Change Management

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Change Management

  1. 1. Change Management Team Scoping Document<br />
  2. 2. To communicate views and aspirations<br />To receive comments and feedback from the CEO/ Sponsor<br />To obtain buy-in from CEO on Team scope<br />Purpose<br />
  3. 3. Sponsor<br />Scoping Team<br />Sponsor and Team<br />
  4. 4. Lack of clarity and focus of the bigger picture – bridging the chasm between the present and the end state seems to be elusive<br />Uncoordinated objectives and execution resulting in value not being delivered – lack of leadership, experience and competencies<br />Insufficient drive to deliver results – parties are not sufficiently motivated and directed towards a common goal, generally suffering from institutional lethargy<br />Case for Action<br />
  5. 5. Team Vision<br />Key words <br />Vision<br />Shaping<br />Evolving the mindset<br />Best practices<br />Transition<br />Succession<br />To facilitate<br />Change management<br />Alignment<br />Hearts & Minds<br />Creating a high performance team that delivers the vision<br />Creating a result delivering team that achievesvision<br />
  6. 6. Mission<br />Key words <br />Mission<br />Shaping<br />Evolving the mindset<br />Best practices<br />Transition<br />Transformation<br />Succession<br />To facilitate<br />Change management<br />Alignment<br />Catalyze and promote change<br />Shape outcomes and drive results <br />Institutionalize sustainable performance culture<br />
  7. 7. SIM GRPI<br />Process<br /><ul><li>Change management
  8. 8. PMO
  9. 9. Feedback
  10. 10. Stakeholder management ( e.g. workshops, F2F interaction, engagement, liaison, enrollment, stakeholder presentations)
  11. 11. FRD/ LAB
  12. 12. Planning</li></ul>GOALS<br />Transformation Direction<br />Strategy and effort alignment<br />Change management<br />Streamline – remove red tape<br />Removing obstacles/ road blocks<br />How to do<br />ROLES<br />Game changer<br />Motivator<br />Drive<br />Coordinate<br />Integrate<br />Journey management<br />Stakeholder Barometer<br />Custodian of the vision<br />Realizing the business case<br />Demonstrate benchmark levels of leadership, accountability, teamwork<br />Defining the process<br />Coach and mentor<br />Strategic messages<br />Interface<br /><ul><li>Weekly update (email)
  13. 13. Town halls, newsletter, internal website
  14. 14. Investor roundtable
  15. 15. Info day (media briefing)
  16. 16. Fortnightly update meeting
  17. 17. Steering committee
  18. 18. Project committees (SC)
  19. 19. Key external stakeholder groups (e.g. backbenchers, MPs)</li></li></ul><li>KEY PRINCIPLES FOR DISCUSSION<br />1. Who orchestrate the Transformation<br />2. Where does Team sit within the organisation<br />3. Boundary management with the line<br />4. Communication between CEO and Team<br />
  20. 20. Deliverables<br />Team Scoping document<br />Vision, Mission, GRPI and One Page Strategy (OPS)<br />Team processes, approach.<br />Team structure<br />Team KPIs<br />High level Implementation plan – one pager, milestones<br />Stakeholder mapping<br />Priority matrix<br />Communication plan<br />BTM – Break through Map<br />Buy-in from CEO<br />Deliverables & Exit Criteria<br />Exit Criteria<br /><ul><li>Buy in from CEO</li></li></ul><li>Priority Matrix<br />High<br />Urgent<br />Low<br />High<br />Important<br />
  21. 21. Hypotheses and Assumptions<br />Hypotheses<br />Assumptions<br />Team’s approach will deliver results<br />Seniors support Team’s scope<br />Staff are aligned to the Team’s approach<br />All required resources will be allocated to the Team to deliver the results<br />Team has the competencies and is empowered to deliver the plan<br />
  22. 22. Success Measures and Key Success Factors<br />Success Measures <br />Key Success Factors<br />Alignment<br />Result delivery<br />FRDs launched as planned<br />Quick wins delivered as planned<br />Change agents are identified and mobilized<br />Feedback from stakeholders on program buy-in matches or exceeds expectations<br />Continued leadership support<br />Excellent Project Management execution<br />Timely corrective action<br />Visible rewards and consequence management<br />
  23. 23. Implementation Team<br />
  24. 24. Making it happen – The changing focus of the roles<br />TEAM<br />Transformational Role<br />Organisation<br />Time (Months)<br />12<br />24<br />35<br />
  25. 25. Core Values<br />Key words <br />Vision<br />Shaping<br />Evolving the mindset<br />Best practices<br />Transition<br />Transformation<br />Succession<br />To facilitate<br />Change management<br />Alignment<br />To manage the transformation through change initiatives<br />A transformed organisation<br />A balanced transformation journey for organisation<br />Shaping outcomes and Driving results<br />
  26. 26. Transformation Direction<br />Strategy and effort alignment<br />Change management<br />Streamline – remove red tape<br />Removing obstacles/ road blocks<br />How to do<br />GOALS<br />
  27. 27. Game changer<br />Motivator<br />Drive<br />Coordinate<br />Integrate<br />Journey management<br />Stakeholder Barometer<br />Custodian of the vision<br />Realizing the business case<br />Demonstrate benchmark levels of leadership, accountability, teamwork<br />Defining the process<br />Coach and mentor<br />Roles<br />
  28. 28. Change management<br />PMO<br />Feedback<br />Stakeholder management ( e.g. workshops, F2F interaction, engagement, liaison, enrollment, stakeholder presentations)<br />FRD/ LAB<br />Planning<br />Process/ Method<br />
  29. 29. Weekly update (email)<br />Town halls, newsletter, internal website<br />Investor roundtable<br />Info day (media briefing)<br />Fortnightly update meeting<br />IM steering committee<br />Project committees<br />Etc…<br />Interface<br />

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