and Build:
Stakeholder Meeting Objectives
• Agenda:
1. Review project objectives
• Gain agreement with stakeholder
2. Approach and timeline
3. Impact to their group / employees
4. Asks / Feedback
• Make sure they understand their importance to making the change
happen
• Need to understand their three biggest roles in the project
42. Stakeholder Meeting Outcomes
Shared
Awarenes
Understandi
s
ng
Knowledge of project and objectives
Buy- Ownershi
In
p
X
Stakeholder Agrees with project objectives
X
An understanding of how the change will impact their
group
X
Awareness of groups policies to which you must
adhere
X
Knowledge of existing processes that will be impacted
X
Identification of other stakeholders you may have
missed
X
Knowledge of competing initiatives and “busy times”
X
Knowledge of preferred communication channels
X
Identification of change champions
Awareness of existing materials that can be leveraged
by the project
X
X
43. Design: Communications Plan
• Use for:
• Creating shared understanding with the team about who we are telling
what, when, how, and why
• Informing stakeholder how you will communicate with them going forward
& what they can expect
• Execution of the communications plan should create shared understanding
& commitment with stakeholders
• What it is:
• The master plan of who you are telling what
• Consists of a communication plan and channel plan
44. Design: Communications Plan
Sub
Audienc Audienc
e
e
Channel
Status call
and email
recap
Frequency
Weekly
Manager
CFO Update
End
Users
Monthly
Leadership
Monthly Calls
Finance
Monthly
Web Portal
Weekly
Updates
Purpose
Discuss key
accomplishments,
upcoming milestones,
issues / risks, and action
items.
Provide credibility to the
project and create
awareness and shared
understanding through
updates.
Continually evangelize
work and highlight project
“wins”.
Update on project efforts
with links to supporting
detail.
Content
Developer Sender
John Doe Jane Doe
John Doe Jane Doe
John Doe Jane Doe
John Doe Jane Doe
45. Design: Communications Checklist
Use preferred senders to deliver the communication
Use multiple voices and channels to communicate
Honesty is the only policy
Communicate clearly and predictably
Answer “why is this change happening” and “what is the risk of not changing”
Answer “What‟s in it for me”
Don‟t have communications come from the project team or project leaders
Use face to face communication
Repeat key messages 5-7 times
Create opportunities for two way communication
Evaluate the effectiveness of your communications
46. Design: Change Champion Strategy
• Use for:
• Having a “go-to” person in each stakeholder group
• Owner level commitment to the change
• First place to ask questions
• Helps to identify and manage resistance to change
• What it is:
• A person who is selected as a change champion
• Also known as a super user, power user, etc.
47. Design: Change Champion Strategy
Characteristics:
• Be well networked within the organization and respected by peers
• Want to make a difference in a organization they are fully committed to
• Have the courage to speak up for what they believe in
• Be seen as „go to‟ people and opinion makers
• Have a broad understanding of the organization and how it works
• Be able to translate the overall change vision into local 'what‟s in it for me' scenarios
• Feel passionate about the change while being empathetic to the mindset and behavior shift
their colleagues will need to go through
• 'Tuned in' to the mood of the area they are in and able to pick up on resistance to the change,
lack of understanding of the change journey and communication gaps between the business
and the program
48.
49. Plan for Resistance to Change
Expect and Plan for Resistance: Make a plan as a baseline but
expect to put out fires
Identify possible areas of resistance: Stakeholder assessment
Identify what resistance might look like: stakeholder meetings
When resistance occurs understand why / root cause at the
individual and group level
Monitor executives, managers and end users
Prepare people that have credibility and respect with those at a
high risk for resistance to help mitigate
50. Identify Cause of Resistance to Change
• Underlying fear
• Big assumption
• Identify through a personal conversation
51.
52. Further Learning
Richard Harbridge: User Adoption Activities
Listing
Erica Toelle‟s Website
Susan Hanley‟s Website
Prosci: Change Management Research and
Training
Thank you to my OCM mentor Amalia Goodwin;
the Hitachi Consulting Change Management
Practice, and PeopleFirm
53. References
1. McKinsey ROI Study Summary
2. Why Intranet Governance is Overrated – It‟s
Really About Change Management
3. OCM Overview – Fred Asher
The range depends on the magnitude of the change (see later section).
What are we really trying to do in an OCM effort?
These four conditions are what you will want to drive toward in our tasks and templates section later: the content that goes into these materials.You will probably find as we go through these exercises that everything makes intuitive sense. This is correct, but what will really make this succeed is applying it to the particulars of your project. However, rational managers who attempt to put the four conditions in place by applying “common sense” typically misdirect time and energy, create messages that miss the mark, and experience frustrating unintended consequences from their efforts to influence change. Why? Because when they implement the prescription, they disregard certain, sometimes irrational—but predictable—elements of human nature.
Common examples: The good to great story (if we just did this we could be the best) or the turnaround story (We are poor at doing this but could turn it around). While both of these stories are rational, they are not motivating.
Change leaders need to be able to tell a change story that covers all five things that motivate employees. In doing so, they can unleash tremendous amounts of energy that would otherwise remain latent in the organization.
Much of the energy invested in communicating it would be better spent listening, not telling.In a famous behavioral experiment, half the participants are randomly assigned a lottery ticket number while the others are asked to write down any number they would like on a blank ticket. Just before drawing the winning number, the researchers offer to buy back the tickets from their holders. The result: no matter what geography or demographic environment the experiment has taken place in, researchers have always found that they have to pay at least five times more to those who came up with their own number.The “deficit based” approach—which identifies the problem, analyzes what’s wrong and how to fix it, plans, and then takes action—has become the model predominantly taught in business schools and is presumably the default change model in most organizations. Research has shown, however, that a story focused on what’s wrong invokes blame and creates fatigue and resistance, doing little to engage people’s passion and experience.Conventional approaches to change management underestimate this impact. The rational thinker sees it as a waste of time to let others discover for themselves what he or she already knows—why not just tell them and be done with it? Unfortunately this approach steals from others the energy needed to drive change that comes through a sense of ownership of the answer.
Employees must see the CEO and colleagues they admire behaving in the new way. Conventional change management suggests leaders should take actions that role model the desired change and mobilize a group of influence leaders to drive change deep into the organization.Leaders believe mistakenly that they already “are the change.” They generally prescribe to Gandhi’s quote: Be the change you want to be in the world. So, they act in accordance to the change and nothing happens. People go on doing what they have always done. Most executives don’t count themselves among the ones who need to change. How many executives when asked privately will say no to the question, “Are you customer focused?” and yes to the question “Are you a bureaucrat?” Of course, none. The fact is that human beings consistently think they are better than they are—a phenomenon referred to in psychology as a self-serving bias. Consider that 94 percent of men rank themselves in the top half according to male athletic ability. Whereas conventional change-management approaches surmise that top team role modeling is a matter of will or skill, the truth is that the real bottleneck to role modeling is knowing what to change at a personal level. Insight into what to change can be created by concrete 360-degree feedback techniques, either via surveys, conversations, or both.
Employees must see the CEO and colleagues they admire behaving in the new way. Conventional change management suggests leaders should take actions that role model the desired change and mobilize a group of influence leaders to drive change deep into the organization.Leaders believe mistakenly that they already “are the change.” They generally prescribe to Gandhi’s quote: Be the change you want to be in the world. So, they act in accordance to the change and nothing happens. People go on doing what they have always done. Most executives don’t count themselves among the ones who need to change. How many executives when asked privately will say no to the question, “Are you customer focused?” and yes to the question “Are you a bureaucrat?” Of course, none. The fact is that human beings consistently think they are better than they are—a phenomenon referred to in psychology as a self-serving bias. Consider that 94 percent of men rank themselves in the top half according to male athletic ability. Whereas conventional change-management approaches surmise that top team role modeling is a matter of will or skill, the truth is that the real bottleneck to role modeling is knowing what to change at a personal level. Insight into what to change can be created by concrete 360-degree feedback techniques, either via surveys, conversations, or both.Almost all change-management literature places importance on identifying and mobilizing those in the organization who either by role or personality (or both) have disproportionate influence over how others think and behave. While this is of course an important aspect of a program it must be perceived as a helpful element of a broader set of interventions rather than the only tactic.Studies suggest that success depends less on how persuasive a few selected leaders are and more on how receptive the “society” is to the idea. In practice it is often unexpected members of the rank and file who feel compelled to step up and make a difference in driving change. That’s why we warn against overinvesting in influence leaders and advocate that change leaders’ attention should be balanced across the right application of all four conditions for change, to ensure they reinforce each other in ways that maximize the probability of the change spark taking off like wildfire across the organization.
Systems, processes, and incentives must be in line with the new behavior. Conventional change management emphasizes the importance of reinforcing and embedding desired changes in structures, processes, systems, target setting, and incentives. This is true; however, to be effective these mechanisms must take into account that people don’t always behave rationally.Employees will go against their own self-interest if the situation violates other notions they have about fairness and justice. In making any changes to company structures, processes, systems, and incentives, change managers should pay what might strike them as an unreasonable amount of attention to employees’ sense of the fairness of the change process and its intended outcome. Particular care should be taken where changes affect how employees interact with one another (such as head count reductions and talent-management processes) and with customers (sales stimulation programs, call center redesigns, and pricing).Example: Bank story
Companies that try to link the objectives of change programs to the compensation of staff find that it rarely enhances their motivation for change to the extent desired. The reason for this is as practical as it is psychological in nature. The reality is that in the vast majority of companies, it is exceedingly difficult to incorporate a meaningful link to the change program within compensation systems that are based on a vast array of metrics.Many studies have found that for human beings satisfaction = perception - expectation (an equation often accompanied by the commentary, “reality has nothing to do with it”). Small, unexpected rewards can have disproportionate effects on employees’ satisfaction with a change program.