Change Management 2.0
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Transcript of Change Management 2.0
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Change Management 2.0
Amy M. Fry @coloconn David C. Thompson @dcthmpsn
#PRSAICON
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I shall be telling this with a sigh Somewhere ages and ages hence: Two roads diverged in a wood, and I, I took the one less traveled by, And that has made all the difference.
The Road Not Taken, Robert Frost
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What we’re going to talk about
• The importance of internal networks – formal and informal
• The role of leadership in supporting nascent change
• How to turn latent organizational energy into strategically important ‘wins’
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Welcome to your company
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What we noticed
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Wicked problems
“Some problems are so complex that you have to be highly intelligent and well informed just to be undecided about them”
Laurence J. Peter
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The inexorable socialization of ‘digital’
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The Componential Theory of Creativity
“… all humans with normal capacities are able to produce at least moderately creative work in some domain, some of the time - and [that] the social environment can influence both the level and the frequency of creative behavior.”
Teresa M. Amabile
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What we’re doing
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We navigate ambiguity with simple rules
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We engage the network – all of it
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Our results
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Organizational Effectiveness (OE) Success Metrics – Progress YTD
For internal use only 15
Blue Dollars - (Efficiency savings - $ resulting from employees not doing something): • Removed over 10,000 hours of electronic training: $556,909 • Reduced mandatory Lync training manual size by 93%: $457,776
Increased Capability: • IS ‘Usability Assessment’ Endorsed – Committed to ensuring that IS organizational tools are
user friendly • Mandatory Governance Training Council Created – A process for assessing required training • Established an Enabling Functions Initiative Board (EFIB) - Improved efficiency through
shorter project cycles and increased project planning across/within the Enabling Functions
Green Dollars: • $12,000 –Volunteer-led VTI Day activities delivered business results on time
and under budget
Employee Engagement • Multiple OE initiatives engaged > 220 employees, across 17 functional areas, and 6 OPUs • More than 40 U.S. colleagues volunteered for BIPeople Change Agent Team • Growing list of ‘Friends of OE’ – assisted Talent Management team in refining ‘Development
Framework’ post VTI and involved in the plan and design of upcoming Development Day
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Avoiding the Filter Bubble – How do we robustly measure engagement?
Drive OE and business impact by actively influencing, leading and engaging others
Get involved in OE initiatives
Have a positive view of the OE group and its work and demonstrate support
Understand the purpose of the OE group and some of the potential ways to get involved
Demonstrate knowledge of the OE group and its objectives
Advocacy
Acceptance
Action
Understanding
Awareness
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Aware of the brand
Consider the brand
Preference for the brand
Buy the brand
Loyal to the brand
Action
Rational Linear
Chaotic Non-linear
I have stolen like an artist from Paul Adams’ book ‘Grouped’
Linear Minds in a Nonlinear World
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Yes No
Q1: Have you heard of Organizational Effectiveness (OE)?
Q2
Q3
Gauging Awareness
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Yes No
Q2: Do you know someone who has been involved in an OE project?
Q2
Q3
Objective: Gauge awareness of the OE function and activities within the organization – and begin to understand what is driving that awareness
Q2 (N=200) Q3 (N=500)
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MyBI State of the Business A colleague
Q3. How did you hear about OE?
Q2
Q3
Highlight 1 – Q3 Pulse Survey
Objective: Gauge awareness of the OE function and activities within the organization – and begin to understand what is driving that awareness
* * Statistically significant change, Q2 to Q3
Q2 (N=200) Q3 (N=500)