Journey to Change Excellence. Change excellence is concerned with both “management of change” and “change management”, which are two sides of the same coin. The former focuses on running the necessary change operations infrastructure to direct, manage and deliver all aspects of change. The latter focuses on changing the current state (how things are done today) to the desired future state (new processes, systems, transformations, organisation structures, job roles, etc). Both topics are complex in their own right and are intertwined to make a cohesive whole. Operational excellence has to be concerned with both if effective excellence is to be achieved. Both together create a cohesive whole to allow the business the best chance to implement change. Change Excellence is said to be a philosophy of: “doing things right, in the right way, in the right order, at the right time, consistently”

1. Time for Change
Presented By John Crawford – Author of “Change for Excellence”

2. So what are the causes of Change?
Change is here to stay and getting faster. It is crucial that is
Can be due either to a reaction of an event or
planned objective
Reaction of
an event
Planned
Objective
Company Catastrophe
Economic Knocks
Competitor Product / Pricing
Merger / Acquisition
Innovation
Reengineering
Performance
A change to survive
and protect
the business
A change to grow
the business
Reach

3. Impact of Unsuccessful Change
These losses are damaging to the business – sometimes fatally
Irrespective whether it is 70% or 40% of change that is
unsuccessful, it is the impact that matters
Business needs more change
throughput than the
operations can deliver
Change operation does not
deliver the project benefits as
outlined in the business case

4. How Do We Ensure Successful Change?
Both are complex in their own right and rarely designed to
“doings things right, in the right way, in the right
order, at the right time, consistently”
1. Change Management
2. Management of Change
Focuses moving from one state to another
Required operations infrastructure to plan,
direct and deliver all aspects of a change
Current Transition Future

5. The need to adopt operational excellence?
A new operational excellence approach is required
Management of Change and Change Management are both
business processes.
 Operational excellence provides a structured and tailored approach to achieve the desired
performance and explains where and when to utilise various techniques and philosophies in
achieving the end goal.
 Management of change is the operational hub for delivering change and must excel
 Management of change that excels provides a competitive advantage for their company.
 Change management must adopt methodologies, tools and techniques that are best suited to
deliver change
 Shingo House and “Kaplan and Norton” have various methodologies to improve operational
excellence for general business operations, but are not tailored for Management of Change

6. A New Approach for “Change” Operational Excellence
Seven step route planner not a piecemeal solution, but a holistic
The necessity to change the current state of the “Management
of Change” Operation into a state that provides superior value to
the business
Operational Excellence for Management of
Change:
 Is driven by business needs and aligns its
efforts in achieving the desired business
strategy and direction.
 Must be responsive, efficient, effective and
flexible to deliver quality outcomes at optimum
cost with maximum returns on investment
budget.

7. What Are Overarching Objectives?
Setting the right objectives directs people to focus on the right
Management of Change Operations must be governed by a set
of top level objectives to serve the business
Aligned to the business needs
Understanding what creates value
Clarity of the chosen vision and strategyUnderstanding the required outcome
Understanding the required enablers

8. Operational Excellence has to be built on Correct Principles
Principles determine what actions are “right” and what are
A principle is universally understood, timeless in its meaning
and fundamentally inarguable because it is self-evident.
Tier 1 Principles
Business Alignment
Tier 2 Principles
Governance

9. Enablers represent a higher-order set of levers to deliver change
Organisations don’t change; people change and then change the
Managing enablers represents a significant shift of focus, but
does not replace managing day to day processes. It is
something that must be done on top of normal duties.

10. Operational Excellence has to be built on Correct Frameworks
The aim is to optimise actions, behaviour, authority, processes and

11. The Seven Step Route Planner
The business vision driver is the centre of the operational
The essence of fusing four primary elements (objectives,
principles, enablers and frameworks) to metamorphose the
current operation state into a “fit for purpose” change operation

12. Benefits of Change Operational Excellence
Matches ability to deliver against demand and focuses on outcome
Operational excellence works at three levels.
 First, it means having the strategy management capability to identify and focus on what
will provide differentiated value to your business:
“right things”
 Second, it involves being excellent in executing that strategy consistently:
“doing these right things better, faster, and cheaper”
 Third and finally, and it involves having the ability to:
“ensure continuous improvement over the long term”

13. 10 Questions to be Considered
Unhappy with the answers - then it is time to do the right thing and
1. Do my company change projects fail to deliver planned outcome and benefits?
2. Is there poor linkage of change projects to business strategic plan?
3. Is Management of Change run by IT departments that do not have the business insight of the
impact of change on organisational processes?
4. Are methodologies deployed for IT change and not for business change?
5. Is the change operation struggling with poor capabilities and working on a “wish and a prayer”?
6. Have projects overreached the competencies of the change operation?
7. Is the derogation of individual competencies as a result of reduced training budgets?
8. Are there poor partnership relations with third parties and lack of integration into the delivery
of change?
9. Are business and IT architects deployed, but not sure how they should be effectively used?
10. Are change management processes altered on a piecemeal approach without taking a complete
view of how the management of change operation runs?

14. About John Crawford - Change Practitioner and Author
John has 30 years of change management experience in both the International and Local Financial Industry arena, directing
and managing major Management of Change Operations on a Global and Local basis.
In John’s early career, he successfully built up a reputation for managing and delivering major projects at Barclays, Standard
Bank and other financial organisations. John was also responsible for numerous senior planning roles working with the
business to define and implement: strategies; global organisation reengineering models and change pipeline management.
Subsequently, John has directed and managed Management of Change services to deliver major business change projects
that have revolved around business reengineering, process outsourcing, process offshoring and deployment of new B2B &
B2C solutions.
Operational improvements for processes, methodologies and standards have always been part of John’s remit.
John’s latest book:
 “Change for Excellence” (ISBN-13: 978-1492171249 ) published in 2013 has been very well received by practitioners and
is a gold standard guide.
His other publications are:
 “Transforming Change Management Organisation”
 “Alchemy Blueprint for Operational Excellence”
 “Strategy for Change Management”
His website is: www.changeexcellence.org
If you wish to contact John Crawford, his email address is crawford_consulting@yahoo.co.uk