Making the case for change - Sysdoc at UKISUG 2015
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The document discusses change management and outlines steps for effective change implementation. It defines change management and describes problems that arise from an absence of change, such as inconsistent processes and inability to perform roles well. It recommends creating awareness of change management, personalizing messages to different audiences, and winning support and ownership for changes. Additional steps include scoping the change, identifying quick wins, and communicating progress transparently. The overall goal is to define change management, prepare stakeholders, and achieve operational readiness through a well-managed change process.
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Making the case for change - Sysdoc at UKISUG 2015
- 1. corporaterewards.co.uk Making the case for change Sue Smith, Guy Sorrill
- 2. • What is change management? • What does an absence of change look like? • Creating awareness of change management • Personalising the message • Winning hearts and minds and ensuring ownership • Scope it/Size it/Price it • Visible/tangible quick wins • FAST FORWARD: What does good change look like? Agenda
- 3. What is Change Management?
- 4. • Lack of context for change • Inconsistent ways of working • Inability to perform role well • Wrong first time • No clarity on timing/purpose • Misaligned leadership … leads to Cost later on What does an absence of change look like?
- 5. Creating an awareness of Change Management? © Sysdoc 2014 © Jaguar Land Rover 2014
- 6. • Think about your key messages • Translate change into local language • Consider how to engage your business • Begin with the end in mind • Be clear on your requirements • Simplify Personalising the message
- 7. • Successful implementation requires commitment building and behaviour change • Getting across management layers, ensuring change is owned by the business • Defining the roles/commitment/expectation Winning hearts and minds and ensuring ownership
- 8. Funding is a necessary evil: • Scope • Timeline • Define resource • Source the team • = cost Scope it/Size it/Price it
- 9. • Importance of delivering on expectations • Transparency / reporting • Visibility of delivery Visible/tangible quick wins
- 10. • Defined change management • Created awareness of the need for change • Personalised the message to the audience • Won hearts and minds, ensured clear business ownership • Scoped/Sized/Priced the change • Identified and communicated quick wins and achievements • FAST FORWARD: What does good change look like? • Begin with the end in mind – what is the operational readiness point? Recap
- 11. FAST FORWARD: What does good change look like?
- 12. Thank you
Editor's Notes
- BOTH Implementing SAP without Change Management will lead to a scenario like this – order a car that, when driven away, has no engine! Introduction – Sue Smith, Head of Purchasing Centre of Excellence, former head of SAP Business Change Introduction – Guy Sorrill, Sysdoc Head of Transformational Change and JLR Purchasing Change Lead
- SUE What is change management? What does an absence of change look like? Creating awareness of change management Personalising the message Winning hearts and minds Ensuring ownership Scope it/Size it/Price it Visible/tangible quick wins FAST FORWARD: What does good change look like?
- GUY Tendency for change professionals to forget to continually remind others what CHANGE is So many, and some conflicting, definitions of what Change Management is We are part of a Change Management focus group at JLR and we attempted to develop a succinct definition of change, but could not agree! On screen are some words or phrases commonly associated with Change Management: Build commitment Structure - Structure and planning is important, particularly in an engineering business – why would change management be any different? Measured – a clear and effective reporting model with agreed metrics provides confidence in what is being delivered by a change team Data Driven Desired outcomes Deal with change New ways of working Quicker, better, safer Maximise project benefits Reduce project risk People orientated - technology has a role, process has a role, policy has a role but it has to be all focused on the people aspect
- SUE Look at the image – no road markings, no traffic lights, nobody directing traffic… Inconsistent ways of working – teams and individuals not working together Lack of context of why certain things must happen - missing commitment to the change, resistance Inability to perform role effectively – slower adoption of new ways of working, delayed realisation of project benefits Focus on the IT changes Wrong first time – remedial effort required to make the change land (additional time, effort, risk, cost) Misaligned leadership objectives – silo’d thinking Cost Cost Cost
- GUY Once your sponsor agrees to the concept of Change Management on your SAP Programme, it is important to take their understanding ‘down’ a level On screen is a simple model demonstrating to the sponsor what they could get for their investment change management? What are the key pillars or workstream on a typical SAP change programme: Leadership – How do you define the role of leadership in the change, how to effectively and continually engage with, and ensure support of, your business leadership Business – how to engage with the impacted business teams in an engaging way, without relying exclusively on broadcast communications Change Capability Development – educating a network of change ambassadors in the role to evangelise change, communicate change and be first line of support Learning & Development – formal education of new ways of working – SAP t-code training should ideally be seamlessly blended with process education Communications – communications is the wrapper, the icing on the cake which supports, reinforces and embeds all other workstream activity
- SUE Thinking about your key messages to convince the sponsor – what scrabble words would you use to convince sponsor of the benefits of having a chance team in place, also what are we trying to avoid – particularly overseas, how good and poor change management would impact them? Translating change into manufacturing – the word ‘change’ did not land with a new manufacturing site, Engaging your business – don’t reply on the sponsor or the exec to disseminate the message across management teams – explain to the exec/sponsor that you will do this, with their support Begin with the end in mind – what is the operational readiness point? When SAP arrives, it may not be the same readiness point for the business, particularly in a green field manufacturing plan like in Brazil - an operationally ready workforce needs to be in place for Job 1 Be clear on your requirements – what are you asking for? Be clear, concise and realistic! Simplify the message – the sponsor or exec are busy people who need to understand, and be able to cascade, a simple important message
- GUY Winning the hearts and minds of an organisation will ensure commitment to, and ownership of the change This must be managed across all levels of an organisation, particularly through the management layers Depending on the spans and layers across your organisation, this may differ, but typically… Executive – gaining visible and active Executive support for the change is essential – the Exec sets the cultural tone of an organisation Director/Sponsor – to his peers (or Directors) to ensure they are all supportive, bought-in before approaching senior management Senior Management – a roadshow to all impacted Senior Managers, with support of the Sponsor, to ensure they understand what they are getting, and why, from Change Management – their role, and the level of support/commitment expected from them and how they need to support the cascade of the same message across the operational managers Operational Managers - Before any real ‘change’ engagement takes place, there is already an understanding of why it is necessary This upfront engagement drives support, buy-in and ownership of the change, before the key change activities/interventions take place
- SUE Funding is a necessary evil! Scope the change – what is deemed in/out of scope, define the parameters of ‘change’, who is impacted, what locations, disciplines (e.g. Finance, Manufacturing), level of change – defines the type of skillset Overlay the duration/timeline/milestones = generates a plan and duration resources may be required Identify appropriate resource requirement – skillset, experience, language, cultural fit, flexibility to travel Source of resource – is there internal capability? Could people be skilled up? Supplementing the change network – what is the right mix? = Cost
- GUY At JLR, we recognised the importance of demonstrating achievements to Management – Sponsor, Executive, Senior Managers Effective Change Management will have a cost, so demonstrating the return on investment will be key, and doing so rapidly Pulled together a scorecard – and crucially this scorecard also measures the management teams’ efforts towards an operationally ready workforce Measure were agreed in advance with the business management – all linked to the planned change interventions, the framework was agreed and reporting began Objective reporting of actual status to management – quite a new endeavour and not (initially) universally welcomed! Generate a sense of positive peer-pressure between managers to turn their area ‘green’ (with the support of the change team) This also sets the bar for future change initiatives – making ‘getting across’ the case for change an easier (not easy!) task This was key to building confidence that the business was ready to operate SAP in Brazil
- SUE Recap… Defined change management Created awareness of the need for change Personalised the message to the audience Won hearts and minds, ensured clear business ownership – emerging from the chrysalis Scoped/Sized/Priced the change – preparing our wings to fly Identified and communicated quick wins and achievements - our colours (capability) is starting to show FAST FORWARD: What does good change look like? Begin with the end in mind – what is the operational readiness point?
- Thank you for your time Leave you with an image of the beautiful new f-Pace Jaguar crossover vehicle We have mountains ahead of us, but we are in a well structured machine to navigate the inclines ahead