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Got Any Change, Mister?New perspectives on change management
Part 1September 28, 2012
The Compulsory DilbertAll the right words, but …
Source: Dilbert by Scott Adams - July 11, 2010
Today’s Agenda
• Putting “change” in perspective• Where is change in the PMBOK?• Elements of change management• Tools and resources – a preview
"The rate of change is not going to slow down anytime soon.“ - John P. Kotter
What’s Change(d)?
• Your role in the Clerk’s office• Your perspective on “change”• Your goal(s) for this lunch n’ learn series
“There are still some executives who are waiting for things to return to ‘normal.’ It's not going to happen. Constant change is the new normal.” - Scott Anthony
What is Change Management?
• Change management is the process, tools and techniques to manage the people-side of change to achieve the required business outcome.
• Change management incorporates the organizational tools that can be utilized to help individuals make successful personal transitions resulting in the adoption and realization of change.
Source: Prosci
Ready … Set … Change!
Time
Resistance is … ?
• Why do people resist change?
Rational Technical side: What needs to happen?
Emotional Human side: What happens to me?
"People don't resist change. They resist being changed!"— Peter Senge
Why Do People Resist Change?
• Organizational culture and/or climate
• Job security at risk• Fear of the unknown• Fear of failure
• Rewards disconnect• Lack of trust• Previous experiences• Timing and conflicting
priorities
“Change all you want, just know that execution happens at the speed of making sense.” - Bill Jensen
Three Key Ingredients
Source: Organizational Change Management – Luc Gallopin
WTF: What the FUH … FUD?
FUD
earncertaintyoubt
Predictors of Failure?
Source: The McKinsey Quarterly (June 2006) global survey of business executives. Organizing for successful change management.
Organizations that failed to execute change management
Organizations that successfully executed change management
Predictors of Failure?
Source: The McKinsey Quarterly (June 2006) global survey of business executives. Organizing for successful change management.
The 11 most unsuccessful companies in the McKinsey study had poor change management, which showed up as the following:
• Lack of commitment and follow through by senior executives;
• Defective project management skills among middle managers;
• Lack of training of and confusion among frontline employees.
Determinants of Success?
Source: The McKinsey Quarterly (June 2006) global survey of business executives. Organizing for successful change management.
Organizations that failed to execute change management
Organizations that successfully executed change management
Determinants of Success?
Source: The McKinsey Quarterly (June 2006) global survey of business executives. Organizing for successful change management.
The 11 most successful companies in the study had excellent change management programs:
• Senior and middle managers and frontline employees were all involved;
• Everyone’s responsibilities were clear;• Reasons for the project were understood and
accepted throughout the organization.
Let’s Talk PMBOK …
• Initiating• Planning• Executing
–Monitoring/Controlling• Closing
Project Risk
Medium Risk
High Risk
Low Risk
Medium Risk
Change Resistant
Change Ready
Small/Minor, Incremental
Large-scale, Disruptive
Culture
Scope/Scale
Where Does “Change” Go?
Source: Prosci
Where Does “Change” Go?
In a Nutshell …Element: Goal or objective:
"The Change" To improve the organization in some fashion - for instance reducing costs, improving revenues, solving problems, seizing opportunities, aligning work and strategy, streamlining information flow within the organization
Project Management
To develop a set of specific plans and actions to achieve "the change" given time, cost and scope constraints and to utilize resources effectively (managing the 'technical' side of the change)
Change Management
To apply a systematic approach to helping the individuals impacted by "the change" to be successful by building support, addressing resistance and developing the required knowledge and ability to implement the change (managing the 'people' side of the change)
Source: Prosci
So, Where Are WE Today?
1. Ad-hoc or absent2. Isolated or inconsistent3. Frequent, with promising practices4. Standard Operating Procedure (SOP), consistent5. A core competency and best practice model
Our use of change management is …
Another Dilbert …The project manager’s nightmare
Source: Dilbert by Scott Adams - October 23, 1994
Let’s Not …
• Start without a strategy
• Forget to make a compelling case for change
• Ignore the culture
• Confuse “stroke of the pen” with “behavioral change” initiatives
• Ignore the human element of change
• Start too late
Let’s Try This Instead …
• Develop a short-term and long-term strategy from “as is” – “to be”
• Convey a sense of urgency
• Leverage the culture
• Ensure strong sponsorship and support
• Be proactive when it comes to people
• Begin the change management process now
Preview of What’s Next
• Preparing for change• Managing the change• Reinforcing change
ADKAR (Prosci Method)
• Awareness• Desire• Knowledge• Ability• Reinforcement
The “why” of change – need Willingness to be part of the
changeThe “how” of change - skills(and) Opportunity to implementSustain the change
ADKAR (Prosci Method)
Awareness • Access to information (strategy, vision, goals)• Input/feedback from customers and stakeholders• Communication – not a one time event
Desire • Let go of the status quo• Demonstrate leadership, executive support• Shared vision for the future state
Knowledge • Tools and resources• Training (formal and informal)• Active involvement
Ability • Environment to apply new tools, approach• Coaching and mentoring• Accountability at the team, organization level
Reinforcement • Celebrating victories• Reward and recognition• “Total rewards” and performance management
ADKAR (Prosci Method)
• Awareness• Desire• Knowledge• Ability• Reinforcement
Change readiness/assessmentChange management communicationSponsor roadmapTraining and coachingResistance management
Wrap UpQuestions and answers …
September 28, 2012