The document summarizes a presentation on successfully delivering business change. It discusses six key factors for change success: 1) having a clear vision and strategy with well-defined benefits, 2) strong leadership and sponsorship, 3) following a well-structured change approach, 4) understanding and engaging stakeholders, 5) building a capable change team, and 6) measuring change success. Attendees will break into groups to discuss two of the factors in more depth and share experiences and lessons learned. The goal is to help organizations improve their ability to manage change.

1. How
to
successfully
deliver
business
change
Elisabeth
Goodman
with
Joanne
Bradshaw
South
Wales
West
of
England
Branch
29th
September
2016,
Bristol
The
Enabling
Change
SIG

2. Our
theme
for
today
and
how
we
will
explore
it..
Business change projects are some of the most challenging
to deliver successfully.
We are developing a guide that introduces what change
management is and how it relates to project, programme and
portfolio management.
We have identified six factors for success, or themes.
Our keynote speaker, overview of the six themes, break-out
and ‘wash-up’ session will explore and gain your input on
these themes.

3. Today’s agenda
§ Welcome and overview of the SIG
§ Keynote speaker: Joanne Bradshaw
§ Overview of the six themes
§ Break out groups (with lunch break)
§ Feedback and wrap-up
§ Close (3.45 pm)

4. Speaker
Profile:
Elisabeth
Goodman
•
25 yrs Pharma R&D
(Information Management plus..)
• Now trainer, coach, facilitator,
consultant and author
• Creating exceptional managers and teams
• Change management, lean and six sigma,
knowledge management, personality tools (MBTI, Belbin, NLP)
Giving
people
the
resources
to
be
and
to
create
navigators
rather
than
vic4ms
of
change
APM
Enabling Change SIG – Membership, Communications, Events Lead

5. The
Enabling
Change
SIG’s
mission
To‘improve the change capability of
organisations, teams and individuals’
5

6. Enabling Change SIG Structure
Themes
PracQQoner
Groups
=
‘CommuniQes
of
PracQce”
with
experts
/
pracQQoners
Events, Membership &
Communications
Methods & Standards
17+ documented on our
website
Collabora(on
–
External
(Open
University,
BriQsh
Computer
Society,
C4CM)
Innovation (Research, L&D,
Software)
Current research on factor
and measures for success
Collabora(on
–
Internal
(SIG’s,
Branches)
e.g.
joint
events
and
publicaQons
Transport
FinancialServices
PublicServices
Change
Community
6

7. The
Methods
so
far…
Guiding Framework Structured Process Organisational Capability
ACMP Standard for
Change Management
AIM Methodology
CHAMPS2 E-Change
Change Delta
Framework
The Change Leaders
Roadmap
CMI Body of Knowledge
& Maturity Model
Bridges Transition
Model
Kotter 8 Step Process
for Leading Change
The Change Curve
Lewin’s 3 Stages of
Change
Managing Successful
Programmes (MSP)
PMI’s Change
Management Method
Pritchett’s Change
Management Model
PROSCI’s ADKAR
Model
Viral Change
LaMarsh’s Managed
Change Model

8. Introductory Guide to Managing
Change
Target audience
1. Those directing and
sponsoring change
2. Programme and project
managers – managing
change and transformation
3. Project professionals
working in a change
management environment
4. Experienced change
practitioners
Goals
1. Overview of key aspects in
relation to their role
2. Accessible introduction and
starting point for those who
are less experienced
3. Helps raise awareness of
language and concepts
involved
4. A vehicle for dialogue and
buy-in from less experienced
stakeholders

9. Introductory Guide to Managing
Change – contents:
1. Purpose
2. Introduction
3. What is change management?
4. How does change management relate to project,
programme and portfolio management?
5. Key factors in successful change
6. How do we measure change success?
7. Guidance on the application of change management
methodologies
8. Resources
9. Reference

10. Joanne Bradshaw
Joanne is a senior civil servant in the Department for Work and Pensions and is
currently the programme director for the Fraud, Error and Debt (FED)
programme.
The FED programme is included within the Government’s Major Projects
Portfolio, and includes a number of technology, digital and business
transformation projects.
Joanne is also the Head of the DWP project delivery profession and leads the
department’s digital academy.
Before joining DWP, Joanne worked in the Home Office leading the delivery of
shared service, civil registration and immigration transformation projects.
Earlier in her career she held a number of operational roles in the UK
Immigration Service both in the UK and overseas.
Joanne holds an MSc in Project and Programme Management and is a
graduate of the Major Projects Leadership Academy.

12. ABOUT ME !
• Role
• DWP Fraud, Error & Debt Programme Director
• Head of DWP Project Delivery Profession
• Experience
• Technology, digital & organisational transformation
projects within government
• Professional Development
• MSc Project & Programme Management
• Major Projects Leadership Academy
12

13. STRUCTURE OF PRESENTATION
• What is ‘business change’
• Organisational context
• Learning from experience – change success factors
• Questions / discussion
13

14. WHAT IS ‘BUSINESS CHANGE’ ?
• TRANSFORMATION
• People, processes, structures, culture
• Benefits & organisational success
14

15. ORGANISATIONAL LANDSCAPE
15
DWP provides welfare services to around 22 million customers
We provide these services to:
• Working age - mainly out of work benefits, with in-work support
growing with Universal Credit.
• Pensioners - State Pension, Pension Credit, Winter Fuel Payments.
• Disabled and carers (all ages) - DLA, PIP, AA, CA.
• DWP does not only administer benefits, but provides support to
claimants, for instance by:
• Helping them find work through the Jobcentre offer.
• Helping claimants find work or move closer to the labour market
through contracted provision (Work Choice, Work Programme, Fit for
Work, Access to Work).

16. ORGANISATIONAL LANDSCAPE
16
DWP expenditure was £177bn in 2015/16
• This represents:
• 23% of public sector expenditure
• 9% of GDP
• Equivalent to the GDP of the world’s 40th largest economy
• The Department currently has around 78,000 FTE staff and 850
buildings.
• The Department is delivering some of the biggest transformation
projects in government.

17. FRAUD & ERROR IN THE BENEFITS SYSTEM
17
Breakdown of benefit overpayments (2015/16)
Fraud – The claimant knowingly
provided false information or failed to
provide information on time knowing
they would receive benefits they were
not entitled to.
Claimant Error – The claimant
mistakenly provided inaccurate or
incomplete information or failed to
provide timeous information.
Official Error – The department failed to
action information provided to us on time
meaning the benefit paid was incorrect.
The rate of fraud and error in DWP has fallen from 2.2% to
1.8% since 2010.
Taking debt recovery into consideration against gross
overpayments gives a net loss to the taxpayer of 1.2%
(£2.1bn) of expenditure.

18. FED PROGRAMME LANDSCAPE
18
Single Fraud
Investigation
Service
Wider Use of
Real Time
Information
Payment
Deductions
Report Benefit
Fraud
Fraud & Error
Case
Management
Digital Debt
Management
Bulk Data
Matching
Joint Working
with Public
Sector Partners
Data Trials

19. Learning from Experience
Change Success Factors
19

20. CLEAR VISION OF THE FUTURE
20
• *Future, Engage, Deliver………
• Link to organisational strategy
• Articulate benefits & perspectives of
success
* Ref: Steve Radcliffe

21. 21

22. MAKE THE VISION PERSONAL
22

23. STRONG LEADERSHIP & SPONSORSHIP
23
• Senior accountability & buy-in.
• Understand strengths of leadership
team.

24. INTEGRATED PROJECT DELIVERY
24
• Embed ‘change’ mechanisms into project
lifecycle.
• Agile & Digital projects almost always need
‘change’ expertise.

25. STAKEHOLDER RELATIONSHIPS
25
• Future, Engage, Deliver …….
‘relationships big enough to do the job’
• One size doesn’t fit all.
• Engagement and communication
approach.

26. TEAM STRUCTURE, CULTURE & CAPABILITY
26
• Clearly defined roles & responsibilities.
• Collaboration.
• Right balance between technical & ‘soft’
skills.

27. MEASURING SUCCESS
27
• Benefits management – outcomes.
• Feedback, pulse surveys – open
communication channels.

28. SUMMARY
28
Successful business change needs to be underpinned by:-
ü A clear vision of the future that is articulated at both an individual and
organisational level.
ü Senior buy-in & a ‘balanced’ leadership team.
ü Business change processes that are embedded in the project
delivery lifecycle – they are not an optional extra.
ü Engagement, communications and ‘big’ stakeholder relationships.
ü A team based culture where the softer dimensions of project delivery
are recognised and valued.
ü Mechanisms to define, measure and monitor success.
These dimensions of business change all need to
operate in harmony to maximise success

29. ANY QUESTIONS ???
29
Keep in touch !
@jobrad1

30. Our working list of key factors for
successful change
a. Formulate a clear vision and strategy, supported by well-
defined benefits
b. Ensure strong leadership and sponsorship
c. Define and follow a well-structured approach
d. Understand, engage with, build commitment from and
support key stakeholders
e. Build a strong change team with the necessary
capabilities for success
f. Measure the success of the change initiative

31. a. Formulate a clear vision and
strategy, supported by well-
defined benefits
1. People are more likely to accept change if they
understand why it is happening, what it will entail and how
it will affect them.
2. Change programmes/projects must be aligned with
the overall strategy of the business.
3. Well-defined benefits provide something tangible for
people to understand, aim for, and ultimately measure in
terms of how well the benefits have been realised.

32. b. Ensure strong leadership and
sponsorship
1. Actions speak louder than words. It is important that
guidance and support is provided to your senior
managers and sponsors so that they not only advocate
but act as role models for the change.
2. Involve all the right people from the organisation to drive
and support the change so that there is real ownership
from the business.
3. Make sure that there are escalation procedures in place
and apply them if necessary.

33. c. Define and follow a well-
structured approach
1. Adopt one of the many well-documented change
methodologies and standards, combined with strong
programme and project management. Choose one that
integrates well with what you already have in place in your
organisation and make sure that you collect, share and
review lessons learned.
2. Manage programme / project interdependencies in a way
that optimises your change programme.
3. Design and deliver communication, training and support
interventions that achieve what they are meant to achieve.
Communicate, communicate and communicate.
4. Have everyone in your change team, and your sponsors
'singing from the same hymn sheet', so that all your
messages are consistent and reinforce each other.

34. d. Understand, engage with, build
commitment from and support key
stakeholders
1. Each stakeholder and group of stakeholders will perceive and
respond to the change differently. Review the change
methodologies and standards for tools that will help you to
understand, engage with, build commitment from and support your
stakeholders.
2. Engage with your stakeholders so that they want to help you make
the change succeed and feel supported through it. Work with key
influencers.
3. Be aware, when working in collaboration or partnership with other
organisations, of the added complexity involved in these
stakeholders’ own organisations.
4. Consider the psychology and behaviours of change.
5. Take account of all the other changes and work pressures affecting
your stakeholders so as to make the whole experience as positive
and painless for them as possible.

35. www.apm.org.uk/stakeholder-engagement
Stakeholder Engagement Focus Group
Part of the APM People SIG
§ Encouraging practitioners across the PM community to make
stakeholder engagement a higher priority
How are we doing that?
Our mission:
§ Raising awareness
– Giving stakeholder engagement more attention at events
– Challenging the status quo
§ Supporting practitioners
– Developing the APM ‘Stakeholder Engagement’ website
– Making it accessible to all
– Building case studies and resources
§ Sharing knowledge, tools & methods
– Forging links with SIGs, academia and industry bodies
– Signposting research & development
Learn more about stakeholder engagement:
www.apm.org.uk/stakeholder-engagement

36. e. Build a strong change team with
the necessary capabilities for
success
1. Nurture your team to make it a high performance team
that combines a clear focus on its task with strong
interpersonal relationships.
2. If working with third parties, explore ways to achieve high
performance within their teams, and in their interactions
with your team.
3. Equip team members with the necessary skills for
enabling successful change.
4. Develop and support change agents, advocates and
champions, whether formal members of your team, or
representatives in the stakeholder community.

37. f. Measure the success of the
change initiative
1. Test or pilot and monitor your change initiative so that you
can adjust your approach as needed, demonstrate
success, learn from your experience, and build and share
success stories.
2. Other things to consider:
i. What does ‘success’ mean – is partial failure / partial
success acceptable?
ii. When do you measure: before, during, after the change
cycle?
iii. What output (project related), outcome (change related
behaviours), benefit (performance related)measures do you
use?
iv. How do your measures relate to your various
stakeholders?

38. Break out groups
Ground rules: everyone has their say; keep to the topic!
1. Instructions – choose one of two themes in each time slot – these will be
repeated so you will get to explore all six themes:
• a & d
• b & e
• c & f
2. Suggested agenda for your break-outs (approx 25 mins):
1. Introductions - name, affiliation and briefly why interested in this topic
2. What factors contribute to the success of this topic - based on your
experiences and what you have heard today?
3. What pitfalls should one avoid?
4. What if any methodologies have you come across that are particularly
helpful for this topic?
5. Any anecdotes / stories / good practices that you would be prepared to
share as a follow-up to this event - one-line summary and contact details
6. As time allows - quick summary of main points to take forward from the
break-out

39. Wrap-up
1. What were the key messages from the break out
sessions?
a. Vision and strategy, benefits
b. Leadership and sponsorship
c. Well-structured approach
d. Stakeholders
e. Change team
f. Measures
2. Next steps..

40. Resources available to you:
The Enabling Change SIG community (370+ members) and Practitioner Groups
Our micro-site (e.g. 17+ methods), research, events, newsletter and introductory guide (2017)
Do get in touch to find out more - elisabeth@riverrhee.com
The
resources
available
to
help
build
your
change
capability
40