Most companies want to go from good to great, which may be why a new Gartner survey reports that BPI is the top priority for IT Executives in 2009. Each of these initiatives will require investment in organizational change. Gartner, as well as other business analysts, also reports that for the past 20 years, 85% of all change initiatives fail to yield a return on investment. These odds are simply no longer tolerable. Learn how the revolutionary new "Science of Change" is helping IT executives beat these odds by making strategic changes happen reliably -- on time and on budget. It concludes with five secrets from science that you can use to change your organization on-demand in 2009.

1. Business Process Change
That Works!
Jeffrey Barnes: Compelevent Solutions
Cheryl White: Change Delivery Group

2. Good To Great!
• BPI Top Priority for IT in 2009
• Requires Organization Transformation

3. Session Objectives
Objective 1: Describe historical failure to deliver
ROI
Objective 2: Introduce the “Science of Change”
• Improve Business Process
• Manage Client Side Effectively
• Implement Effective Business Performance
• Maximize Synergy of Groups During Change
• Rapid Cost Reduction and Optimized Performance
Objective 3: Five Secrets to Increase Your ROI

4. The Problem with Change
Gartner on past 20 years
85% of Strategic Initiatives fail to deliver ROI
• 62%-91% Statistics Canada
• 85% Dept of Defense Business Board
• 70%-80% InfoWorld
• 91% University Geneva
• 90% Johns Hopkins

5. The Problem with Change
85% failure rate is
no longer tolerable!

6. Call Center Example
Call Volume vs. Data Acquisition?
Two Kinds of Change

7. Consequences of Failure to Change
• Reduced Functionality
• Workarounds
• Reduced Productivity
• Customer Defection
• Losses to Competition
• Regulatory Sanctions
• Business Contraction
• Business Cessation

8. Missed Opportunities
• Speed to Market
• Early Mover Advantage
• Market Share
• Competitive Wins
• Repeat and Referral Revenue Stream

9. Change Happens

10. In a world of explosive growth and
unexpected contraction,
business survival depends on
fast, targeted response

11. Change Demands
• More efficient processes
• Better use of tools & technology
• Redeployment of human capital
• Realigned organization structure
• Mergers, acquisitions, divestitures
• Off-shoring, near-shoring, re-shoring

12. “I’ve got my own problems. Just fix it!”
Customers

13. “We are doing the best we can with the
resources we have. Why can’t they
understand that?”
Customer Support

14. “We need to make compromises, but everyone
has their own agenda. When it comes to
changing things around here, all I get is
pushback and change resistance.”
Director

15. “I want results not excuses! Changes must be
implemented now. Not tomorrow. Not next
month. NOW!!!”
Senior Executive

16. “I agree. We have to fix things. . . And we would
if we weren’t so busy managing crises.”
Managers

17. “We’ve got processes. We’ve got policies.
Everyone understands them. No one has time
to follow them.”
Employees

18. “We’ll make the changes they want, after they
give us the resources we need!”
Everyone

19. Recognize the Risks

20. 90%
80%
70%
60%
50%
40%
30%
20%
10%
Historically High failure rates 0%

21. Face Reality
Under stress, people and organizations
resist change
They won’t “change for cheese”

22. Johns Hopkins Rule of Change:
90% of all terminally ill patients will
not make lifestyle changes
necessary to save their life

23. Recognize the Limitations
Old change models don’t work.
It’s time to change the way we change
our organizations

24. Science of Change
• Neurology
• Biology
• Chaos Theory
• Complexity Theory

25. Neurology says
Real Change is Brain Change
Our brains automatically associate
change with pain. Once the association
is made, it is permanently etched into
our neural network

26. Change Hurts
Real Change Causes Real Pain
Emotion Reason

27. Biology says real change means
changing the group mind
The Group Mind Always Wins—
especially when the organization is
under stress

28. Corporate Culture
Repository of All Rules
Few What we do
Business
Rules
Many
Social
Rules
How we do what we do

29. Chaos Theory says
Organizations will always seek stability
Organizations are not created equal
One organization’s stability is another
organization’s chaos

30. Orderly organizations are like pelicans
• Process-centric
• Attract people who prefer structure provided
by processes
• Resist innovation
• Distrust innovators & change agents

31. Disorderly organizations are like wolf packs
• Innovative
• Attract people who are easily bored with process
& prefer to be inventive
• Experiment with new processes then abandon
them
• Distrust process & change agents

32. Hybrid organizations are like penguins
• Flip periodically between order & disorder
• Attract people who prefer order but have a
tolerance for disorder & ambiguity
• Return to dominant state after workplace
upheaval
• Distrust change agents

33. Complexity Theory says
Organizations are rules based systems
Groups “self-organize” around a unique set of
“rules for change”
Change Resistance is a Safety Feature
Change Resistance is NOT A BUG

34. Change
Adoption
Culture

35. Applying the Magic of Science
Here’s what you can do today to
implement sustainable changes in your
organization

36. Applying the Magic of Science: Neurology
Activate only the left brain

37. Applying the Magic of Science: Biology
Use scientific principles to customize
business, process & technology
solutions to the rules present in your
culture

38. Applying the Magic of Science: Chaos
Theory
Avoid instability by chunking change into
small, implementable business
problems

39. Financial
Customers
Processes
Internal
Mission
Strategy
Learning &
Growth
Applying the Magic of Science:
Complexity Theory
Set measurable, achievable process and
performance goals compatible with the
“social rules” for change present in your
organization

40. Applying the Magic of Science: Use
Common Sense
Trust your culture keepers &
your culture coach

41. Achieve Your Performance Goals 90%
80%
70%
60%
50%
40%
30%
20%
10%
It Works! 0%

42. 303-523-5541 360-210-7656
cwhite@changeperfect.com jbarnes@compelevent.com
www.changeperfect.com www. compelevent.com