What makes change successful? What makes change stick? This presentation is about going back to basics of First Principles to uncover the keys to successful change. Drawing from lessons learned in the psychology of excellence, systems thinking and design thinking, the five keys to successful change are methodology and domain agnostic. This means it does not matter what framework, methodology or type of change you're dealing with, the five keys would still be applicable. This would then allow you to be adaptive to any change situation.

1. Five Keys to Successful Change
Back to Basics with First Principles
BY RONA PUNTAWE ©
Principal Owner of FuturePACE Global, LLC, an advisory and consulting firm
helping you bring your desired future to life as your trusted partner in transformation.
www.futurepaceglobal.com
CREATING CLARITY AND CONFIDENCE FOR CHANGE

2. What this presentation is about:
1. What we mean by successful change
2. First principles as the premise
3. Five keys to successful change
4. Real cases of applying the five keys to successful change
FIVE KEYS TO SUCCESSFUL CHANGE COPYRIGHT 2018 RONA PUNTAWE

3. Successful Change
Achieving the future you desire
with clarity, confidence and congruence.
FIVE KEYS TO SUCCESSFUL CHANGE COPYRIGHT 2018 RONA PUNTAWE

4. CREATING CLARITY AND CONFIDENCE FOR CHANGE
First Principles thinking led to the
“Five Keys to Successful Change”
First Principles thinking means going back to fundamental truths of a system or
body of knowledge. The Oxford DicKonary defines First Principles as the
fundamental concepts or assumpKons on which a theory, system or method is
based.
This is what makes the five keys to successful change methodology and domain
agnosKc – enabling you to apply it and be adapKve to any change situaKon.

5. Successful
CHANGE
1. Well-formed
OUTCOMES
2. Well-
calibrated
EVIDENCE
3. Well-
understood
BENEFICIARIES
4. Unifying and
integraKve
FRAMEWORK
5. Streamlined
with
LEVERS
FIVE KEYS TO SUCCESSFUL CHANGE COPYRIGHT 2018 RONA PUNTAWE

6. 1. Well-formed
Outcomes
“What would you like to have
happen?”
“Begin with the end in mind.”
– Stephen Covey

7. 1. Well-formed Outcomes
TEST FOR WELL-FORMED OUTCOME
q PosiKvely stated
q Achievability
q Evidence/Criteria
q Resources
q Congruence (IntenKon-Outcome-Consequence)
TIPS
q Presuppose posiKve intenKon
q AlternaKve outcomes
q Parsimonious outcome
q IntenKon vs. Outcome: There could be mulKple
levels of outcomes and intenKons.
q Reframing the outcome reframes the change
TRAPS
q EscalaKon of commitment or sunk cost effect
q Anchoring
Successful
CHANGE
1. Well-formed
OUTCOMES
2. Well-
calibrated
EVIDENCE
3. Well-
understood
BENEFICIARIES
4. Unifying and
integraBve
FRAMEWORK
5. Streamlined
with
LEVERS
FIVE KEYS TO SUCCESSFUL CHANGE COPYRIGHT 2018 RONA PUNTAWE

8. 1. Well-formed Outcomes - Example Successful
CHANGE
1. Well-formed
OUTCOMES
2. Well-
calibrated
EVIDENCE
3. Well-
understood
BENEFICIARIES
4. Unifying and
integraBve
FRAMEWORK
5. Streamlined
with
LEVERS
FIVE KEYS TO SUCCESSFUL CHANGE COPYRIGHT 2018 RONA PUNTAWE
OUTCOME:
“We need to improve our
relaKonship management
capability”
INTENTION:
The intenKon was to
improve revenue
performance.
REFRAMED OUTCOME:
Improve business
development capabiliKes,
specifically the “pointy-
end of sales”
competencies. Evidence based on profiling and
competency assessment shows that
the client is already highly competent
at rela@onship management – in fact
it’s one of their strengths!
CONSEQUENCE:
Measurable increase in
revenue a^ributed to the
change iniKaKve designed
to deliver against the
intended outcome.
Meets Congruence Test
for well-formed outcome

9. 2. Well-calibrated
Evidence
“How do you know you are
achieving the change you intend
to achieve?”
“Measure the right things
right.”

10. 2. Well-calibrated Evidence
TIPS
q Baseline the change
q Benchmark for progress or improvements
q Assess against maturity models
q Hypotheses driven vs. Boiling the Ocean
q TriangulaKon
TOOLS AND APPROACHES
q Baseline Survey
q Benchmarking Surveys
q Maturity Assessment
q Competency Assessment
q Off-the Shelf Profiling Tools
q Sensory-based calibraKon of behaviours
– no such thing as mind reading!
TRAPS
q ConfirmaKon Bias
q Availability Bias
Successful
CHANGE
1. Well-formed
OUTCOMES
2. Well-
calibrated
EVIDENCE
3. Well-
understood
BENEFICIARIES
4. Unifying and
integraBve
FRAMEWORK
5. Streamlined
with
LEVERS
FIVE KEYS TO SUCCESSFUL CHANGE COPYRIGHT 2018 RONA PUNTAWE

11. 2. Well-calibrated Evidence - Example
Successful
CHANGE
1. Well-formed
OUTCOMES
2. Well-
calibrated
EVIDENCE
3. Well-
understood
BENEFICIARIES
4. Unifying and
integraBve
FRAMEWORK
5. Streamlined
with
LEVERS
FIVE KEYS TO SUCCESSFUL CHANGE COPYRIGHT 2018 RONA PUNTAWE

12. 3. Well-understood
Beneficiaries
“Who is the change for and how
will they benefit from it?”
“A business is simply an idea
to make other people’s lives
beGer.” – Richard Branson

13. 3. Well-understood Beneficiaries
TIPS
q Know who benefits from the change,
q Know how they will gain the full benefits of the
change
q IdenKfy and eliminate barriers for the
beneficiaries
q Support beneficiaries to sustain the change and
the gains from the change
TOOLS AND APPROACHES
q Theory of Change
q Logical Framework
q Customer Journey Mapping
q Voice of Customer
q Human-centered Design
q Stakeholder Impact Assessment
q Perceptual PosiKons
TRAPS
q Opportunity Cost Neglect
q Loss Aversion
q Status Quo Bias
Successful
CHANGE
1. Well-formed
OUTCOMES
2. Well-
calibrated
EVIDENCE
3. Well-
understood
BENEFICIARIES
4. Unifying and
integraBve
FRAMEWORK
5. Streamlined
with
LEVERS
FIVE KEYS TO SUCCESSFUL CHANGE COPYRIGHT 2018 RONA PUNTAWE

14. 3. Well-understood Beneficiaries – VOC Example
Successful
CHANGE
1. Well-formed
OUTCOMES
2. Well-
calibrated
EVIDENCE
3. Well-
understood
BENEFICIARIES
4. Unifying and
integraBve
FRAMEWORK
5. Streamlined
with
LEVERS
FIVE KEYS TO SUCCESSFUL CHANGE COPYRIGHT 2018 RONA PUNTAWE
COUNTRY– Migrant Labor Profile

15. 4. Unified Framework,
Integrative Approach
“What is the unifying framework
that integrates all the different
parts of the change?”
“The whole is greater than
the sum of its parts.”
- Aristotle

16. 4. Unified and IntegraKve Framework
TEST FOR A UNIFYING FRAMEWORK
q Comprehensiveness (MECE)
q Conciseness or parsimony
q Congruence
q Customizability
q CompaKbility and comparability
TIPS
q Leaders set the tone for unificaKon
q Sponsorship model drives unificaKon
q Values are the unifying force for individual
congruence – making decisions based on clear
values minimizes or eliminates internal conflicts
TOOLS AND APPROACHES
q Logic Tree
q Enterprise Value Chain
q Business Excellence Frameworks
q Business Process Architecture
q Cascade Model for Change
q Sponsorship Model & PoliKcal Heatmap
TRAPS
q Incongruent framework
q Off-the shelf frameworks that are not fit-for-
purpose
Successful
CHANGE
1. Well-formed
OUTCOMES
2. Well-
calibrated
EVIDENCE
3. Well-
understood
BENEFICIARIES
4. Unifying and
integraBve
FRAMEWORK
5. Streamlined
with
LEVERS
FIVE KEYS TO SUCCESSFUL CHANGE COPYRIGHT 2018 RONA PUNTAWE

17. 4. Unified and IntegraKve Framework - Example Successful
CHANGE
1. Well-formed
OUTCOMES
2. Well-
calibrated
EVIDENCE
3. Well-
understood
BENEFICIARIES
4. Unifying and
integraBve
FRAMEWORK
5. Streamlined
with
LEVERS
FIVE KEYS TO SUCCESSFUL CHANGE COPYRIGHT 2018 RONA PUNTAWE
Unifying Framework that integrates various elements for planning of
ORGANIZATIONAL TRANSFORMATION:

18. 4. Unified and IntegraKve Framework - Example Successful
CHANGE
1. Well-formed
OUTCOMES
2. Well-
calibrated
EVIDENCE
3. Well-
understood
BENEFICIARIES
4. Unifying and
integraBve
FRAMEWORK
5. Streamlined
with
LEVERS
FIVE KEYS TO SUCCESSFUL CHANGE COPYRIGHT 2018 RONA PUNTAWE
Pa#erns of Representa.on
How we represent reality to create
our mental models of the world
Pa#erns of Organiza.on
How we structure our
experience of reality
Pa#erns of Transforma.on
How we transform our reality
Pa#erns of A#en.on
How we a6end to the world
and filter reality
Copyright Rona Puntawe
REPRESENTATION
ATTENTION
ORGANIZATION TRANSFORMATION
PUNTAWE TRIANGLE
Unifying Framework that integrates various elements of
PERSONAL TRANSFORMATION:
Copyright 2015 Rona Puntawe

19. 5. Streamlining
with Levers
“What already exists that will
propel the change forward?”
“Give me a lever long enough
and a fulcrum on which to
place it, and I will move the
world.” - Archimedes

20. 5. Streamlined Applying Levers
TIPS
q IdenKfy the difference that makes the difference
q Low hanging fruits with *MECE approach
q Start small, scale up fast
q Quick wins
q Build on early successes
q Share success stories
q IdenKfy and leverage internal benchmarks for change
q IdenKfy, model and replicate high-performance
(embodying a^ributes of desired change)
TOOLS AND APPROACHES
q OrganizaKonal Levers Assessment
q Strategic Assessment
q Environmental Scan
q Nudging with Behaviour Economics
q PosiKve Psychology - Strength-based Personal
Change
q Puntawe Triangle
§ Creates tweaks and leaps
§ Psychodynamic & Content-free
§ Discovery of the difference that makes the
difference for rapid change
*MECE – Mutually Exclusive, Comprehensively Exhaus@ve
TRAPS
q Default bias
Successful
CHANGE
1. Well-formed
OUTCOMES
2. Well-
calibrated
EVIDENCE
3. Well-
understood
BENEFICIARIES
4. Unifying and
integraBve
FRAMEWORK
5. Streamlined
with
LEVERS
FIVE KEYS TO SUCCESSFUL CHANGE COPYRIGHT 2018 RONA PUNTAWE

21. Real-life cases of challenges for change…
FIVE KEYS TO SUCCESSFUL CHANGE BY RONA PUNTAWE
... required going back to First Principles.
Case #1: Improve the relaKonship management capability of an
enKre firm post-GFC (Global Financial Crisis).
Case #2: Create a culture of innovaKon for a naKon’s largest insurer.
Case #3: Demonstrate that a naKonal government organizaKon is
creaKng the social impact or change for the global diaspora it was
mandated to serve.

22. CREATING CLARITY AND CONFIDENCE FOR CHANGE
SUCCESSFUL CHANGE CASE#1
Desired change: Improve the relaKonship management capability of a firm post-GFC.
Well-formed outcome: The intenKon was to increase sales revenue and therefore the outcome was to address the
gaps in sales competencies. Change program was then designed to address those gaps.
Evidence-based calibraUon: It turned out that the firm was already competent at relaKonship management based on
a sales apKtude psychological profiling and organizaKonal business development capability assessment. What needed
to change was capabiliKes on the “pointy-end of sales”.
Unifying framework: A successful pilot was scaled up to an enterprise-wide program with a Business Development
Capability Framework developed from global benchmarking research and various world-class models.
Levers: The framework was designed such that the change iniKaKve integrated well with end-to-end sales process
and leveraged the current performance management system
Beneficiaries: This created a win-win approach, where the business’ investment in the change iniKaKve directly
benefi^ed not only the parKcipants (sales performance) but also the firm’s revenue.
Change outcome: Measurable increase in sales revenue a^ributed to the change iniKaKve
of improving business development capability.

23. CREATING CLARITY AND CONFIDENCE FOR CHANGE
SUCCESSFUL CHANGE CASE #2
Desired change: Create a culture of innovaKon for a naKon’s largest insurer.
Well-formed outcome: Achieve InnovaKon awards indicaKve of a culture of innovaKon.
Evidence-based calibraUon: InnovaKon Class award required evidence against a criteria assessed by an independent
body. Business case for innovaKon projects required esKmated value add.
Unifying framework: The insurer embarked on various iniKaKves that were connected: ISO QMS cerKficaKon, business
excellence, innovaKon, people excellence, benchmarking and balanced scorecard implementaKon. The most
encompassing framework was the business excellence, the achievement of which hinges on meeKng criteria for
excellence that already incorporates all the other iniKaKves.
Levers: The business excellence iniKaKve evolved from a producKvity program with already established sponsorship,
governance and implementaKon structure: steering commi^ee, task forces, quality representaKves, internal quality
auditors, work improvement teams – all of which were simply updated to include innovaKon as part of their roles.
InnovaKon KPIs were included in the balanced scorecard which was integrated into the performance management
system from corporate to individual.
Beneficiaries: The main beneficiary was the insurer and its brand. The staff benefi^ed in terms of professional
development through exposure in innovaKon from learning acKviKes, to benchmarking exchanges to implementaKon
of innovaKon ideas. Management promoKons encouraged demonstraKon of implementaKon of innovaKon projects
with measurable value add.
Change outcome: Nearly100% parKcipaKon in innovaKon acKviKes (projects and work
improvement teams). Won industry awards in innovaKon.

24. CREATING CLARITY AND CONFIDENCE FOR CHANGE
SUCCESSFUL CHANGE CASE #3
Desired Change: Demonstrate that a naKonal government organizaKon is creaKng the social impact or
change for the global diaspora it was mandated to serve
The organizaKons exist to provide specific mandated services to the global diaspora. The key quesKon was, were they
providing the services in a way that saKsfies these beneficiaries?
Beneficiaries: The beneficiaries for the organizaKon were all the overseas migrant workers globally who are ciKzens of
the country.
Well-formed outcome: The outcome is to make sure that these migrant workers are able to receive the services that
they are meant to have access to, by law, in a way that meets their needs.
Evidence-based calibraUon: A three-step evidence based calibraKon process was put in place: idenKfy the key
services, conduct a “Voice of Customer” assesment including levels of saKsfacKon and perceived importance of the
services, and the level of maturity in which the services are managed to ensure they deliver the intended benefits.
Unifying framework: A Service Management Framework (SMF) and Maturity Model unified the approach from
assessment to idenKfying and integraKng iniKaKves for improvement.
Levers: The organizaKon already has an ISO Quality Management System in place which was a complimentary
framework to the Service Management framework. Since the SMF was designed with the QMS in mind, there was a
natural alignment for the SMF with the QMS goals and implementaKon. The strong sponsorship for the QMS easily
translated to sponsorship of the SMF.
Change outcome: The organizaKon established a baseline and a change roadmap to improve its
performance in a way that demonstrates clearly the social impact it intends to create. This was then
adopted by another government organizaKon also providing services to the overseas migrant
community.

25. Successful Change
Achieving the future you desire
with clarity, confidence and congruence.
www.futurepaceglobal.com www.howtocreatechange.com