Change Management Training Session

Change ManagementTraining Session29 February 2008, V1.00

29 February 2008, Version 1.00 2

About Miragroup…

• Specialise in integrated change (Process, Systems, People, Organisation)

• Worked in Australia, North America, United Kingdom

• Most major industry sectors; government, telecommunications, banking, finance, manufacturing, utilities, retail, construction, education, legal, oil, services, etc.

• Most business functions; operations, finance, supply chain, human resources, IT, shop floor, transport, inventory management, etc.

• In business for 20 years

• Small team

• Methods on public access website www.imct.managechange.co.uk

What Makes A Good Change Agent?Introduction


Introduce Attendees…

• Organisation

• Role

• Reason for attending



Session Objectives

• Understand basics of Change

• Summarise Typical Problems

• Understand role of a Change Agent

• Understand attributes of a Change Agent

• Use Questionnaire to assess attributes

• Able to apply Questionnaire with others



Session Plan


Session Close at 4.30pm

Subject Session Est. Timing

What Makes a Good Change Agent?

Overview of Change 30 minutes

Typical Problems 30 minutes

Change Agents 20 minutes

Complete Questionnaire 15 minutes

Self Assessment 30 minutes

Applying the Questionnaire 15 minutes

Q&A

LUNCH 60 minutes

Case Study Change & Programme Management Methods

30 minutes

Case Studies (x2) 50 minutes

Study Case 40 minutes

Presentation & Feedback 30 minutes

Q&A


Purpose of Assessment

• Understand the role and behaviours of a good Change Agent

• Help others understand their strengths & weaknesses as a Change Agent

• Improve your own abilities as a Change Agent

Take Away…

• Questionnaire

• Method



What is Change?

• An event that occurs when something passes from one state or phase to another.

• Make or become different in some particular way, without permanently losing it’s former characteristics or essence.

• Change denotes the transition that occurs when something goes from being the same to being different.

In business terms…

When there is an integrated change to process, systems, organisation and people that benefits the business in some way.

What Makes A Good Change Agent?Overview


Reasons For Change


• Regardless of the reasons all change will be an integrated shift of people, processes, systems and organisation.

• So, all change is the same!

Type Description

System initiated • Adding new capabilities.

Mergers & Acquisitions • Merging structures to form a single business.

Strategy • Positioning the business for the future.

Efficiency • Getting more out of what you have.

External demands • Compliance to regulations & legislation.


Key Roles


Every person should be a Change Agent!

Role Responsibility

Board/Executive Financial & strategic fit.

Sponsor Overall outcomes of the change.

Stakeholders Implementing change in their areas.

Programme Manager Manage the overall change activity for business.

Design Assurance Integration of all aspects of change.

Project Manager Delivery specific aspect of the change.

Process Lead Redesigning the business processes.

IT Lead Developing supportive systems.

HR Lead Managing people & organisation change.

Communications Lead Inbound & outbound advice about the change.

Programme Office Lead Keeping track of information & contracts.

Business Manager Communications and resource management.

Subject Specialist Providing specialist knowledge about the business.


Structures (Programme & Projects)


PROJECT A

PROJECT B

etc

Process/IT/HR Leads

BUSINESS(Managers, Subject Specialists)

Design Assurance Communications Programme Office Planning

Stakeholder(s)

Programme Manager

Sponsors

Board/Executive

Pro

gra

mm

e M

anagem

ent

Pro

ject

Managem

ent


Change Lifecycle


ConceptualDesign

PlanReason for

Change

GOVERNANCE

Implement

Process

Systems

Organisation

Test

Train

Prepare

CHANGE MANAGEMENT


Governance

• Unique to every organisation.

• Should ensure that every change:

– Fits with strategy

– Is in best interests of the business

– Can be funded

– Can be resourced

– Is cost effective

– Provides right return to the business

– Is context set with other initiatives

– Is adapted or suspended as events/situations change

– Has best chance of success.



Change Management

• Not always specific to a Programme or Project.

• Should ensure for every change:

– Current culture and behaviours are honestly understood.

– Considers required cultural and behavioural aspects of change.

– Sets Targets for the culture and behaviours.

– Selects Tactics to achieve the Targets.

– Measure the success of Tactics.

– Ensures the changes to process, systems and organisation do not undermine the Targets.



Large vs. Small Change

• Size of the change makes no difference to the person impacted.

• Generally the size only changes governance, risk and Programme methods.

Radical vs. Incremental Change

• Whether a change is radical (i.e. everything changed significantly in one step) or incremental (i.e. changes are eked out one step at a time) makes little difference to the person impacted.

• They are aware of the full impact of change regardless of when it happens.



People’s Reaction To Change


Position Thought Process

Denial What Now??? How will this affect me? Can I ignore this? When is it going to happen? These things usually die a death!

Fear Is this nonsense still on the agenda? Can I still ignore this? Will I still be able to do my job? How will I find the time for this?

Resentment Just tell me what I have to do! Where’s the detail about this? How am I supposed to do my job AND this? Why do we have to do this?

Curiosity This isn’t going away. I guess I better get involved. Give me more information.

Comprehension I get this now but we need to consider… I can make this work.

Commitment This is ok. It makes sense. I can see some benefits. I can explain it to others.


Ownership

• Many changes are cross functional. Who is the owner?

• If the owner is very senior, they often do not know the detail or have the time to learn.

• If the owner is not senior, they often represent their function only without the ability to change other functions.

• Sometimes the owner is allocated without their real commitment!

Commitment

• Few changes happen without significant effort, energy, drive & commitment.

• Commitment is the last step of people’s reaction to change.

• People go through the process of change at different speeds.

• So, commitment at all levels by all people is hard to achieve.

What Makes A Good Change Agent?Typical Problems


Comprehension

• The nature of change is NOT to have all the answers up-front.

• Design is a drill down from Concept to Detail.

• People lower in the organisation structure work best with the Detail.

• So, comprehension is not achievable until there is sufficient detail about the Design.

Strategic Fit

• People need to see the real reasons why a change will benefit the business and therefore them.

• That means they need to understand why it is good for the business.

• If it does not clearly fit with business strategy people will challenge the purpose of the change.



Completeness

• Too often the scope of change is carved according to the Sponsors ability to make change, funding or within context to other initiatives.

• So, the scope of the change is frequently incomplete.

• People detect this and raise issues that the Programme/Project Manager cannot resolve.

3rd Parties

• Many changes rely on the capabilities of a 3rd party (i.e. Systems).

• The 3rd party’s failure to deliver what was asked for damages the credibility and success of the change.



Methods

• Making changes usually relies on integrating the different methods for Governance, Programme, Project, Change Management, Process Design, Systems and Organisation.

• These methods often have different leads and overlap and gap.

Integration

• Integrating the methods and ultimately the solution design (process, systems, people, organisation) is quite difficult.

Set Up

• Programmes and Projects can be doomed to failure from the moment they are set up.

• Poor sponsorship, incorrect scope, conflicting methods, inadequate resources or skills, etc.



Control

• Maintaining control over all the moving parts of a change is very difficult.

• Change is an integrated shift and relies on all parts moving in a co-ordinated way.

Silos

• Organisations work in silos.

• In theory the cohesion between silos is managed at the executive level but this is not always the case.

• Silo based change fails to achieve the benefits of cross functional change.



Skills

• Nobody likes change much, not even the change agents.

• Change is a challenge and often there is an inbuilt inertia towards change.

• Despite making endless change to organisations we don’t always appreciate all the skills that make it successful.

Behaviours

• We need to accept that few people welcome continuous change.

• In fact, many people don’t welcome change at all.

• And if you are trying to change how they think then you probably won’t succeed.



What Makes A Good Change Agent?

What Makes A Good Change Agent?Change Agents

Everyone in this diagram is a Change Agent!

PROJECT A

PROJECT B

etc

Process/IT/HR Leads

BUSINESS(Managers, Subject Specialists)

Design Assurance Communications Programme Office Planning

Stakeholder(s)

Programme Manager

Sponsors

Board/Executive

Pro

gra

mm

e M

anagem

ent

Pro

ject

Managem

ent


What do they do?

Make the change possible by demonstrating:

• Commitment

• Comprehension

• Communication (speak & listen)

• Clarity

• Emotional awareness

• Empathy

• Competence

• Consistency

• Directness

• Courage



What Are Their Attributes

Skills


1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

Rating Score

Programme Management Knowledge

Project Management Knowledge

Understanding of Change Process

Awareness of all Methodologies (process, systems, organisation, people)

Knowledge of most areas of the business

Expert in own area of business

Comprehension of organisation strategy

Understanding of organisation model, e2e process, systems map



Capabilities


1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

Rating Score

Experience making successful change

Problem solving abilities

Appreciation of organisation behaviours

Self leadership

Willingness to take personal risk

Emotional management under stress

Able to think clearly



Communication


1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

Rating Score

Ability to present

Able to listen

Negotiation

Conflict management

Credibility

Ability to persuade



Attitude


1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

Rating Score

Open and honest

Direct and forthright

Clear and well understood values

Receptive to new ideas

Able to challenge self

Work well in team

Focus on end objective



Positioning


1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

Rating Score

Aware of ego needs

Focus on getting the outcome

Care of others feelings

Able to challenge without threatening

Self confidence

See the ‘bigger picture’

Able to focus on other people

Able to motivate 1 2 3 4 5

HIGHLOW



Behaviours


1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

1 2 3 4 5

HIGHLOW

Rating Score

Aware of own behaviours

Able to manage own stress

Able to help manage others stress

Aware of own body language

Willing to be wrong


What Makes A Good Change Agent?QuestionnaireAssessing Yourself As A Change Agent?

• Question to be completed by you

• Be honest

• No right or wrong answers

• This is NOT a psyche test

• A tool to help you see your strengths & weaknesses

• Target areas for improvement

• Or at least be more aware of you

• And to help you understand others


Method

What Makes A Good Change Agent?Using The Questionnaire With Others

Use the Course Training materials to context set the Questionnaire otherwise it can seem quite threatening.

Context SetQuestionnaire

Person completesQuestionnaire

PlanDiscuss

Responses

IdentifyStrengths &Weaknesses


Giving Feedback

• Don’t over read the responses.

• This gives you an idea of strengths and weaknesses BUT doesn’t mean you are not a good Change Agent.

• This is about improving attributes.

• As with any change, it’s a slow process.

What Makes A Good Change Agent?Using The Questionnaire With Others


Recap

• Overview of Change

• Typical Problems

• Change Agent Attributes

• Self Assessment

• Approach for Assessing Others.

Case StudyIntroduction


Session Plan


Session Close at 4.30pm

Subject Session Est. Timing

What Makes a Good Change Agent?

Overview of Change 30 minutes

Typical Problems 30 minutes

Change Agents 20 minutes

Complete Questionnaire 15 minutes

Self Assessment 30 minutes

Applying the Questionnaire 15 minutes

Q&A

LUNCH 60 minutes

Case Study Change & Programme Management Methods

30 minutes

Case Studies (x2) 50 minutes

Study Case 40 minutes

Presentation & Feedback 30 minutes

Q&A


Session Objectives

• Context set Change Management with other methods

• Gain understanding of a Change & Programme Management methodologies

• Understand two sample Case Studies

• Apply your learning to a Study Case

• Present your recommendations to the Group



Purpose of the Case Studies & Study Case

• To provide examples of fully integrated Change Programmes

• The Study Case presents a Change requirement within an organisation

• Requested to provide advice on how they should/could proceed

• So, this is likely to be the type of problem you could be confronted with

Take away…

• Two Case Studies

• Study Case

• Suggested approach



How Methods Fit together

Case StudyChange Management

Governance

CHANGE MANAGEMENT

RESOURCE MANAGEMENT

Programme Management

Project Management

BPR

SDLC

/SILC

Organisation

Budget M

anagement


Integrated Change


OrganisationStructure

Systems&

Tools

People Processes

IntegratedChange

CurrentEnvironment

TargetEnvironment


Change Management Lifecycle


ChangeTargets

Current/ FutureState Gap

Scope ofChange

ChangeReadiness

Capacity forChange

Assessment

Plan Tactics Track ReinforceApplyTactics

CulturalImpact


Overview Of Each Step


Activity DescriptionChange Targets The Change Targets specify what behaviours, attitudes and culture the organisation wants in

the future. The Change Targets need to be specific and, if possible, measurable.

Current/Future State Gap We need to understand the current culture and behaviours of the business to assess how great the gap is between current and future state.

Scope of Change This assesses what will be changing in the business (i.e. processes, systems, organisation, and people).

As there is likely to be a modernisation programme these changes will need to integrated.

Capacity for Change This assesses how well positioned the people are to make the change (i.e. leadership, experience, mentors, attitude towards change, entrenched behaviours, trust in management etc.).

This determines how much effort it will be to make any changes, constraints, risk and timing.

Change Readiness This assesses and reviews the organisation as a whole to understand how people, managers and leaders will accommodate change.

Cultural Impact The underlying culture of the organisation significantly impacts the people’s ability to make the change happen.

The culture is likely to vary across the organisation and it is a question of using the cultural strengths.

Plan Tactics Change Tactics are selected, customised and time-based on what is likely to best create the future state.

Apply Tactics Change Tactics are then applied over a period (often 1 – 2 years) to create the desired future state.

Track The success of the Change Tactics will need to be assessed so they can be changed or adjusted to create best outcome.

Reinforce Usually there is an ongoing need to reinforce the new behaviours and attitudes to maintain and continue to develop the people.


Overview


TARGETS People are innovative We have honesty & integrity Management are open & receptive No barriers between divisions etc

CONSTRAINTS People are tired of change Culture doesn’t encourage change Performance rewards are not aligned Must change processes & systems as well etc

TACTICS Access to XYZ training Review performance rewards Align to XYZ process project etc


Sample Change Journey


EF

FO

RT

TIME

Assess Change Management Change Targets Change Tactics* Track Training

PersonalDevelopment*

Identify Leaders,Champions, Mentors*Initiate Communications*

Identify Training/PDNeeds*

Develop IndividualTraining Programmes*Initiate Feedback Forums*Modify PerformanceRewards*

Assess Success ofTactics*Review WorkingMethods*

Initiate AdditionalManagement Training*

PEOPLE CHANGE

SITEMODERNISATION


Programme Design

Case StudyProgramme Management

CURRENTSTATE

FUTURESTATE

CHANGE PROGRAMME(Projects)

Current processes,systems, organisation,skills, people, etc

Future processes,systems, organisation,skills, people, etc

BPR

Document Management

Membership Application

Web Enabling

Etc.

Document Printing

*1

*2

*3*4

*5


Lifecycle


Design process, systems,organisation, based onfuture state

Ensure design integratewith other projects

Train personnel

Convert data

Go live

Develop & test systemsolutions

Detailed design ofprocess, systems,organisation

High-levelDesign

Detailed Design Development Implementation


Team Structure


BPR

Data Migration

Organisation Re-structuring

Web Enabling

Etc.

System Development

Year 1 Delivery£/return



PROJECTS

TimingROI

Sponsors & Stakeholders

Programme Director

DesignAssurance

Planning &Control

CommunicationsProgramme

Office


Initiation


Set-up ProgrammeManage Change

Programme

Set-up

Describe FutureState

Assess Gap FromCurrent To Future

State

Review CurrentProjects

DevelopProgramme Plan

Review & ApproveWith Stakeholders

LaunchProgramme

Review mission/values/objectives

Review business targets/model/functions/process/organisation/systems/culture

Develop draft Future State& discuss

Develop high-level plans(tasks, timing, costs) forall projects

Aggregate projects togain programme view

Estimate costs &deliverables by year

Review current projects& how they fit with‘likely’ projects

Amend project scope asrequired

Assess current businessand Future State

Develop list of changesto business and ‘likely’projects

Present to stakeholders:- Future state- Programme Plan- Programme Team


Situation

• Large education institution (classified as a Charity) with 6 sites across the UK plus some online training courses.

• 8,000 full time students; 3,000 part time students.

• Legislated to provide education on a self funding not for profit basis.

• Core business model:

Case StudyCase Study 1 – Large Education Organisation

All financial transactions AP, AR, GL, Reporting Payments; Refunds; Receipting; Changes; Deferrals

FINANCE

All assessments reviewed by3rd party board

Will purchase courses for staff Act as “funders” Primarily large commercials

Courses Assessments

Students Clients

May be individual courses From 1-day course to annual May be under-graduate &

post-graduate Courses delivered by tutors Facilities tied to courses

Must be post-graduate May be full/part time 11,000 students per annum Students do all enrolments


Design Objectives

• To web enable the Enrolment; Payment; Changes; Access to Courseware; Deferrals; Refunds.

• All core data to be integrated without duplication.

• Resolve current issues with Clients purchasing courses on behalf of Students.

• To simplify complex processes such as Multi-Deferrals and Refunds.

• To improve Reporting (financial system does not have transaction level data).

• To ensure processes support all courses (do not know all courses and products).

• To be able to sell courses to overseas clients.

• To make it possible to ‘modularise’ courses.



Problems

• IT group are slow to respond to any requirements.

• Previous attempts to change core system has been very difficult.

• Cannot web enable current systems due to duplication of data across systems.

• People only understand their jobs.

• Core processes are extremely complex; not documented; in people’s heads.

• People are very edgy about change to their jobs; not highly paid; been in position for 10 or more years.

• People very intimidated by the Deputy CEO; trust his intent but find him difficult to understand.

• Feeling very threatened by the possible changes to the accreditation for the field.

• A lot of initiatives in progress but not integrated or controlled.

• Funding is tied to annual sales.

• Board largely Academic and not interested in Operations.



Recommended Approach

• Develop Conceptual Design with Product (Course) Marketers.

• Map existing business at high level to understand how work is done now.

• Work with Deputy CEO to understand his vision.

• Document High Level Conceptual Design.

• Compare to Current Business.

• Develop key Change Projects.

• Cost and resource all Projects.

• Present to Board for Approval.



Programme Design• Key Projects:

– Move finance transaction data to Finance System (Agresso)– Develop data model for all core systems (create DBOR).– Move data to right DBOR.– Add new system (SalesLogix) for Clients.– Design functions to be web enabled including workflow control.– Develop staged web enabling (including Barclays for financials).– Document all Products & maintain single Product list.– Have single marketing control for all Products.– Put in place Customer Centre to manage all customers (students & clients).– Add data warehouse for operational and marketing reports.

• Programme Design:– Create Business Change Group (BCG) for Stakeholder Group.– Appoint Programme Manager; Business/Systems Architect (Design

Assurance); Project Managers; Replace IT Project Control.– Fully visible integrated suite of Projects where everyone understands the

scope of purpose of each Project.



Results

• So far…– Financial transactions on Finance system.– Financial web enabling for core courses completed.– Migrated Clients to SalesLogix.– Data cleansed of Client and Student records.– Single data model (DBOR).– Single web portal.– Customer Centre in place; processes being cutover from current.

• Programme Team in place and working well but control no longer with IT; combination of Design Assurance, interim managers and business control.



In-transit Problems

• Vendors have consistently failed to deliver anything on time or to budget.

• Has taken extreme control (i.e. taking source code, firing, refusal to pay) of vendors to get systems in place.

• Ad-hoc and confusing interference by various executives including priorities but usually Programme is adjusted or they give up.

• Staff have become edgy about changes and needed one-to-one counsel and some staff have been encouraged to leave.

• Access to resources at times has been difficult due to competing pressures. Programme is adjusted at times or 3rd party support used.

• Ran out of funding for 2 months; Projects were delayed.



Outcomes to Date

• Overall impressions are positive.

• People are on-board.

• Vendor management issues are better understood and people have lower expectations and less trust.

• There is good positive momentum and most people are swept up in the language of change.

• Went from stale and static environment to believing they are preparing for the future and will be well positioned against competitors.

• Commitment of the Deputy CEO has been instrumental.



Situation

• Antiquated market sellers with 2,000 vendors selling product on a 1 Billion Pound lot of government land in London.

• Need to redevelop land over 10 year period while sustaining the existing market which supplies 20% of food to London.

• Being managed by a team of 39 staff who have been with the organisation for 30 odd years.

• Barely automated; very change adverse; still using typewriters!• Core business model:

Case StudyCase Study 2 – Government Agency

All revenue collection & payments AP, AR, GL, ReportingFINANCE

Sunday Market Car parking Recycling Other revenue

Quarterly lease payments forsite use by Tenants

Site Management Ad-hoc Services

Tenants Lease Management

Security Cleaning General maintenance Temperature control

Sellers of product Some product assembly

(Foods Standards Agencyissues)


Design Objectives

• Automate all key processes (i.e. leases, tenants, site, services, all financial transactions).

• Train all personnel to use a computer (not a typewriter).

• Make electronic payments (not cheques or cash).

• Modernise the workforce and prepare them for the future development of the site.

• Use COTS to drive new processes into the organisation.

• Decided not to convert any data other leases.

• And to do it within 5 months and £245,000 for systems, process and people change.



Problems

• The workforce very resistant to change and did not want it.

• The CEO was new to the role.

• Limited funding to replace all systems.

• The 3rd party HR support was poor.

• People were highly emotional and reactive to the change.

• The vendors were, as usual, difficult and hard to manage despite using a dedicated 3rd party manager.

• A lot of the lease/financial agreements were in people’s heads. Historical documentation was very poor.

• Lease Manager was asked to leave due to behavioural issues.

• The change was very compressed.




• COTS products only.

• Very limited data conversion.

• Systems to drive new processes (as people no ideas about processes and current processes were too poor).

• Define organisation structure and job responsibilities. CEO introduced new layer of management.

• Prepare to replace or place key roles (i.e. Finance, Operations, HR, Customer Service).

• Make visible all leases and custom agreements.

• Train all personnel on IT and basic management.

• Supplement with interim managers.

• Primary Programme control to be done by CEO.

• Reduce number of staff by 9 (approx 25%).



Programme Design

• Key Projects:– Implement integrated Finance and Letting System.– Design Organisation Model and Job Descriptions.– Training Programme for all Staff.– Data conversion/creation for key data (i.e. leases).– Document Processes from systems to match job roles.– Appoint and brief interim managers.

• Programme Design:– Made all senior managers members of Stakeholder Group.– Programme team provided Design Assurance, Project Management and

Vendor management.– Communications done by Sponsor/CEO.



In-Transit Problems

• There was significant issues with the people; they resisted the change in every way possible (i.e. failing to attend meetings; non responsive to training; some people left; would not give up control of processes).

• All key positions were replaced except for Finance.

• Finance and Operations Interim Managers left early and it took 4 months to replace them; additional work managed by CEO.

• The environment was somewhat chaotic due to the rapid change.



Results

• All systems were put in place successfully.

• New processes; systems and new organisation structure and staff now working well.

• But has taken at least a year to stabilise.

• No loss of tenancy, revenue and profit increased slightly.



Situation

• Membership based protection group. Provides advice and Claims processing for Members.

• Approximately 200 staff in 2 locations (Leeds, London).

• Core business model:

Case StudyStudy Case – Not For Profit Organisation With Members

MEMBERSHIP

All financial transactions AP, AR, GL, Reporting Payments; Refunds; Receipting

FINANCE

ADVICE CLAIMS

Financially based 400 claims open at any time Usually settled out of court Need legal/medical skills

24-hour phone Must check membership 30 calls/day Medical/legal advice

250,000 members 30% international Annual renewal Premium based on risk Renewals; refunds; quotes; changes Student members free


Design Objectives

• Integrate all data (Claims, Members, Finance).

• Provide web enabled services to members and staff.

• Make the Organisation more efficient.

• Address current system issues (i.e. multi members).

• Change the relationship with the Members; give them greater control on Renewal, Claims and Support.

• Remove dependency on paper based Claims files.

• Make all information accessible to all personnel.

• Simplify Refunds processes.

• Remove data duplication across systems.

• Make it easier to check if a Member is a Member.



Problems

• Have just initiated 10 or more related Projects.• Projects will change all aspects of the systems and process model.• Projects are sponsored by Line Managers.• CEO is concerned there is no cohesion between the Projects.• The Target Design is NOT documented or clearly understood or agreed

with all Executive/Managers.• BPR team have stopped work because there is no Target Model for

them to design with.• Past attempts to replace systems have failed.• One Executive has been made responsible for ensuring Projects are

cohesive BUT she has no control over the Sponsors.• Many of the staff have been with the Organisation for more than 10

years.• There are limited Programme/Project/Change/Senior Management

skills in the Organisation.




????

Programme Design

????

Likely Problems

????

Reasons & Benefits for your recommendations



Assessment

• Evaluate the situation, objectives and problems.

• Develop Recommended Approach.

• Develop Recommended Programme Approach.

• Take a guess at what is likely to go wrong.

• Give reasons and benefits for your recommendations.



Present Assessment

Feedback



• To work well with the people a good Change Agent needs to:– Know themselves well.– Have the best Skills, Capabilities, Attitude, Positioning & Behaviours.– To know how to get the best out of people.– Be able to speak the hard truths without harming or de-motivating others.

• To give balanced advice to the organisation a good Change Agent needs to:– Be able to step back and see the organisation as a whole.– Understand the full dimensions of change; process, people, systems and

organisation.– Be able to see the whole problem and offer solutions that deals with all issues

and needs in an integrated and controlled way.– Be able to adapt the Programme in-transit to the realities of the Change.– And to have a good grounding in all Change Methodologies for Programmes;

Projects; Systems; People; Organisation and Process.

Change Management SessionRecap


Q&A

THANK YOU!

Change Management SessionFinal Q & A


• Miragroup are a small specialist Change and Programme Management and Process Improvement team originally based in Australia and now in the UK since 2000.

• We have extensive global experience in Business Process Re-engineering across most industry sectors including Insurance, Manufacturing, Retail, Banking, Telecommunications, Transport, Government, etc.

• We have re-engineered all functions within business including HR, Finance, OHS, Sales, Marketing, Operations, Claims and Payment Processing, Legal, Treasury, Supply Chain, Distribution, Logistics, etc.

• All our analysts are senior specialists and we help our clients to set up and initiate internal Process and Performance Improvement Teams.

• We believe strongly in skills transfer to our clients and have documented our methods on a public access website, www.imct.managechange.co.uk.

About MiragroupExperience

Clients• Our clients include Cadbury, College of Law, CGMA, Watson Wyatt, Scottish

Power, BT, Hansons, R&SA, AMP, Dairy Crest, Abbey Bank, etc.


About Miragroup

Contact

For further information please contact:Sue TanCEO, Miragroup75 Cannon StreetLondon, EC4N 5BN(44) 0771 289 [email protected]

Change Management Training Session

Business

Transcript of Change Management Training Session