© EXPRESSWORKS

Expressworks International

Change Management Consulting

© EXPRESSWORKS

Expressworks At a Glance

• Founded in 1984• Privately Held:  Two Owners, John Quereto and 

Stephen Zaruba• Annual Revenue: $20 ‐ $40 million annually• Number of practitioners:  ~100 • Current active clients:  USAA, Wells Fargo, Cargill, 

Chevron, Royal Dutch Shell, Motiva, Phillips 66• Projects:  Average ~200/year across all clients• “Hub” Offices:  San Francisco Bay Area, Houston, 

London, Perth (Australia)• Industries include: Oil & Gas, Manufacturing, 

Financial Services, Pharmaceuticals, Health Care, Utilities, Transportation, High Tech, 

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Our ~200 Projects Yearly• Helping leaders lead change (coaching & advising)• Architecting change strategies / managing change plans• Implementing enterprise or division wide strategy• Improving team effectiveness• Managing programs and projects• Improving an organization’s ability to change• Implementing and sustaining behavior change associated

with major programs such as:– Business Performance Improvement– IT Systems and Business Process Change– Organizational Change– Operational Excellence/Health, Environment, and Safety– Corporate Social Responsibility / Sustainability– Cybersecurity– Real Estate Moves, Open Workspace, GreenBuild

• Maximizing collaboration in the workforce– User Adoption of Programs and Tools – Team Effectiveness & Facilitation– Workspace design– Virtual Teaming

Expressworks       Typical Roles

• Change Leader Advisor (Coach)

• Change Manager• Project or Program 

Manager• Executive Coach• Team Effectiveness 

Facilitator• Communications 

Strategist• Communications Lead• Process Design Facilitator• Meeting Facilitator

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Our Reputation – What We’re Known For

• Honest, transparent advice with simple, straightforward solutions• Translating complex ideas and problems into a digestible and 

actionable size• Commitment to project success for our clients  ‐ we support our 

clients, not the other way around• Independent voice

“What I like about Expressworks people is that they take complicated problems and provide simple solutions.”

President, Oil TechCo

“In a very respectful manner, Expressworks Consultants ask questions that bring into focus what it is that we really want to achieve and what it is likely to mean to ourselves and our people. “

President, Commodities Trading SBU

• Comfort working with all levels, vertical and horizontal• Ability to collaborate with client personnel and other consultancies• Sensitivity to the client’s organizational culture – we learn and 

respect “how things get done around here”• Reliability – we do what we say we’re going to do• Flexibility – we roll up our sleeves and get things done

“He is valuable as a change advisor, project manager, leadership development coach, and a personal friend, among the many other roles he plays.”

Feedback from a client on an Expressworks consultant

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Expressworks Values and Operating Principles

Operating Principles

Each transaction stands on its own meritsMake friends out of our business, not business out of our friends

Speak truthfullyMutually interdependent Show up on time and do what you say you are going to do

Fiscally accountable Keep it simpleDo/learnMake our colleagues look good

Enjoy what you do

Exercise personal freedom and choice

Create value for our clients, ourselves and others

Values

Our values and operating principles are the foundation of how we do business

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Why Focus on Change Management

0%20%40%60%80%

100%

1 2 3 4

Correlation of change management effectiveness to meeting project objective

0%

20%

40%

60%

80%

1 2 3 4

Correlation of change management effectiveness to staying on schedule

0%20%40%60%80%

100%

1 2 3 4

Correlation of change management effectiveness to staying on budget

Objectives are 80-95% more likely to be achieved in a project that utilizes good to excellent change management and only 16% likely with poor change management

Projects that effectively manage change are more likely to be completed on time

Projects that utilize effective change management are more likely to stay on budget

From Prosci’s 2009 Best Practices in Change Management bench marking report; Prosci. http://www.change-management.com/tutorial-case-mod3.htm, Copyright Prosci1996-2014

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Based on our research, the following are Critical Success Factors for implementing change:

Planning and Modifications There is a doable plan and an established process to incorporate the feedback of others.

Engagement Ownership for the success is cascaded throughout the organization through dialogue and process.

Measurement Clear metrics and processes to systematically monitor progress are implemented.

Communication Individuals at all levels understand how the change impacts them and how to take action.

Reinforcement Rewards and consequences are built into the deployment, demonstrating commitment to change.

Sponsorship All sponsors understand their role in making the change successful and they visibly demonstrate their commitment.

Competency Development The organization has the skills and tools to be successful if asked to exhibit new behaviors.

Clear Direction Implementation has been appropriately defined, with clear objectives, scope, and success metrics.

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And these factors are employed across each phase in an initiative’s life cycle

Project Governance

TransitionDevelopDesign

Develop Implementation

PlanFrame the

OpportunitySustain &Improve

ImplementDevelop Alternative(s)

Test & SelectAlternatives

Clear Direction

Sponsorship

Engagement

Communications

Competency Development

Reinforcement

Measurement

Plan & Modify

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Key activities in each phase help businesses effectively move toward change

Project Governance

TransitionDevelopDesign

Develop Implementation

PlanFrame the

OpportunitySustain &Improve

ImplementDevelop Alternative(s)

Test & SelectAlternatives

Assess the project

Frame the project, orient the team, draft the Business Case

Define the project plan

Secure sponsorship

Conduct preliminary stakeholder identification

Draft stakeholder analysis and sponsor engagement plan

Gather available data and draft inquiry plan

Conduct preliminary gap analysis

Develop evaluation criteria

Develop preliminary implementation strategy and alternatives

Deploy initial communication plan

Test alternatives through inquiry

Refine stakeholder analysis and sponsor engagement plan

Refine / generatealternatives

Evaluate and selectpreferred alternative(s)

Refine project plan

Design and developkey project change elements:

• Strategy

• Organization

• Process

• Technology

Draft preliminary implementation plan

Engage stakeholders

Draft the operating plan for sustainability

Update cost estimate and business case with financial analysis

Complete the implementation plan, including:

• Clear Direction

• Sponsorship

• Communication

• Engagement

• Competency Development

• Reinforcement

• Measurement

• Planning & Modification

Design and develop supporting materials for implementation

Engage stakeholders in executing plans

Monitor progress and results

Update plans based upon progress and results measures

Finalize operating plan for long-term sustainability

Execute the operating plan for long-term sustainability

Evaluate implement-ation success

Sunset/ disband the project team

Monitor and evaluate on an ongoing basis

Conduct the “1-year” business look-back

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We Can Help – Contact Us

Regional offices located in…

San Ramon, CAHouston, TXLondon, UK

Perth, Australia

www.expressworks.comContact Us

Managing PartnersJohn Quereto Stephen Zaruba

johnquereto@expressworks.com szaruba@expressworks.com