Change management lunch n learn session 1 09 28 2012

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This is for an in-house training session at the Orange Cou

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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

Todays AgendaPutting change in perspectiveWhere is change in the PMBOK?Elements of change managementTools and resources a preview"The rate of change is not going to slow down anytime soon. - John P. Kotter

Whats Change(d)?Your role in the Clerks officeYour perspective on changeYour goal(s) for this lunch n learn seriesThere 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?RationalTechnical side: What needs to happen?EmotionalHuman 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 climateJob security at riskFear of the unknownFear of failureRewards disconnectLack of trustPrevious experiencesTiming and conflicting prioritiesChange 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?FUDearncertaintyoubt

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 managementOrganizations 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 managementOrganizations 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;Everyones responsibilities were clear;Reasons for the project were understood and accepted throughout the organization.

Lets Talk PMBOK InitiatingPlanningExecutingMonitoring/ControllingClosing

Project RiskMedium RiskHigh RiskLow RiskMedium RiskChange ResistantChange ReadySmall/Minor, IncrementalLarge-scale, DisruptiveCultureScope/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 organizationProject ManagementTo 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 ManagementTo 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?Ad-hoc or absentIsolated or inconsistentFrequent, with promising practicesStandard Operating Procedure (SOP), consistentA core competency and best practice modelOur use of change management is

Another Dilbert The project managers nightmareSource: Dilbert by Scott Adams - October 23, 1994

Lets Not Start without a strategy Forget to make a compelling case for changeIgnore the culture

Confuse stroke of the pen with behavioral change initiativesIgnore the human element of changeStart too late

Lets Try This Instead Develop a short-term and long-term strategy from as is to beConvey a sense of urgencyLeverage the culture

Ensure strong sponsorship and supportBe proactive when it comes to peopleBegin the change management process now

Preview of Whats NextPreparing for changeManaging the changeReinforcing change

ADKAR (Prosci Method)AwarenessDesireKnowledgeAbilityReinforcement

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 stakeholdersCommunication not a one time eventDesire

Let go of the status quoDemonstrate leadership, executive supportShared vision for the future stateKnowledge

Tools and resourcesTraining (formal and informal)Active involvementAbility

Environment to apply new tools, approachCoaching and mentoringAccountability at the team, organization levelReinforcement

Celebrating victoriesReward and recognitionTotal rewards and performance management

ADKAR (Prosci Method)AwarenessDesireKnowledgeAbilityReinforcement

Change readiness/assessmentChange management communicationSponsor roadmapTraining and coachingResistance management

Wrap UpQuestions and answers September 28, 2012