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ACMP 2015 - Change the Conversation, Change the Game - Prosci's Tim Creasey

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ACMP 2015 - Change the Conversation, Change the Game - Prosci's Tim Creasey

Tim Creasey's talk at ACMP 2015 - Change the Conversation, Change the Game. Learn how to use Context, Problems, Language and Simon Sinek's Golden Circle to more effectively position change management and your value. www.linkedin.com/in/timcreasey @timcreasey tcreasey@prosci.com

Tim Creasey's talk at ACMP 2015 - Change the Conversation, Change the Game. Learn how to use Context, Problems, Language and Simon Sinek's Golden Circle to more effectively position change management and your value. www.linkedin.com/in/timcreasey @timcreasey tcreasey@prosci.com

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ACMP 2015 - Change the Conversation, Change the Game - Prosci's Tim Creasey

  1. 1. Change the Conversation Change the Game Tim Creasey Chief Development Officer, Prosci With Poll Everywhere Outputs: ACMP 2015, Monday, April 13, 3:45PM tcreasey@prosci.com
  2. 2. Agenda #ACMP2015 © 2015 Association For Change Management Professionals. 3 Context Language Start with Why Problems
  3. 3. 4 The best laid schemes o' Mice an' Men, Gang aft agley Robert Burns
  4. 4. BLUF: Bottom Line Up Front Gain Commitment #ACMP2015 © 2015 Association For Change Management Professionals. 5 Buy-in Mindshare Approach Resources
  5. 5. BLUF: Bottom Line Up Front Inseparable ROI #ACMP2015 © 2015 Association For Change Management Professionals. 6 Project ROI CM ROI Project ROI People Dependent Project ROI (CMROI) or Directly connect CM impact to project results, benefits and objectives No longer “resource for CM” – becomes “resource for X% of project results”
  6. 6. BLUF: Bottom Line Up Front The Gap #ACMP2015 © 2015 Association For Change Management Professionals. 7 A great idea A perfectly optimized process An effectively managed project Results and outcomes Benefit realization Sustained ROI EMPLOYEE ADOPTION AND USAGE OF THE SOLUTION
  7. 7. Agenda #ACMP2015 © 2015 Association For Change Management Professionals. 8 Context Language Start with Why Problems
  8. 8. 9 Priority is a function of context. Stephen R. Covey #ACMP2015 © 2015 Association For Change Management Professionals.
  9. 9. Context Is Everything #ACMP2015 © 2015 Association For Change Management Professionals. 10 O HH O HH O HH Here is change management (in a vacuum) Here are the expected benefits from a change and the portion that depends on employees doing their jobs a new way (that is what I contribute)
  10. 10. Unified Value Proposition #ACMP2015 © 2015 Association For Change Management Professionals. 11 Current Transition Future Technical side People side Design Develop Deliver Embrace Adopt Use Results Outcomes Success =+ Installation* Realization* * Daryl Conner
  11. 11. 12#ACMP2015 © 2015 Association For Change Management Professionals. The achievements of an organization are the results of the combined effort of each individual. Vince Lombardi
  12. 12. Current Transition Future TC F C C C C C C C C C C C C C C C C C C C C C C C C T T T T T T T T T T T T T T T T T T T T T F F F F F F F F F F F F F F F F T T T F F F F F F F F Ultimately requires individuals to move from their own current to their own future An organizational move from the current to the future #ACMP2015 © 2015 Association For Change Management Professionals. 13
  13. 13. TransitionCurrent Future Results and Outcomes Depend on Employee Adoption and Usage WithchangemanagementWithout = X project benefits created Current FutureTransition Adoption and usage gets bumpy Adoption and usage takes longer Adoption and usage incomplete Adoption and usage not as expected <X #ACMP2015 © 2015 Association For Change Management Professionals. 14
  14. 14. 16#ACMP2015 © 2015 Association For Change Management Professionals. It is not the answer that enlightens, but the question. Eugène Ionesco
  15. 15. Why Are We Changing? Future Organizational Benefits Project Objectives Revenue Costs Profits Efficiencies Compliance Safety Process Excellence Customer Satisfaction Specific measurements and metrics for improvement How work will be different after the change #ACMP2015 © 2015 Association For Change Management Professionals. 17 -100 100 300 500 700 900
  16. 16. Future Benefits Objectives Future Benefits Objectives Adoption contribution How Much Depends on Adoption and Usage? #ACMP2015 © 2015 Association For Change Management Professionals. 19 Net Project Benefit Dependent on adoption and usage Not dependent on adoption and usage Installation contribution ROI = Expected Project Benefit – Project Cost Project Cost Net Project Benefit Project Cost =
  17. 17. Adoption Contribution #ACMP2015 © 2015 Association For Change Management Professionals. 20 Example variables that impact “people dependence” Many employees impacted Many aspects of work impacted Drastically different than what we know Disruptive Few employees impacted Few aspects of work impacted Very similar to what we know Incremental 100% 85% 50% 15% 0% ?
  18. 18. Adoption Contribution #ACMP2015 © 2015 Association For Change Management Professionals. 22 Gartner BPM Summit Keynote Dec 12, 2014 – Las Vegas, NV
  19. 19. All People dependent: All If NO ONE adopts, we get: 0% High People dependent: High If NO ONE adopts, we get: 15% Medium People dependent: Medium If NO ONE adopts, we get: 50% Low People dependent: Low If NO ONE adopts, we get: 80% None People dependent: None If NO ONE adopts, we get: 100% Adoption Contribution #ACMP2015 © 2015 Association For Change Management Professionals. 23
  20. 20. 24 Project Objectives Organizational Benefits EHR in ACME Health Identify the benefits and objectives How people dependent? All-High-Medium-Low-None What percent do we get if NO ONE changes? #ACMP2015 © 2015 Association For Change Management Professionals. Organizational Benefits 1. Patient throughput and experience 2. Lower cost, higher revenue 3. Risk and fine reduction 4. Clinical best practices 5. Patient empowerment Organizational Benefits 1. Patient throughput and experience All 2. Lower cost, higher revenue Low 3. Risk and fine reduction High 4. Clinical best practices All 5. Patient empowerment Low Organizational Benefits 1. Patient throughput and experience All 0% 2. Lower cost, higher revenue Low 75% 3. Risk and fine reduction High 35% 4. Clinical best practices All 0% 5. Patient empowerment Low 65% Project Objectives 1. Meaningful use incentives 2. One patient, one chart 3. Billing and claim error reduction 4. Physician communication 5. Modernization of platform Project Objectives 1. Meaningful use incentives High 2. One patient, one chart High 3. Billing and claim error reduction High 4. Physician communication High 5. Modernization of platform Low Project Objectives 1. Meaningful use incentives High 35% 2. One patient, one chart High 25% 3. Billing and claim error reduction High 35% 4. Physician communication High 10% 5. Modernization of platform Low 90%
  21. 21. 25 Project Objectives Organizational Benefits Your Project Identify the benefits and objectives How people dependent? All-High-Medium-Low-None What percent do we get if NO ONE changes? #ACMP2015 © 2015 Association For Change Management Professionals.
  22. 22. Activity #ACMP2015 © 2015 Association For Change Management Professionals. 26 Context Exercise on your 11x17 placemat
  23. 23. CMROI in Context #ACMP2015 © 2015 Association For Change Management Professionals. 27 % of expected project benefits depend on adoption and usage is the ROI of change management
  24. 24. CMROI Example #ACMP2015 © 2015 Association For Change Management Professionals. 28 EHR in ACME Health Project Objectives 1. Meaningful use incentives 4 High 35% 2. One patient, one chart 6 High 25% 3. Billing and claim error reduction 6 High 35% 4. Physician communication 5 High 10% 5. Modernization of platform 3 Low 90% Organizational Benefits 1. Patient throughput and experience 9 All 0% 2. Lower cost, higher revenue 6 Low 75% 3. Risk and fine reduction 7 High 35% 4. Clinical best practices 3 All 0% 5. Patient empowerment 8 Low 65% 64% Of what you expect from this effort depends on employee adoption and usage Adoption contribution Installation contribution 100% 50% 36%
  25. 25. CMROI in Pictures #ACMP2015 © 2015 Association For Change Management Professionals. 29 TransitionCurrent Future Current FutureTransition Expected benefits Consequences of poor adoption and usage is the ROI of change management
  26. 26. 30© 2015 Association For Change Management Professionals.#ACMP2015 An ounce of context is worth a pound of isolated facts. @daveElf
  27. 27. Agenda #ACMP2015 © 2015 Association For Change Management Professionals. 31 Context Language Start with Why Problems
  28. 28. #ACMP2015 © 2015 Association For Change Management Professionals. 32 “Knowing what to do with a toon is easy. It's getting them to do it that's hard.” Ender to Bean in Ender’s Game, Orson Scott Card
  29. 29. The leader’s problem is: I have a change on the table and I need to deliver the expected results and outcomes Solve Their Problems 33 Your job: connect what you do to solving their problems The leader’s problem is not: I don’t have change management on my change initiative #ACMP2015 © 2015 Association For Change Management Professionals.
  30. 30. 34#ACMP2015 © 2015 Association For Change Management Professionals. People don’t buy a quarter-inch drill bit, they buy a quarter-inch hole. You’ve got to study the hole, not the drill. The drill is just the solution for it. Theodore Levitt (Leo McGinneva)
  31. 31. Improve Change Outcomes #ACMP2015 © 2015 Association For Change Management Professionals. 35 16% 46% 77% 96% 0% 0% Poor Fair Good Excellent (n=244) (n=653) (n=834) (n=165) Change Management Effectiveness Percent of study participants who met or exceeded objectives • Improve project results and outcomes • Drive benefit realization and financial return • Minimize risks • Reduce “re” costs
  32. 32. In Your Value Proposition “A positioning statement that describes for whom you do what uniquely well” - Michael Skok •Target “buyer” •Their problem •Your solution •Better than the alternative #ACMP2015 © 2015 Association For Change Management Professionals. 36 Value proposition framework from Michael Skok, Startup Secrets: Building a Compelling Value Proposition, www.entrecapitalist.com/resource/building-compelling-value-proposition. Used with permission.
  33. 33. Problems Activity #ACMP2015 © 2015 Association For Change Management Professionals. 38 Exercise on your 11x17 placemat
  34. 34. Agenda #ACMP2015 © 2015 Association For Change Management Professionals. 39 Context Language Start with Why Problems
  35. 35. 40 Context QuestionsLanguage If you talk to a man in a language he understands, that goes to his head. If you talk to him in his language, that goes to his heart. Nelson Mandela #ACMP2015 © 2015 Association For Change Management Professionals.
  36. 36. Speak Their Language 41 “Executives speak three languages: finance, finance and finance.” Jeff Hiatt Your job: express the value of CM in their language + Strategy execution + Competitive advantage + Core competency + Their own legacy #ACMP2015 © 2015 Association For Change Management Professionals.
  37. 37. In the Words You Use #ACMP2015 © 2015 Association For Change Management Professionals. 42 Communications Training Stakeholders Resistance Resilience Assessments Templates Return on Investment Benefit Realization Results Outcomes Objectives Sustainment
  38. 38. Define Change Management 45 Technically: Change management is: the application of processes and tools to manage the people side of change from a current state to a new future state so that the desired results of the change are achieved (Hiatt & Creasey, 2012) To gain buy-in: Change management is: how we catalyze employee adoption and usage to capture the portion of project benefits that depends on people changing how they do their jobs #ACMP2015 © 2015 Association For Change Management Professionals.
  39. 39. Reframing the Question 46 What is the ROI of change management? Nebulous Lacks context What portion of project benefits depend on employee adoption and usage? Focused With context #ACMP2015 © 2015 Association For Change Management Professionals.
  40. 40. Language Activity #ACMP2015 © 2015 Association For Change Management Professionals. 48 Exercise on your 11x17 placemat
  41. 41. Agenda #ACMP2015 © 2015 Association For Change Management Professionals. 49 Context Language Start with Why Problems
  42. 42. #ACMP2015 © 2015 Association For Change Management Professionals. 50 “People don't buy what you do, they buy why you do it.” Simon Sinek
  43. 43. “Start with Why” #ACMP2015 © 2015 Association For Change Management Professionals. 52 www.startwithwhy.com Simon Sinek’s Golden Circle © 2013 Simon Sinek, Inc. WRONG
  44. 44. WHY HOW WHAT Stakeholder Analysis Impact Assessments Change Management Strategy Communications Plan Sponsor Roadmap Coaching Plan Training Plan Resistance Management Plan Feedback Collection Sustainment Activities #ACMP2015 © 2015 Association For Change Management Professionals. 53 Where we typically start
  45. 45. WHY HOW WHAT Drive benefit realization Ensure ROI Enable results and outcomes employee adoption and usage of change …through… Where we need to start #ACMP2015 © 2015 Association For Change Management Professionals. 54
  46. 46. #ACMP2015 © 2015 Association For Change Management Professionals. 55 Simon Sinek’s Golden Circle © 2013 Simon Sinek, Inc. Stop talking about what you do. Start talking about what you deliver!
  47. 47. Start with Why Activity #ACMP2015 © 2015 Association For Change Management Professionals. 56 Exercise on your 11x17 placemat
  48. 48. Completion #ACMP2015 © 2015 Association For Change Management Professionals. 57 Context Language Start with Why Problems
  49. 49. Questions and answers #ACMP2015 © 2015 Association For Change Management Professionals. 58

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