‘Practical ideas and examples of successful change’

1. Practical ideas and examples for
successful change
December 2015
Gillian Perry
UK Co-Lead and UK Accreditation Lead
Dec 2015
@CMI_UK

2. Contents
What we will cover today:
• My Background
• Change Projects - Success or Failure
• What is change Management
• How Can we make change a success
• Communicating the Change
• What is the Change Management Institute
• Recent topics

3. • Gillian Perry has been a leader in the field of Change
Management for over 10 years. She is currently
advising on change management for several companies
and is the CMI (Change Management institute) UK co-
lead and lead for CMI accreditation in the UK. She has
worked mainly in the utilities industry most recently for
National Grid. During that time she has managed and
advised major change programmes across the
international business. In addition she has some
experience in the banking industry and the international
outsourcing industry.
• She has a diverse skill set with a significant number of
years working within the IT business in technical and
non-technical roles and has expertise in IT strategy,
Outsourcing, governance and resource management.
She has also worked in corporate HR, working with
leaders on organisation design, change, employee
engagement, talent management and leadership both in
the UK and US

4. Project Failure stories

5. Change Management
Can we manage change?
• Change starts at the top
• Change is rolled out
• Change is managed
Successful change happens when people take personal
responsibility for driving it.
When they feel invited to participate and drive the change.

6. Success = Participation
1. Effective sponsorship from senior management in terms of active visible support, ongoing
support throughout the life of the initiative, acting as role models for the change,
communicating and being ambassadors for change;
2. Buy-in from front-line managers and employees which got the change moving and kept
momentum going;
3. Continuous and targeted communication throughout the project. This would be tailored in
depth and breadth to the different interested communities;
4. An experienced credible team who maintained good internal working relations and also
networked into the organisation;
5. A well-planned and organised approach which is suited to the type of change being
managed.
Prosci Research 2008 - 2014

7. McKinsey top factors for success
• 8X Senior managers communicated openly across the organization about the
transformation’s progress and success
• 5X Leaders role-modeled the behavior changes they were asking employees to make
• 5X Everyone in the organisation understands how their work contributes to the organisations
overall vision
• 4X Performance evaluations held initiative leaders accountable for their transformation
contributions
• 4X Roles and responsibilities in the transformation clearly defined

8. Success = Participation
• 70% success rate when leaders ensure front line staff members feel a sense of ownership
• 71% success rate when from line employees take the initiative to drive the change
• 79% success rate when both apply
McKinsey 2014

9. Providing a Range of Activities
autonomy
talents
interest
motivation
participation
meaning

10. ENTJ
ISTJ
INFJ
ESFP
ISTP
ESTP
Activist Theorist
ReflectorPragmatistAffiliation

11. Activists/Pragmatists
Let me at it/If its relevant
• Show me the business case so I understand that this change is
viable
• Let me pilot the change in my area
• Give me some dummy data to play with
• Explain how the change links to my job description
• Lets just do it!
• Give me a chance to enter live data
• Don’t tell me about the risks
• Provide me with a coach who understands my role to help me get
started

12. Theorists/Reflectors
lets not rush!
• Give me a flowchart that demonstrates how the decision to pursue this change was made
• Give me a step by step plan for how this change will be achieved
• Let me do some analysis to ‘prove’ the usefulness of the change
• Let me go to a lecture by someone respected in the subject
• Let me find a training course that will teach me the theory about this
• Let me go on a visit to see this change in action
• Let me watch a video of others working in this new way
• Give me a case study to illustrate the new ways of working
• Give me some references and recommendations from others about their experiences of
making this change
• Give me a forum to discuss my views of the change with others

13. Change management Institute
www.change-management-institute.com
CREDIBILITY
Affording you membership and
affiliation to a professional industry
organisation
CAPABILITY
Ensuring you have access to
opportunities to continually develop
and be recognised
CONNECTION
Local connections within a global
community

14. CMI – Latest Topics
• Networking Events
• Cadence of change – Fast or Slow
• Role of a Change Manger (Change vs Project)
• Role of leadership in Change
• Change Agility – Can we make change more Agile
• Conference
• Build a change Platform and not a change program
• Hackathons (how to workshop change)
• Examples of change projects
• How change happens

15. In Summary
• I have talked about some of the lessons I have learnt in change management
• I have talked about the concept of change management
• Given some of the latest thinking about managing change – thinking about a greater level of
participation in the change.
• Focussed on gaining participation from people
• Finally introduced the CMI and some of the things we are talking about.
@CMI_UK
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