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Delos Approach to Strategic Change Management © The Delos Partnership 2004

Delos Approach to Strategic Change Management © The Delos Partnership 2004

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Delos Approach to Strategic Change Management

© The Delos Partnership 2004

Understanding Change

• Change requires ‘Unfreezing’ the current, known reality

• ‘Transforming’ to a future Vision not perfectly clear

• ‘Refreezing’ into the future state

© The Delos Partnership 2004

2

Future Vision

Current Crisis

FutureState

What is Change?

© The Delos Partnership 2004

3

Red’s GoodWhy Change?

‘Change’ starts when...

• people first realise what they thought was going to happen…is no longer going to happen

© The Delos Partnership 2004

4

Green maybe better!

Effective Change Management

• Needs two key elements :• Lever the need to change• Offset the barriers to change

© The Delos Partnership 2004

5

ToolKit

Effective Change management

ToolKit

© The Delos Partnership 2004

• Effective Change Management leverages the drivers and enablers of change

6

Urgency/need

Compelling Vision

Strong Methodology

Communications

Effective Change Management

• Offsetting the equal and opposite forces blocking it

© The Delos Partnership 2004

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Compelling Vision

Strong Methodology

Lack of Commitment

Conflicting Goals/Values

Mis-understanding

ResistanceUrgency/need

Communications

Integration the right blend!

© The Delos Partnership 2004

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CULTURE/BEHAVIOUR

TECHNO

LOG

YWAYS O

F

WO

RKING

When to apply Change Management?

The earlier and more consistently

Change Management

is used in the project life-cycle,

the more competitive advantage is yielded

© The Delos Partnership 2004

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Principles of Change Management

1. Plan2. Assign responsibility3. Ask – don’t tell4. Involve5. Communicate6. Seek Resistance7. Align the culture8. Focus on the imperatives9. Be enthusiastic about the change

© The Delos Partnership 2004

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Successful change – 8 steps

1. Establish a sense of urgency – the burning platform

2. Create a guiding coalition3. Develop a vision and strategy to get there 4. Communicate the vision 5. Train, Educate & Empower the team 6. Generate short term wins – step by step7. Consolidate the wins and develop more changes8. Anchor the new approach into the culture

© The Delos Partnership 2008 11

Dealing with Resistance to Change

© The Delos Partnership 2004 12

Education + Communication

Where there is a lack of information or inaccurate information and analysis

Once persuaded, people will often help with the implementation of the change

Can be very time-consuming if lots of people are involved

Participation + Involvement

Where the initiators do not have all the information they need to design the change, and where others have considerable power to resist

People who participate will be committed to implementing change, and any relevant information they have will be integrated into the change plan

Can be very time-consuming if participators design an appropriate change

Facilitation + Support Where people are resisting because of adjustment problems

No other approach works as well with adjustment problems

Can be time-consuming, expensive and still fail

Approach Situations Advantages Drawbacks

See Notes 2.4

Change Management Wheel

© The Delos Partnership 2004 13

1.Urgency

2. Coalition

4. Communication

Programme 5. Empowerment

Action Plans

6. Short

Term Wins

7. Consolidation & More Change

8. Embed newCulture

3. Vision

What happens to people during change?

© The Delos Partnership 2004

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See Notes 2.11

Productivity Curve – Three Phases of Transition

© The Delos Partnership 2004 15

Present/Endings Transformations Desired New Beginnings

Denial

Anxiety

Shock

Confusion

Resignation

Anger

Creativity

Conflict

High stress

Realization of loss

Acceptance

Hopeful

Relief

Excitement

Trusting

Enthusiasm

Reconcile Recommit

Reorient

Time

-

Pro

du

ctiv

ity

& M

ora

le

+

Delos Change Journey

© The Delos Partnership 2004 16

Mobilise Design Communicate ReviewUnderstand

ASSESS

ASSESS

EDUCATIONSTRATEGY & DESIGN

DEFINE & MEASURE BENEFITS

ORGANISATIONSYSTEMS

Obstacles on the journey

© The Delos Partnership 2004 17

Suddendepthscare

ScopecrisisNo 3

Sponsorswitch

Informedresistance

Realworldshock

Eva-luationavoid-ance

Early resultsdisappointment

Ownershipstruggle

ScopecrisisNo 2

Test ofnerve

Smokeand fire

Wetblankets

ScopecrisisNo 1

Sponsor-ship

fights

Resourcedraining

Sniping &rumours

Newchallenge

panic

Loss

Shockover early

failures

Imple-mentation

crawl

ExecutiveTeam

MiddleManagers

Employees

ProjectTeam

Mobilise Design Communicate ReviewUnderstand

Involvement

• Encourage involvement People validate that which they create

• Encourage participation and feedback• Create synergy and ‘buy in’• Develop common purpose

© The Delos Partnership 2004 18

REMEMBER…

© The Delos Partnership 2004

• PEOPLE VALIDATE THAT WHICH THEY CREATE

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Key factors for success

• Commitment from Senior Management• Knowledge widely distributed• Enthusiasm affects everyone• Leadership

From the top From the bottom From within

© The Delos Partnership 2004 20