Making the decision to implement a change across your organization and actually seeing that change take effect are two separate challenges, with the latter often being much harder to achieve. This is where change management comes into play. Change management is a proven success strategy for disseminating the changes you want made within and throughout your organization - so everyone is ‘bought-in’. As an expert in organizational leadership, culture, and coaching Amanda demonstrates how you can leverage change management and change leadership to ensure your integrated risk management process is adopted across your organization.

1. Change Leadership
4 Ideas to Making Process Sticky

3. Hello!
I am Amanda Ono
VP People & Culture at Resolver
@amandaono
amanda.ono@resolver.com

4. Agenda
▪ Predictors of failure
▪ Human aspect of change
▪ Predictors of success: change leadership
in practice

5. Why Does Organizational
Change Fail?

6. Predictors of Failure
▪ Poor Planning
▪ Lack of Alignment
▪ Low Engagement
▪ Poor Leadership

7. “Only 54% of major change
initiatives are successful

8. Cost of Failure
▪ Increased turn-over
▪ Poor morale
▪ Wasted resources
▪ Project failure

9. Change Management vs. Change
Leadership?

12. Sustained Change Is Driven
By People

13. Change Involves Emotion

15. Predictors of Success

16. Change leadership in practice
▪ Applied Leadership
▪ Engagement
▪ Planning
▪ Execution

17. Change leadership in practice
Management Leadership
Applied Leadership Executive sponsor
Engaged leadership, shared vision, coaching,
accountability
Engagement Top-down Why, two-way, across all levels, radical candor
Planning Budget, timelines, resources, constraints Role definition, rewards system
Execution Finite timelines Multiple layers, continuous feedback

18. Applied Leadership

19. Applied Leadership
▪ Leadership buy-in first
▪ Consensus on shared vision
▪ Training as coaches
▪ Accountability partners

21. Engagement Define the “why”
Survey, ask, respond – focus on two-way
Name the change
Encourage radical candor with change carriers and
detractors

22. (Scott, 2017)

23. Project
Vision
Benefits
change
ProjectProject
DeliverablesDeliverablesDeliverables
gap
Strategy: WHY? Tactics: What, How?
(Hillson, 2006)

24. ELATION
DESPAIR
Start Middle End
* “Honeymoon”
Realization of
Workload
Valley of
Despair
Small Successes
Completion
* “Go Live”

25. Planning Watch for analysis paralysis, go beyond resources, budget,
timeline
Role changes and definitions: what is the optimal design,
how will it impact people? Test?
Engage in design: how can people at different levels
engage in solving the problem?
Rewards: are you asking for X, but rewarding Y, make sure
processes are not at cross-purposes

26. Execution Engage multiple layers: change carriers become champions
Continuous feedback
Emphasis on people

27. Continuous
Improvement
Plan
Do
Check
Act

28. Let’s get practical!

29. “Do or not do, there is no try”

30. Threat
Threat
Threat
Opportunity
Change Opportunity
Opportunity

31. Key Take-aways
▪ Predictors of failure
▪ Human aspect of change
▪ Predictors of success: change leadership in
practice = applied leadership, engagement,
planning and execution

32. Thanks!
Any questions?
@amandaono
amanda.ono@resolver.com

33. “Quotations are commonly printed as
a means of inspiration and to invoke
philosophical thoughts from the
reader.

34. Risk
&
Regulation
Audit Improve
Policy
&
Control
Response
Incident
Report
Investigate Analyze ImproveMonitor
INTEGRATED RISK MANAGEMENT
PLANNING PREPERATION RESPONSE RECOVERYEVENT