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Managing Change conference-Gillian Perry presentation
- 1. Practical ideas andexamples for successful change December 2015 Gillian Perry UK Co-Lead and UK Accreditation Lead Dec 2015 @CMI_UK
- 2. Contents What we willcover 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 Perryhas 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
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- 5. Change Management Can wemanage 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 factorsfor 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 Rangeof Activities autonomy talents interest motivation participation meaning
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- 11. Activists/Pragmatists Let me atit/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 Affordingyou 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 – LatestTopics • 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 • Ihave 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 Follow Us
Editor's Notes
- #2 Welcome to the CMI UK Branch webinar series. We hope you find this short webinar useful & informative and that we can interest you in what the Change Management Institute are about and the benefits membership provides. Hello I’m Gill Perry and you are about to join the webinar ‘Change Manager Accreditation – An Overview and 2014 timetable’. Before we start, just a couple of points about the session. You should see a small set of icons on your screen you can use these to ask a question, vote on a poll or raise your hand. We will be running the presentation with ‘mute all’ but you can send a question in and we will also make time to answer as many questions as we can at the end. You can also tweet about accreditation or just follow us at @CMI_UK. I plan to tweet any of the latest news over the coming months. The CMI promotes excellence in the management of change by setting standards, educating and supporting change practitioners and promoting the value of change management. The absence of clearly defined professional standards makes it difficult for professionals and organisations to identify the knowledge, skills and competencies required to successfully deliver effective change. Credibility – affording you membership and affiliation to a professional industry organisation and Accreditation Capability – ensuring you have access to opportunities to continually develop. Connection – providing sources of local connection within a global community. The ACM accreditation is proving popular with employers and recruiters as a reliable way to identify and develop effective Change Managers. CMI is committed to promoting excellence in the management of change and our Change Management Practitioner Competency Model and Accredited Change Manager scheme are key initiatives in this area.
- #3 During todays webinar I plan to cover: Introduction to the Change Management Institute Accreditation where I will explain the different levels and processes you will need to follow. I will go into detail as to what are the different levels of accreditation are and why we have two different levels. I want to spend most of the time talking about what do I need to do to get master accreditation in 2014 and I will share with you both the elements of the ACM master level including what the submission form looks like. After the webinar all you will need to do is fill in the submission. I want to introduce the foundation level and how to achieve it - In 2013 the CMI introduced a new foundation level accreditation which I plan to cover on this webinar. Finally the 2014 Accreditation timetable. And then your chance to ask questions.
- #5 I am going to start this presentation thinking about do Change Programmes Fail. I have worked on many change programmes and I don’t ever remember it being mentioned that the programme failed. They main have changed direction a little, they may not have delivered all of the benefits we set out to deliver and further change continues to happen – but we have never declared a failure. Mention my experiences When we get invited to the project A project that didn’t happen Benefits not always realised Why I got into change Management – mobile data in vans So why did Kotter say 70% fail and I have seen this number used in several articles.
- #6 Michele Zanini talk Change management implies change can be managed – that change is engineered. Kurt Lewin talks about unfreeze-change-refreeze Is this truly transformational? Think about the changes in the way we use social media was this rolled out? How did we adopt it? Talk about the project – change agenda Commitment from those affected Give individuals the platform for change A lot of changes I have worked on – particularly OD changes have a level of secrecy. This is normal but leaves the organisation well behind leaders is their understanding of the change. The OD is often just the foundations for the change.
- #10 By providing a range of activities for people to participate in, shaped to different learning and personality preferences means we tap into intrinsic motivation as we meet their need for value, purpose and meaning, taps into their talents and autonomy because they choose things that play to their strengths
- #11 Kolb (David Kolb's learning styles model and experiential learning theory (ELT) Mbti Mclellands theory of motivation I could have drawn nlp maps of the world on here as well This gives us a range of ideas about how to play to different peoples preferences which should drive our ideas for participation events in our change