Prosci ACMP NorCal Oct 2016 - Innovation at the Frontiers of the Change Ecosystem

© Prosci Inc. All rights reserved.
Innovation at the Frontiers
of the Change Ecosystem
www.prosci.com | +1-970-203-9332
Tim Creasey, Chief Innovation Officer
tcreasey@prosci.com @timcreasey
www.linkedin.com/in/timcreasey/
Research | Methodology | Training | Advisory Services
Oct 21, 2016
1
Slides and poll results

The Medici Effect
Frans Johansson
Scientists
Philosophers
Financiers
Architects
Painters
Sculptors
Poets
Philanthropists
2

The Medici Effect
Frans Johansson
"When you step into an
intersection of fields,
disciplines, or cultures,
you can combine existing
concepts into a
large number of
extraordinary new ideas.“
3

Cross-pollination
Innovation
through
proximity
Cross-pollination
Innovation
from
friction
proximity isn’t even
“a thing” anymore
for the exchange
of ideas
4

“For good ideas and
true innovation,
you need
human interaction,
conflict,
argument,
debate.”
Margaret Heffernan
5

“Conflict is the primary engine
of creativity and innovation.
People don't learn by
staring into a mirror;
people learn by
encountering
difference.”
Ronald A. Heifetz
7

Example: Science Ecosystem
8

Breakthroughs occur along the frontiers
where disciplines rub against one another.
While it can feel like conflict at first,
the friction of two disciplines is
often the spark of innovation.
Tim Creasey

Strategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Org Development
Leadership Development
Talent/Human Capital
Communication
Engagement
Project Management
Transformation
Benefit Realization
Change Ecosystem
Change Management
10

Change Ecosystem
Strategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Talent/Human CapitalEngagement
Transformation
Communication
Org Development
Project Management
Change Management
Benefit RealizationA few examples from
my recent work
11

Organization
Development
Change
Management
Overlap:
1. Focuses on the human dynamics
within the organization
2. Recognize the critical nature of the
individual employee in the
performance and improvement of the
organization
3. Focuses on improving organizational
effectiveness, supporting Return on
Investment (ROI) of change initiatives
and increasing the alignment between
employee behaviors and strategic
imperatives
More often project application – taking an
“catalyzing individual employee change”
approach, involved in implementation and
taking a delivery approach
More often a whole system application –
taking an open systems thinking
approach, involved earlier in the change
lifecycle and defining opportunities
More focused on “how to
catalyze individual employees
in changing how they do their
jobs” as the building block of
successful change
More focused on “how the
system functions” as the
building block of successful
change and how people get
along and work together
effectively on an interpersonal
level in the change process
More focused on applying structured
approaches to facilitate individual
adoption of changes to an employee’s
processes, workflows and behaviors in
specific initiative execution, e.g. through
targeted assessments, processes, tools, etc.
More focused on designing interventions
to modify higher order organizational
components, e.g. organization structures,
systems, processes and relationships
OD and CM: Overlap and Dimensions of Difference
Creasey, Jamieson, Rothwell, Severini
4th edition of Practicing Organization Development 12

CM/PM Integration Opportunities
Integrate
in action
Integrate in
methodology
Conversant
13

Value Management
Change Management
Value Discovery Value Enablement Value Realization
Phase 1: Preparing Phase 2: Managing Phase 3: Reinforcing
• Solution Definition
• Value Measurements
• Value Communications
• Value Proposition
• Planning and Design
• Risk Management
• Portfolio Management
• Change Management
• Auditing and Reporting
• Metrics
• Sustainment
A D K A R
• Readiness Assessment
• Risk Profile
• Strategy
• Communication Plan
• Sponsor Roadmap
• Coaching Plan
• Training Plan
• Resistance Management
• Compliance
• Feedback
• Sustainment
14

Strategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Org Development
Communication
Engagement
Project Management
Transformation
Benefit Realization
Change Ecosystem
Change Management
15

Strategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Org Development
Communication
Engagement
Project Management
Transformation
Benefit Realization
Change Management
Change Ecosystem
16
INNOVATIVE
CHANGE
LEADERSHIP
…requires navigating,
leveraging and maximizing
the change ecosystem

Strategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Org Development
Communication
Engagement
Project Management
Transformation
Benefit Realization
Change Management
Change Ecosystem
Common
and shared
Understanding
Anchors
for
integration
Platform
for
collaboration
17

Change Ecosystem
Strategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Org Development
Communication
Engagement
Project Management
Transformation
Benefit Realization
Change Management
Understanding Anchors Platform
Change Management Project Management
Those are the box checking people
Gantt charts, Schedules, Work Breakdown Structures
Those are the touchy feely people
Stakeholder Maps, Comm Plans, Training Plans
(mis)perceptions
activity (not outcome) focus
18

Change Ecosystem
Strategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Org Development
Communication
Engagement
Project Management
Transformation
Benefit Realization
Change ManagementTO/BY Purpose Statement Format
TO ________________ BY ________________
Common and shared understanding
begins with clarity of purpose
19

Project Management
TO ensure an initiative is
delivered and creates
expected change
BY effectively managing
the sequence of activities,
time, scope, and cost
while implementing a
change effort or initiative
Change Management
TO capture/deliver the
people-dependent
portion of ROI
BY preparing, equipping
and supporting
individuals through the
personal changes our
effort requires them to
make to their work
Project Management
TO ensure an initiative is
delivered and creates
expected change
BY effectively managing
the sequence of activities,
time, scope, and cost
while implementing a
change effort or initiative
Change Management
TO capture/deliver the
people-dependent
portion of ROI
and supporting
individuals through the
personal changes our
effort requires them to
make to their work
Change Ecosystem
20

Change Ecosystem
Strategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Org Development
Communication
Engagement
Project Management
Transformation
Benefit Realization
Change Management
A few example To/By Purpose Statements
CHANGE MANAGEMENT
21
TO: drive business results BY: enabling employees to successfully lead change
TO: help the organization "get somewhere" BY: helping people "get it"
TO: move people through the phases of change BY: informing and leading
TO: achieve desired results BY: helping people adopt new behaviors
TO: create pull through the organization BY: engaging people at all levels

Change Ecosystem
Strategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Org Development
Communication
Engagement
Project Management
Transformation
Benefit Realization
Change Management
TRANSFORMATION
22
TO: lead an undiscovered journey BY: removing fear and obstacles
TO: shift the way we do business today BY: increasing thinking and doing
TO: take an organization to a better future state BY: unlocking its potential
TO: move the company into a new direction BY: changing the way we do things
TO: radically reshape what we do, how we do it, and who we are
BY: reimagining what's possible

Change Ecosystem
Strategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Org Development
Communication
Engagement
Project Management
Transformation
Benefit Realization
Change Management
BENEFIT REALIZATION
23
TO: drive value-added measurable change BY: executing on true drivers
TO: extract and realize value BY: focusing on what matters
TO: show tangible results BY: measuring against metrics
TO: ensure investment decisions are effective
BY: defining and measuring agreed to benefits and value

Exercise
• Write a “TO/BY” Purpose Statement for the
discipline you know best (and select)
24

Your TO/BY Statements:
• CM: to be the change you want to see by leading
• CM: TO drive business value BY changing how organizations and people do things
• CM: TO drive measurable business results BY managing the human aspect of change
• CM: to effectively implement organizational change by ensuring people have the skills, knowledge and
collaboration to perform their new roles
• CM: to engage the people affected by talking, listening and taking action.
• CM: To ensure successful adoption of a new process by implementing a change strategy and measuring
results
• CM: To help organizations realize business benefits By ensuring changes practices address people needs
• CM: TO increase the efficiency of training BY collaborating with management on purpose
• CM: TO get people through workplace changes By : informing , equipping indivduals and leaders
• CM: To enable Successful G2C initiative outcomes by innovative and exciting sales adoption
• CM: TO create new ways of being BY being willing to respond and adapt
• CM: To enable organizations to achieve anticipated benefits by helping individuals successfully adopt new
behaviors and beliefs
• CM: TO ensure successful and sustainable change BY painting a vision that is exciting and desirable
• CM: to accelerate solutioning by enabling collaboration in one space with the right people in one day
• CM: To make innovation real by executing a plan to realize the value.
• CM: To achieve organization results & human goals by engaging connecting valuing listening up down
across inside outside together
• CM: to encourage openness by talking to stakeholders

Your TO/BY Statements:
• Change Leadership: TO enable the successful adoption of change with tangible business results BY
engaging, preparing and empowering individuals
• Communication: To ensure change success by targeting communications to the right audiences at the
right time.
• Diverse Leadership: To elevate Latino Leadership by unifying individual visions and talents across the
community.
• Diversity: TO enable an innovative, engaged workforce BY discovering diversity among existing team and
bringing new teams on.
• Engagement: To inspire collective and amplified action by setting a common vision and purpose
• Human Capital: TO evolve culture BY developing global mindset
• Innovation: To enable new technology solutions By gaining adoption and usage
• Leadership coaching: to accelerate leaders performance and sense of fulfillment by clarifying their options,
opportunities, and pathways to action.
• Leadership development: TO enable teams to work more effectively together BY teaching how to leverage
situational leadership techniques
• leadership development: to grow leaders BY building awareness and growing abilities
• Lean: TO shred unproductive work BY applying lean principles
• Org design: TO create an efficient and high performing team BY aligning skill sets with the needs of
business strategy
• org design: TO enable an organization to effectively deliver a given strategy BY establishing structures and
hierarchies that encourage collaboration and swift outcomes
• Org design: TO make teams more effective BY defining the right roles and relationships to enable success.

Change Ecosystem
Strategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Org Development
Communication
Engagement
Project Management
Transformation
Benefit Realization
Change Management
Discipline To/By Purpose Statement
Change Management ?
Project Management ?
Change Management ?
Benefit Realization ?
Transformation ?
Strategy ?
Change Management ?
Transformation ?
Strategy ?
Organization Development ?
Process Excellence ?
Change Management ?
Transformation ?
Strategy ?
Organization Development ?
Process Excellence ?
Engagement ?
Collaboration ?
Innovation ?
27

Change Ecosystem
Strategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Org Development
Communication
Engagement
Project Management
Transformation
Benefit Realization
Change Management
28

Change Ecosystem
Strategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Org Development
Communication
Engagement
Project Management
Transformation
Benefit Realization
Change Management
TO ________________ BY ________________
TO ________________ BY ________________
29

2 Who has to do their jobs
differently and how?
Align, Engage, and Integrate with Change Management
Two questions to ask and answer
1
How much of our expected results
and outcomes depend on people
changing how they do their jobs?
Understanding Anchors PlatformChange Ecosystem

1

Gartner BPM Summit
Dec 12, 2014
Prosci Webinar
Feb 11, 2015
People-Dependent Project ROI

1

Processes
Systems
Tools
Job
roles
Critical
behaviors
Mindset/
Attitudes/
Beliefs
Reporting
structure
Performance
reviews
Compensation
Location
Aspects of a
person’s job
you can impact

Yesterday Aspect Tomorrow
Processes
Systems
Tools
Job roles
Critical
behaviors
Mindset/Attitudes/
Beliefs
Reporting structure
Performance reviews
Compensation
Location
Group:
___________
Processes
Systems
Tools
Job
roles
Critical
behaviors
Mindset/
Attitudes/
Beliefs
Reporting
structure
Performance
reviews
Compen-
sation
Location

Group:
___________
Processes
Systems
Tools
Job
roles
Critical
behaviors
Mindset/
Attitudes/
Beliefs
Reporting
structure
Performance
reviews
Compen-
sation
Location
Group:
___________
Processes
Systems
Tools
Job
roles
Critical
behaviors
Mindset/
Attitudes/
Beliefs
Reporting
structure
Performance
reviews
Compen-
sation
Location
Group:
___________
Processes
Systems
Tools
Job
roles
Critical
behaviors
Mindset/
Attitudes/
Beliefs
Reporting
structure
Performance
reviews
Compen-
sation
Location
Group:
___________
Processes
Systems
Tools
Job
roles
Critical
behaviors
Mindset/
Attitudes/
Beliefs
Reporting
structure
Performance
reviews
Compen-
sation
Location

Change Ecosystem
Strategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Org Development
Communication
Engagement
Project Management
Transformation
Benefit Realization
Change Management
39

Pick frontiers to explore today
“Change Management and __________________________”
Breakout Activity
1
Congregate around the room
You pick which frontier you want to explore
2
Discuss and create 3 flipcharts(ish)3
To/By
Purpose for
your
discipline
Anchors for
connecting
to CM
Challenges
in working
with CM
40

Debrief
Breakout Activity
42

Change Ecosystem
Strategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Org Development
Communication
Engagement
Project Management
Transformation
Benefit Realization
Change Management
Why We Do
What We Do
What We Do
How To Engage
A frame I’ve been using…
43

Change Ecosystem
Strategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Org Development
Communication
Engagement
Project Management
Transformation
Benefit Realization
Change Management
discipline discipline
Why We Do
What We Do
What We Do
How To Engage
44
Change Management discipline
Why We Do
What We Do
What We Do
How To Engage
Why We Do
What We Do
To capture people-
dependent ROI
and supporting
What We Do
How To Engage
Why We Do
What We Do
To capture people-
dependent ROI
and supporting
What We Do
• Structured and
Intentional
• Individual and
Organizational
• Everyone’s job
How To Engage
Why We Do
What We Do
To capture people-
dependent ROI
and supporting
What We Do
• Structured and
Intentional
• Individual and
Organizational
• Everyone’s job
How To Engage
Answer 2 questions:
1. How much of results
depend on people?
2. Who has to do jobs
differently (and how)?

Change Ecosystem
Strategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Org Development
Communication
Engagement
Project Management
Transformation
Benefit Realization
Change Management
Informal Platform Formal Platform
45
Coming together is a BEGINNING
Keeping together is PROGRESS
Working together is SUCCESS
Henry Ford

Change Ecosystem
Strategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Org Development
Communication
Engagement
Project Management
Transformation
Benefit Realization
Change Management
46
Individuals
Teamwork
Collaboration
Project-based

Change Ecosystem
Strategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Org Development
Communication
Engagement
Project Management
Transformation
Benefit Realization
Change Management
47
Emergence of change-enabling systems
Different
names
Different
discipline
mixes
Same
needs
understanding
anchors
Same
objective
improve change
outcomes

Change Ecosystem
Strategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Org Development
Communication
Engagement
Project Management
Transformation
Benefit Realization
Change Management
48
EnterpriseEssentials
Data
Analytics
Problem
Solving
Process
Management
Project
Management
Change
Management
OrgAgility
Strategy
CPI
Project
Management
Change
Management
Example change-enabling systems
OperationalExcellence
Performance
Management
Project
Management
Change
Management

Poll Question
49
Syntax matters.
Enter your contribution this way:
Name: 1) Discipline #1,
2) Discipline #2, 3) Discipline #3,
4) Discipline #4, 5) Discipline #5
pollev.com/prosci
DO NOT press or it will
submit before you’re done
Enter  Your change-enabling system
Discipline: TO [enter your “achieve what”
text] BY [enter your “doing what” text]
Your change-enabling system
ACME Enterprise Essentials: 1) Data Analytics,
2) Problem Solving, 3) Process Management, 4)
Project Management, 5) Change Management
ACME Enterprise Essentials: 1) Data Analytics, 2)
Problem Solving, 3) Process Management, 4)
Project Management, 5) Change Management

Exercise
• Your change-enabling system
– Enter it’s name, then list the disciplines
50
EnterpriseEssentials
Data
Analytics
Problem
Solving
Process
Management
Project
Management
Change
Management
OperationalExcellence
Performance
Management
Project
Management
Change
Management

Your change-enabling system:
• Center of Excellence (CoE): pm, portfolio, cm, comms
• COE: technology, process and people transformation
• Employee Experience: talent, facilities, HR
• Enterprise Continuous Improvement: 1) Change 2) Process Improvement 3)
Human Performance
• Global Information Systems (GIS): Project management, PMO, system
operations, strategy, change management, comms, architecture
• Organization & Process Optimization: process, change management,
performance measurement, strategy
• Speed to Market: Agile, Project Management, Digital Strategy
• Transformation: 1) program management; 2) agile dev; 3) change
management; 4) communications; 5)experience owners
• Change mgt, process improvement, program/project mgmt
• Strategic performance and program office

Strategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Org Development
Communication
Engagement
Project Management
Transformation
Benefit Realization
Change Management
Change Ecosystem
Common
and shared
Understanding
Anchors
for
integration
Platform
for
collaboration
52
  

Mindset
Toolset
LOW HIGH
HIGH
Equipped
but
Unengaged


Engaged
but
Unequipped

Mindset
• Vision
• Strategic alignment
• Passion
• Buy-in
• Integrated competencies
• Broad socialization
• An executive sponsor
Toolset
• Processes
• Methodologies
• Policies
• Tools
• Team of SMEs
• Localized application
• A passionate evangelist

Project Management
Data AnalyticsChange Management
ChangeCatalyst
Project
Management
Change
Management
Data
Analytics

Email me:
tcreasey@prosci.com with subject “Ecosystem”
to dive deeper

Conclusion: Our Journey Today
71
Innovative Change Leadership
Friction as the
spark of innovation
Medici Effect
Ecosystems
Frontiers
Change Ecosystem
Understanding
Anchors
Platform
Innovation at the Frontiers of the Change Ecosystem
Toolset/Mindset

Prosci Solution
Delivering organizational results by
catalyzing individual transitions
http://www.prosci.com | http://blog.prosci.com
changemanagement@prosci.com
Build individual change competencies
Apply change management on initiatives
Embed organizational change capability
http://www.prosci.com
solutions@prosci.com
72

Prosci ACMP NorCal Oct 2016 - Innovation at the Frontiers of the Change Ecosystem

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Prosci ACMP NorCal Oct 2016 - Innovation at the Frontiers of the Change Ecosystem

Similar to Prosci ACMP NorCal Oct 2016 - Innovation at the Frontiers of the Change Ecosystem (20)

More from Tim Creasey

More from Tim Creasey (20)

Recently uploaded

Recently uploaded (20)

Prosci ACMP NorCal Oct 2016 - Innovation at the Frontiers of the Change Ecosystem