Change with Confidence: Answers to the 50 Biggest Questions that Keep Change Leaders Up at Night

7/29/2019 Change with Confidence: Answers to the 50 Biggest Questions that Keep Change Leaders Up at Night

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CONTENTS

Preace xi

PAR 1: FIGURING I OU 1

Te Plan 3

1. What do I bring to the project? 4

2. How do I identiy what needs to change? 7

3. What have we done beore, and did it work? 12

4. What other change projects are going on? 16

Communication 21

5. Who are the stakeholders who can infuence success? 22

6. What is the water cooler talk about your proposed change? 26

Getting Results 31

7. What do I need to know beore I commit to deliverables? 32

8. How do I measure success? 36

9. Will the change actually achieve the desired outcome? 40

10. How do I avoid scope creep? 43

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Contentsviii

PAR 2: PLANNING FOR CHANGE 49

Te Plan 51

11. What does a good plan look like? 52

12. How do I get the budget to do it right? 56

13. What governance is required to run the project? 59

14. How do I prepare people to work in new ways? 65

15. How do I reduce risk? 70

Resources 75

16. How do I know what resources I need? 76

17. What makes a good project manager? 81

18. How do I get the best people to join the project team? 85

19. How do I know i a consultant can help me? 88

20. How do I set up the project team or success? 93

Communication 9921. How do I get the leaders to personally commit

to the project? 100

22. How can I help leaders prepare or their roles? 104

23. How do I describe the better uture my project will bring? 108

24. How do I get people to care about my project? 112

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Contents ix

25. How do I make my project the highest priority? 116

26. How do I communicate to the organization? 119

PAR 3: MANAGING CHANGE 125

Te Plan 127

27. How do I manage my day job, change project, and lie? 128

28. When is the organization ready or big change? 132

Resources 137

29. How should we celebrate wins? 138

30. How do I get more resources i I need them? 143

31. How do I avoid losing team members? 147

32. What do I do i someone is pulled rom my team? 152

33. How do I keep the project team energized? 156

Communication 161

34. How do I manage my stakeholders? 162

35. How can I minimize change atigue? 167

36. How do I overcome resistance? 172

37. How do I know communications are working? 177

38. How do I get a leader back on side? 181

39. How do I get a new business leader’s support? 184

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Contentsx

40. What do I do when I don’t know what to do? 187

41. How do I communicate a delay in the project? 191

42. How do I demonstrate progress? 196

PAR 4: MAKING CHANGE SICK 201

Te Plan 203

43. How do I prevent the return o old ways o working? 204

44. How do I hand over responsibilities to the business? 207

45. How do I record lessons learned? 211

46. How do I reenter the business? 215

Resources 21947. How do I plan or post-launch support? 220

48. How do I reward the team? 225

Getting Results 229

49. How do I keep the change alive? 230

50. How do I show that the project was a success? 234

Aferword 239

Acknowledgments 241

Notes 243

Index 247

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The Plan

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CHAPTER 1

What Do I Bring to the Project?

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Part 1 Figuring It Out: The Plan 5

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Change with Confidence6

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Page numbers in italics indicate templates.

INDEX

A

accountability, 10

Adams, 61, 94, 216

Airborne Express, 17

American Express, 129

AR Accessories Group, 60–61

assessment

o business environment, 18

o change requirements, 7–11

colleague readiness, 134–136

o communication, 177–180o impact, 11

leader readiness, 133–134

post-launch, 230–233

readiness, 128–131

risk, 73

o team members, 33

o work environments, 7–11

Australian IT Magazine, 23

Aventis Pharma, 27

Axon Solutions, 144

B

behaviors

identication o, 4–6

returning to old ways, 204–206

Beijing 2008 Olympics, 148–149

Bell Canada, 208

Blair, Tony, 185

Boeing, 34

Bournville, 90

British Airways, 66

budget, 56–58

Business Development Bank o Canada

(BDC), xi, 182

business environment assessment, 18

C

Cadbury, xiii, 8, 33–34, 41, 71, 116–117,

120, 129, 132–133, 178, 188, 212,

216, 235Cadbury Adams Canada, 12–13, 82, 85–86,

101–102, 152–153, 157, 188, 205, 221

Cadbury Adams North America

integration, 163–164, 188, 197–198,

212

Cadbury Adams USA, 17, 44, 53, 70–71,

76–77, 144, 192

Cadbury Chocolate Canada, 36–37, 44,

113, 120–121, 139–140

Cadbury Schweppes, 52–53, 57, 61, 94,

104–105, 120–121

Cadbury Trebor Allan, 90, 117–118, 174,

226

Cameco, 208–209

Canada Firearms Centre, 8

Canada Post, 172–173

capability gap analysis, 9

capability plan, 67

celebration o milestones, 138–142

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Index248

challenges, reaction to, 187–190

change atigue, 167–171change projects

multiple, 16–19

phases o, xvi

Château-Gai Wines, 129

Cisco Systems, 94–95

Coca-Cola, 231–232

colleague interview guide, 28

colleague validation summary, 134

colleagues

challenge o, xvi–xvii

communication with, 119–124, 177–180

eect on, 32–33

importance o, xiv

involvement o, 112–115

preparation or change adoption, 65–69

readiness assessment, 134–136

views o, 26–29

communication

assessment o, 177–180o delays, 191–195

to the organization, 119–124

prior to project implementation, 22–29

o progress, 196–199

or reentering the business, 215–217

communications organizer, 194

communications plan, 123

consultant interview guide, 92

consultants, 88–92

County Administrative Boards (CoAs), 4–5

D

dashboards

project, 198

stakeholder update, 166

data, 64, 97

decision rights, 63

delays, 191–195

Deloitte Consulting, 89–90

DHL, 17

Dr Pepper Snapple Group, 105Dr Pepper/Seven Up, 132–133, 156–157

E

Elizabeth II (Queen), 65–66

employee survey, 180

environment, 96–97

Euromoney magazine, 182

executive sponsors

role o, xii

support o, 33

experiences, identication o, 4–6

F

Farina Group, 108–109

atigue, 167–171

eedback, 230–233

Figuring It Out

in change ramework, xvi

summary, 1nancial needs, 56–58

FoxMeyers Drugs, 113

uture vision o project, 108–111

G

General Motors, 205–206

German Federal Ministry o Youth, 163

governance, 59–64

Grameen Bank, 77–78

H

handover process, 207–210

Harmon Hotel, Spa and Residences, 196–197

humor, 93

I

Idaho Department o Health and Welare,

220–221

impact assessment, 11

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Index 249

implementation. See post-launch

International Association o BusinessCommunicators, 121

K

Kennedy, John F., 175

kicko meeting agenda, 95, 186

Kirklees Primary Care Trust, 216–217

Kraf Foods, xiii–xiv, 8, 71, 120, 178–179,

212, 235

L

Lake, Greg, 41

LBB-Kaiserslautern, 235

leader role summary, 107

leaders

change in, 184–186

commitment o, 100–103

divergent behavior, 181–183

preparation o, 104–107

readiness assessment, 133–134lessons learned

record o, 211–214

review o, 12–15

lessons learned summary, 214

Loblaw, 168–169

London 2012 Olympics, 153

London Development Agency, 153

London Heathrow Terminal, 5, 65–66

Los Angeles Unied School District

(LAUSD), 81–82

M

Making Change Stick


summary, 201

Managing Change


summary, 125

Marin County, Caliornia, 89–90

Marriott International, 23

Mayne Logistics Loomis, 17McDonald’s, 44

meeting schedule, 64

meetings

guidelines or, 63–64

kicko meeting, 95–96

kicko meeting agenda, 95, 186

post-launch eedback meeting agenda,

232

project closure meeting agenda, 236

project handover meeting agenda, 210

Merck & Company, 5

message, communication o, 119–124

metrics list, 39

Microsof Netherlands, 169

milestones, recognition o, 138–142

Millennium Dome, 185

modications, post-launch, 230–233

Molina Healthcare Inc., 221

N

National Health Services, England,

216–217

Neilson Cadbury Canada, 27–28

New South Wales, Australia, government

o, 184–185

new team member orientation plan, 155

New United Motor Manuacturing Inc.,

205–206

O

Oak Park, Illinois, 56–57

Olympic Delivery Authority, 153

Olympics

Beijing, 148–149

London, 153

O’Neal, Shaquille, 27

organization design process, 62

organization interview guide, 15

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Index250

organizational change

mechanics o, xii–xiiireadiness or, 128–131

outcome

achievement o, 40–42

assessment, 230–233

measurement o success, 36–39, 234–237

Overstock.com, 230–231

P

Peltz, Nelson, 52–53

people. See colleagues

personal commitments, 128–131

plan, development o, 52–55

Planning or Change


summary, 49

post-launch

assessment, 230–233

demonstration o success, 234–237

lessons learned record, 211–214returning to old ways, 204–206

support, 220–224

transer o responsibilities, 207–210

post-launch eedback meeting agenda, 232

post-launch resource plan, 224

priority grid, 130

problem overview, 190

problems, reaction to, 187–190

processes, 64

progress, demonstration o, 196–199project charters, 45, 46

project closure meeting agenda, 236

project dashboard, 198

project handover checklist, 209

project handover meeting agenda, 210

project managers

interview guide, 84

role o, xii

selection o, 81–84

project milestone chart, 141

project plan, development o, 52–55project team, set up o, 93–97

See also project managers; team members

project timeline summary, 170

promotion o project, 116–118

Q

Qantas, 22–23

R

readiness assessment, 128–131

recognition o achievements, 138–142,

225–227

reentering the business, 215–217

requirements or change, assessment o,

7–11

resistance, 172–176

resistance analysis, 176

resource allocation summary, 19

resource plan, 79resource request summary, 145

resources

determining team member

requirements, 76–80

planning nancial needs, 56–58

requirement changes, 143–146

responsibilities, transer o, 207–210

rewards, 138–142, 225–227

risk, reduction o, 70–74

risk analysis, 74risk assessment, 73

S

Sabritas, 27

Sales Perormance Group, xii

San Diego, City o, 144

Sano-Synthélabo, 27

SAP, 144

Saudi Aramco, 105–106

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Index 251

schedules, 128–131

Schering-Plough Corporation, 5Science Applications International

Corporation (SAIC), 147–148

scope creep, 43–47

skills, identication o, 4–6

Southern Seawater Desalination Plant

(SSDP), 13–14

St Marys Cement, 226

stakeholder analysis, 25

stakeholder analysis update, 165

stakeholder dashboard update, 166

stakeholders

alignment o, 54–55

management o, 22–25, 162–166

State Bank o India (SBI), 109–110

Stengel, Casey, 154

success, measurement o, 36–39, 234–237

Sunderland, John, xiii

Swedish Road Administration (SRoA), 4–5

Sydney Opera House, 184–185

T

team activity plan, 159

team development plan, 150

team members

assessment o, 33

changes in, 152–155

determining needs, 76–80, 143–146

maintaining motivation, 156–159

retention o, 147–151rewards, 225–227

role o, xii

selection o, 85–87

Teleónica de Argentina, 37

Texas Children’s Hospital, 66time management, 128–131

top-down approach, xiv

Toronto-Dominion (TD) Bank, 182

Toyota, 205–206

training, 65–69

training pyramid, 68

Trebor Allan, 36–37, 120–121, 139–140

U

Unisys, 220–221

U.S. Air Force, 235

U.S. Department o Deense, 235

U.S. Federal Bureau o Investigation,

147–148

U.S. Internal Revenue Service, 101

U.S. News, 66

V

vision o project, 108–111Volvo 3P, 85–86

W

water cooler talk, 26–29

Water Cube, 148–149

Whirlpool Corporation, 192

work environments, assessment o, 7–11

Y

Yunus, Muhammad, 77

Z

Zack’s Famous Frozen Yogurt, 139

Documents

Change with Confidence: Answers to the 50 Biggest Questions that Keep Change Leaders Up at Night