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60% OF EXTREMELY SUCCESSFUL CHANGE PROGRAMS FOCUSED SOME INITIATIVES ENTIRELY OR MOSTLY ON CHANGING
MIND-SETS3
3KELLER, S; MEANEY, M; PUNG, C; WHAT SUCCESSFUL TRANSFORMATIONS SHARE: MCKINSEY GLOBAL SURVEY RESULTS. MCKINSEY SURVEY ., 2010
People must suffer through the ‘valley of despair’ as a normal part of
change.
Copyright © 2017 Accenture All rights reserved. 3
TRUE OR FALSE?
People must suffer through the ‘valley of despair’ as a normal part of
change.
Copyright © 2017 Accenture All rights reserved. 4
False.
People do not necessarily have to experience
negative feelings as part of the change
process, although such emotions can in certain
cases be beneficial if they are understood and
well managed.
TRUE OR FALSE?
5
• Minimal business interruption and performance
drops
• Compliance with new processes, structures, mode
of operation
• Productivity increase in the long-term
Realization of project benefits
Sup
port
fo
r ch
an
ge
Re
sis
tan
ce t
o c
ha
ng
e
Awareness
Commitment
Understanding
Acceptance
Ignorance
Confusion/
Disruption
Dissent &
ResistanceOpposition &
Failure
I heard about
that new program.
Sounds
interesting.
I understand
what is changing
and why we are
doing this.
I know we are going to
face some challenges,
but I am confident it will
help the business.
I support
the change.
Everyone works
the new way.
What
program
?
I do not
understand why
this should be
beneficial.
I just can’t be
bothered with
this.
I do not see
anyone doing
anything
differently.
Time
• Business interruption and performance drops
• Productivity decrease, high error and rework rates,
poor morale, increased resistance to change
• Effort increase (mitigation)
Project benefits delayed or not fully realized
Likely consequencesThe “Commitment Curve”
HOW DO YOU MANAGE CHANGE?
Copyright © 2017 Accenture All rights reserved.
Organizations will achieve great results by focusing on communication,
training, team leadership, and accountability, but there are also other even
more effective factors for a successful change initiative.
Copyright © 2017 Accenture All rights reserved.6
TRUE OR FALSE?
Organizations will achieve great results by focusing on communication,
training, team leadership, and accountability, but there are also other even
more effective factors for a successful change initiative.
Copyright © 2017 Accenture All rights reserved.7
Right.
Other factors, often hidden from view and
difficult to define, have a greater impact on the
outcomes of a change initiative.
TRUE OR FALSE?
What are some of the change drivers?
Vision and
Direction
Communi-
cation
Systems and
Processes
Teamwork
Skills and
Staffing
Team
Leadership
Accountability
Passion and
Drive
Fear and
Frustration
Business
Performance
Benefits
Realization
Vision
Leadership
Discipline
Resources
Energy
Circumstances
Outcomes
Business
Leadership
2
Ch
an
ge
Dri
ve
rs
1
3 4
5 6
7 8
9 10
Risks and
Roadblocks
Changes Taking
Place
The strength
of 10
Change
Drivers
and the
Circum-
stances in
which
change is
taking place,
impact the
Outcomes
delivered
from a
change
program
Our Change approach focuses on generating employee-related support for small, medium or large scale change initiatives and provides
focus on the levers of success change. It is based on the collective insights of 850,000 change journeys in more than 250 organisations.
The success of an organization change program is measured
against these drivers over time
Focusing on Vision, Leadership, Resources, Discipline and
Energy, and included drivers, helps to determine the right
actions minimizing risks and stabilizing the way to successful
project delivery
It allows organizations to maintain and increase their
business performance, and to realize project benefits in the
fastest way possible
8Copyright © 2017 Accenture All rights reserved.
“
Change Model The Change Map Action Pathways
A
CD
E
F
B
B
B
TIPS & TRICKS: ACCENTURE CHANGE TRACKING
Copyright © 2017 Accenture All rights reserved.
ACCENTURE CHANGE TRACKING DEMO
Click here to locate your self on the Change Map
https://enterprise.changetracking.com/demo
Copyright © 2017 Accenture All rights reserved.
Charismatic and empathetic leaders build organizational trust through the
quality of their one-to-one relationships.
Copyright © 2017 Accenture All rights reserved. 11
TRUE OR FALSE?
Charismatic and empathetic leaders build organizational trust through the
quality of their one-to-one relationships.
Copyright © 2017 Accenture All rights reserved. 12
False.
One-on-one trusted relationships with and
among leaders are necessary but not sufficient.
To drive change forward, organizations also
need a system of trust aligned at multiple levels
of leadership–a ‘trust grid’.
TRUE OR FALSE?
13Copyright © 2017 Accenture All rights reserved.
Change Sponsors
Change Champions
Change Agents
Change Targets
Change Sponsorship Network
Voluntary RecruitmentChange agents can comprise of employees who are ready and passionate to step up to drive change among their colleagues
InfluencersIdentified change targets can be Influencers to more effectively engage the wider audience for content sharing and seeking support
Social AdvocatesChange sponsors can setup direct communication channels with end users to drive the change in a more personal manner
Lead by ExampleChange champions can lead change by example by obtaining better sensing of on-the-ground momentum and rewarding change efforts
TIPS & TRICKS: SOCIAL COLLABORATION
Communications through Conversations Interactive Learning
Knowledge Sharing Collaborative Success
14Copyright © 2017 Accenture All rights reserved.
Online Simulations/ Challenges
Role Play/ Business Games
Podcasts/ Videocasts/ e-Lectures
Online Discussion
Boards
SME Sharing/ Question Forum
Idea Generating Discussion Forums
Periodic Leadership Announcements/
Updates
Knowledge Repository
Peer Recognition/ Appreciation Forum
Featured Work Articles/ Blogs
TIPS & TRICKS: SOCIAL COLLABORATION
PRIMARY REASONS FOR ORGANIZATIONAL CHANGE FAILURE ARE INSUFFICIENT
COMMUNICATIONS (59%) AND LACK OF LEADERSHIP (56%)2
2CABREY, T S..; HAUGHEY, A. ENABLING ORGANIZATIONAL CHANGE THROUGH STRATEGIC INITIATIVES. PMI‘S PULSE OF THE PROFESSION IN-DEPTH REPORT..,
2014