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Are you transforming your organization to outperform competition? Of course. What will make the difference between succeeding and failing? Between succeeding a lot or a little? You know the answers already. In this presentation, for the first time, I discuss the Outperform Model in the context of the role of change management.
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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.
[email protected] 416-845-3040
www.symphini.com
ca.linkedin.com/in/gailseverini/
@gailseverini
