How change professionals lead and execute meaningful change

© Changefirst Limited, all rights reserved

How change professionals lead

and execute meaningful change

David Miller

Enabling Change SIG

May 2015

© Changefirst Limited, all rights reserved 2015 changefirst.com 2


1. How people impact project performance.

2. Organisational change management capabilities.

3. What we can learn from our project history.

4. What personal capabilities lead to project success.

5. Developing change management work-streams.

I would like to discuss…


We need to be very concerned about habits, loss

and control



The problem is we can easily install change

Implement

Install

Value Gap

Time

Bu

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Ac

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Organizational change management capabilities


How you build commitment and change

behaviour


Shared Change Purpose

Key people are significantly

dissatisfied with the way things

are now and buy-in to the vision

for change

Risk areas

Future state vision

Imperative

Solution visibility


Effective Change Leadership

Organisational leaders will do

everything it takes to ensure the

change is implemented and

change teams are skilled at

implementing change plans

Risk areas

Sponsor behaviour

Confidence in agents

Informal influence


Powerful Engagement Processes

Organisational processes are in

place that ensure people are

appropriately engaged

Risk areas

Scope of involvement

Training and education

Rewards and incentives

Communication of plan


Committed Local Sponsors

Middle and front-line managers

are committed to the change and

are willing to work with their

people to obtain buy-in and help

them work to adapt to the change

Risk areas

Local role modelling

Local managers support


Strong Personal Connection

Sponsors and agents understand

how to connect people to the

change and key people are buying

in to the need and vision for

change

Risk areas

Personal imperative

Solution viability

Being successful


Sustain Personal Performance

Sponsors and agents understand

why key people will resist the

change and plans are in place to

help them adapt and increase

performance

Risk areas

Future security

Financial impact

Work relationships

Level of responsibility

Learning curve


What we can learn from our project history


0

10

20

30

40

50

60

70

80

90

100

Open Resistance Personal Concerns OrganisationalConcerns

Requires MoreSupport

Using the Change InternalCommitment

% R

esp

on

den

ts

Initiative Legacy Assessment - Lead Indicator

Resistance

Acceptance

Resistance


0 10 20 30 40 50 60 70 80 90 100

Shared Change Purpose

Effective Change Leadership

Powerful Engagement Processes

Committed Local Sponsors

Strong Personal Connection

Sustained Personal Performance

Risk Level

Initiative Legacy Assessment - Critical Success Factors


0 10 20 30 40 50 60 70 80 90 100

Future State

Organisational Imperative

Solution Visibility

Sponsor Behaviour

Confidence in Agents

Informal Influence

Scope of Involvement

Training and Education

Rewards and Incentives

Communication of the Plan

Local Role Modelling

Local Manager's Support

Personal Imperative

Solution Viability

Being Successful

Future Security

Financial Impact

Work Relationships

Level of Responsibility

Learning Curve

Risk Level

Initiative Legacy Assessment - Risk Dimensions


What capabilities lead to project success?


Change management leads need these skills

0 10 20 30 40 50 60 70 80

Other

Being able to apply change managementtools

Securing sufficient resources for the change

Managing peoples resistance and anxieties

Helping people develop commitment

Gaining support of front line managers

Creating processes to engage people

Gaining the support of senior managers

Making a strong case for the change

Changefirst: Role of the change agent research, 2011


Developing effective change management work-

streams


More information


Any questions or discussion points?

Documents

How change professionals lead and execute meaningful change