February presentation hosted by Ceridian

1. The ROI for Strategic Change Management
in Multinational Corporations
February 25, 2010
Laura Stone
Stone + Company

2. A Unique Perspective
Multinational Clients and Buyers
Service Providers Advisory Firms
Image by Mario Markus and Benno Hess, Max Planck Institute, Dortmund, Germany
2

3. “We do not see things as the way
they are, we see things as we are.”
- Talmud
3

4. Outsourcing Industry
Company
Individual
Mindset & Actions
4

5. As a multinational
company, it is
highly likely that
you are already
involved with an
outsourcing Here are my
company’s
engagement on processes &
functions
some level.
Now what…
5

6. Industry Needs a Mindset
Shift in Purchasing Behavior
6

7. Why Projects Fail?
7

8. Why should you care?
Poor change management results in:
• a slower speed of adoption,
• lower ultimate utilization and
• lower proficiency which takes away from ROI.
Effectively managing the human
side of change can help you:
• accelerate adoption,
• increase overall participation and
• improve the benefit each and
every employee realizes from a
change, increasing your ROI
Source: “ROI of Change Management”. Prosci. http://www.change-management.com/tutorial-2007prep-roi-CM-mod1.htm
8

9. McKinsey 2002 Quarterly
article reported that
projects that employed an
excellent change
management program
delivered 143% of the ROI;
while projects with poor
change management only
delivered 35% of the ROI.
Source: Dutmers, Melissa. “Practical Change Management: The Top 10 Countdown” Fast Company. September 21, 2000.
9

10. Change Management is often
the first to get cut during
negotiations
Change Management is reduced
to training & communication = Short-Sited
10

11. Problems
&
Risks
11

12. Strategic
Change
(Management)
A Different
Perspective:
Transaction-based
Change Management 12

13. Client Results
Achieved with a
Strategic Change
Focus
13

14. Our Thinking Directly Impacts Results
Thinking & Actions &
drive create Results
Feelings Behaviors
14

15. Strategic Change Mindset
1. Results for both short and
long term
2. Impact on the us and our
service provider
3. Partnership while serving
your own company
15

16. Addressing Buyer + Service Provider Alignment Planning
LeadershipTeam Strategic Plan
Alignment
Enable the tough conversations
Concentrate on the highest impact work
Address both strategy and team dynamics
16

17. Part of creating change involves holding two
incompatible ideas in your head at the same time
and somehow still functioning. Being highly
responsive to our business partners’ and customer
needs and creating standardized processes and
technology platforms can seem like conflicting
goals, but doing both is key to maximizing value
Stuart McGuigan, CIO, CVS Caremark
Source: SmartenterpriseMag.com
17

18. What is your mindset for your
outsourcing engagement?
18

19. Reality:
Buyers who engage more strategically,
clearly understand the financial impact
of change work achieve top
performance
Why waste time figuring it out on your own? Suffering is optional. We can help.
19

20. Outsourcing Industry
Company
Individual Questions?
Mindset & Actions
20

21. Thank you!
Laura Stone | CEO | Stone + Company
781.383.8383
laura.stone@stoneandcompany.com
www.stoneandcompany.com
21