Is change management tactical or strategic v6

Is Change Management Strategic or Tactical?

May 5th 2014

Gail Severini

Managing Director, Symphini Change Management Inc.

“Strategy without tactics is the slowest route to victory.

Tactics without strategy

is the noise before defeat.”

―Sun Tzu, The Art of War

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Agenda:

1. Getting perspective: “zoom out” to “zoom in”

2. What does it take to transform an organization? • The Outperform Model

3. Where is Change Management? • One perspective: the world according to ACMP

• A second look at the Outperform Model

4. Tactical or Strategic — Characteristics

5. Application: let’s look at CRM

6. Survey says? Strategic or Tactical?

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Zoom out to: “What does it take to

TRANSFORM an organization?”

Then we can see where

Change Management fits.

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© Gail Severini, Symphini Change Management Inc., 2014 11

What does it take to transform an organization? Where is Strategy? Where is Change Management?

Ongoing Operations

Realization Strategy Board

Execution C-Suite Culture

The “Outperform” Model

© Gail Severini, Symphini Change Management Inc., 2014 12

BTW: specific attributes of the components

Ongoing Operations

Realization Follow Through

Agile Strategy

Engaged Board

Execution Engine

Engaged C-Suite

Agile Culture

The “Outperform” Model

OUTPERFORM

Working on any of these components will improve results ...

The secret is … [and]

and, sub-optimization of any one of them will hinder your ability

to outperform.

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So where is Change Management?

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2012 definition of Change Management:

“The application of knowledge, skills, abilities, methodologies,

processes, tools, and techniques to transition an individual or group

from a current state to a desired future state, such that the desired outcomes

and/or business objectives are achieved.” 15

© Gail Severini, Symphini Change Management Inc., 2014 16

So where is Execution?

Ongoing Operations

Realization Follow Through

Agile Strategy

Engaged Board

Execution Engine

Engaged C-Suite

Agile Culture

The “Outperform” Model

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Project Management

Change Management

Business Analysis

Lean / Six Sigma

Stakeholder Management

Strategic Clarity

Communications

Training

Solution Design

Case for Change

Organizational Alignment

Readiness Preparation

Metrics Tracking & Course Corrections

Inside the Execution Engine

Representative disciplines and activities.

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Project Management

Change Management

Business Analysis

Lean / Six Sigma

Stakeholder Management

Strategic Clarity

Communications

Training

Solution Design

Case for Change

Organizational Alignment

Readiness Preparation

Metrics Tracking & Course Corrections

You are here

Inside the Execution Engine

Representative disciplines and activities.

What does that look like?

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The world according to ACMP

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“The Standard” Table of Contents

Draft Jan 2014 (con’t)

5. Change Management Process

5.1 Evaluate Change Impact and Organizational Readiness

5.2 Formulate Change Management Strategy

5.3 Develop the Change Management Plan

5.4 Execute the Change Management Plan

5.5 Close the project, transfer ownership, release resources

Chapter 5. Change Management Process (Con’d)

5.1 Evaluate Change Impact and Organizational Readiness, eg:

• Define Vision of Future State, Goals, Success Criteria

• Identify Stakeholders and Sponsors

• Assess degree of change, organization culture, capacity

• Define communications and learning needs

• Assess risks

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Chapter 5. Change Management Process (Con’d)

5.2 Formulate Change Management Strategy • Sponsorship • Stakeholder Engagement • Learning and Development • Change Risk Mitigation • Measurement and Benefits Realization • Transition • Sustainability

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Chapter 5. Change Management Process (Con’d)

5.3 Develop the Change Management Plan • Resource Plan • Sponsorship Plan • Stakeholder Plan • Stakeholder Engagement Plan • Learning and Development Plan • Change Risk Mitigation Plan • Measurement and Benefits Realization Plan • Transition Plan • Sustainability Plan • Integrate Change Management and Project Management Plans • Develop Feedback Mechanisms to Monitor Performance To Plans

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Chapter 5. Change Management Process (Con’d)

5.4 Execute the Change Management Plan • Execute Resource Plan • Execute Communications Plan • Execute Sponsorship Plan • Execute Stakeholder Plan • Execute Stakeholder Engagement Plan • Execute Learning and Development Plan • Execute Change Risk Mitigation Plan • Execute Measurement and Benefits Realization Plan • Execute Transition Plan • Execute Sustainability Plan • Close the Change Management Effort – Lessons Learned

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Chapter 5. Change Management Process (Con’d)

5.5 Close the project, transfer ownership, release resources

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A note of caution

The ACMP “Standard” takes a very “per project” perspective, i.e. this is only one project. Of course in the average organization there are many such projects happening concurrently. In mature organizations this “portfolio” of change is also managed.

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© Gail Severini, Symphini Change Management Inc., 2014 27

Ongoing Operations

Realization Follow Through

Agile Strategy

Engaged Board

Execution Engine

Engaged C-Suite

Agile Culture

Managing organizational change for transformation

© Gail Severini, Symphini Change Management Inc., 2014 28

Ongoing Operations

Realization Follow Through

Agile Strategy

Engaged Board

Execution Engine

Engaged C-Suite

Agile Culture

… and you are here

Oversight Long Termism

Sponsorship Commitment & Prioritization

Values, beliefs Competencies Org Structure Compensation

Vision, Alignment Case for Change

Accountability Transparency

Tactical: Strategic:

• Incremental, eg. modest improvements

• Emergent, eg. trajectory is sketched but course corrections are expected

• Foreseeable and predictable

• Highly ambiguous and dynamic

• Project-specific • Enterprise-wide. Portfolio and Program driven

• Minor or no minor culture shift

• Major culture impact

• Single silo • Cross-functional dependency • Short term (< 1 year) • Multi-year (eg 3-5 years)

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Tactical or Strategic — Characteristics

Tactical

Big Tactical

Strategic

Another way of thinking about Tactical & Strategic

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Let’s look at a case

Strategic Objectives:

• Identify leads • Target marketing • Deepen relationships with

profitable customers (cross sell / market)

• Increase customer retention through improved customer service

• Integrate with supply chain (purchase orders, invoicing, inventory, etc)

Customer Relationship Management (CRM)

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Implementation: 1. CRM review, selection and vendor contracting 2. CRM system installation and customization 3. Data migration 4. Business Process Re-engineering 5. Organization Alignment (culture shift, organization design,

compensation plan review) 6. Training and support

Customer Relationship Management (CRM)

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Who is involved in a CRM project?

CEO

Operations

Call Center

Marketing Sales IT Finance

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Who is involved in a CRM project?

CEO

Operations

Call Center

Marketing Sales IT Finance

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Who is involved in a CRM project?

CEO

Operations

Call Center

Marketing Sales IT Finance

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Who is involved in a CRM project?

CEO

Operations

Call Center

Marketing Sales IT Finance

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Who is involved in a CRM project?

CEO

Operations

Call Center

Marketing Sales IT Finance

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Who is involved in a CRM project?

CEO

Operations

Call Center

Marketing Sales IT Finance

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It’s not just a process change:

Lone wolf Manual Competitive Autonomous Opaque

Change Impacts of CRM

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It’s not just a process change:

Lone wolf Manual Competitive Autonomous Opaque

Pack Systemized

Collaborative Accountable Transparent

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Change Impacts of CRM

It’s not just a process change:

Lone wolf Manual Competitive Autonomous Opaque

Pack Systemized

Collaborative Accountable Transparent

• Org Change • Individual

change

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Change Impacts of CRM

Tactical: Strategic:

• Incremental, eg. modest improvements

• Emergent, eg. trajectory is sketched but course corrections are expected

• Foreseeable and predictable

• Highly ambiguous and dynamic

• Project-specific • Enterprise-wide. Portfolio and Program driven

• Minor or no culture shift • Major culture impact

• Single silo • Cross-functional dependency • Short term (< 1 year) • Multi-year (eg 3-5 years)

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Characteristics of a CRM case

Survey says?

www.tv.com

Thank you! Gail Severini

Symphini Change Management Inc.

gailseverini@symphini.com 416-845-3040

www.symphini.com

ca.linkedin.com/in/gailseverini/

@gailseverini