"Change management". Workshop 8 ottobre Advance School - LaMarsh Global

© 2013 LaMarsh Global

THE LEADER AS SPONSOR

OF CHANGE

K. J

udge

K. Judge

2© 2013 LaMarsh Global

SESSION GOALS

Recognize the value of change management and what it could mean in your organization

Determine your role and responsibilities as Sponsors who lead change and as Change Agents assigned to manage implementation

Employ selected Managed Change™ action steps to reduce potential risks and increase the probability of successful change

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WHY MANAGE CHANGE?

Time

Su

ccess

/Con

trib

uti

on

Breakthrough Vision

Breakthrough Point

Breakthrough Strategies

Inertia

The Business of the Business

OrganizationalTransformation

Organizational Marginalization

3


CHANGE MANAGEMENT

How does Change Management add value?

R = Qs x A

Results = Quality of Solution x Its Acceptance

4


FAILURE IS POSSIBLE

No Plan for Implementati

on

Fuzzy Definition of Desired State

Ignoring Potential for Resistance

FAILURE

5


OBSTACLES TO SUCCESSFUL CHANGE

Over 50% is directly attributable to employee behavior.

All other obstacles32%

Management behavior not supportive of the change29%

Employees fearfuland resistant to change23%

Inadequate resources (time, knowledge, money)16%

Best Practices in Change Management, ProSci

6


MANAGED CHANGE™ MODEL

Prepare to Change

ResistanceResistance

SponsorSponsor TargetTargetChange Agent

Change Agent

CultureCulture HistoryHistory

Identify the Change

DeltaDeltaCurrentCurrent DesiredDesired

Plan the Change

RewardRewardCommunicationCommunication LearningLearning

Implement the Change

7Sustain the Change


MANAGED CHANGE™ AS A PROCESS

Communication System

Communication System

LearningSystem

LearningSystem

Reward System

Reward System

3. Generate1. Create 2. Populate

Fishbone of Changes AnalysisFishbone of Changes Analysis

Key Role Map AssessmentKey Role Map Assessment

Delta Dip AssessmentDelta Dip Assessment

Desired State DesignDesired State Design

Current State AnalysisCurrent State Analysis

InfoMatrixInfoMatrix

4. Repeat as necessary until change is sustained

Culture AuditCulture Audit

History AuditHistory Audit

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A VIEW OF A WELL MANAGED CHANGE

Target Resistance is Identified & Analyzed

Desired State Definition is Clear

Sponsors are Effectiveat All Levels

Effective Change Management

Impact of MultipleChanges is Understood

Current State Case for Change is Strong

ResistanceIs Mitigated Effectively

Impact of History Is Acknowledged

Impact of CultureIs Acknowledged

Delta State Performance Impact is Acknowledged

Change Agents are Capable & Willing

Governance isOperational

Organization is CompetentIn Managing Change

Project ManagementIs Effective

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STAGES OF CHANGE

Current State

WHY?WHY?

Delta State

HOW?HOW?

Desired StateDesired State

K. Judge

WHAT?WHAT?

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CURRENT STATE

Structur

e

Process

Culture People

K. Judge

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DESIRED STATE

Structur

e

Process

Culture People

K. Judge

12


INTEGRATING MULTIPLE CHANGE INITIATIVES

Initial Public Offering

Supply Chain Initiative

Tunnel Project

Merger / Acquisition Growth

The Secret

Desired StateDesired State

100% CustomerSatisfaction

Financial System: Prophecy

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KEY ROLES

• Change Sponsors

• Change Agents

• Change Targets

• Change Advocates

K. Judge

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SPONSORS MUST . . .

• Understand the change

• Manage the change

• Deal with people

K. J

udge

K. Judge

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KEY ROLE MAP Name: ________________________________ Sponsor: Yes No _____________________ Change Agent: Yes No _________________ Target: Yes No _______________________ Issues/Concerns: _______________________ ______________________________________ ______________________________________

Name: ________________________________ Sponsor: Yes No _____________________ Change Agent: Yes No _________________ Target: Yes No _______________________ Issues/Concerns: _______________________ ______________________________________ ______________________________________




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TARGETS OF CHANGE

K. Judge

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MULTIPLE CHANGE INITIATIVESChange Initiatives

1. New Strategy Implementation

2. Customer Service Cross Selling

3. Compliance

4. Sales Recruiting

5. Web Chat

6. Problem Resolution

7. New Client Implementation

PRES

Manager

Supervisor

Front-Line(Agents)

VPHR

VP-SALES &MARKETING

VPOPERATIONS

VPFINANCE

VPTRAINING

3

3

1,4

1,4

1,4

1,4

1,2,5

1,2,5

1,2,3,45,6,7

1,2,3,4,5,6,7

1,2,3,5,6

1,2,3,4,5,6,7

1,2,3,4,5,6,7

1,2,3,5,6

1,2,3,4,5,6,7

1,2,3,4,5,6,7

1,2,3,5,6

1,2,3,5,6

1,2,3,5,6

1,2,3,5,6

1,2,3,5,6

1,2,3,5,6

1,2,3,5,6

1,2,3,5,6

1,2,3,5,6

1,2,3,5,6

1,3 1,4 1,4 1,2,5

1

3 2 5,64,7

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CHANGE INITIATIVES

PRES

Manager

Supervisor

Front-Line(Agents)

VPHR

VP-SALES &MARKETING

VPOPERATIONS

VPFINANCE

VPTRAINING

#

#

#

#

#

#

#

#

# # #

# # #

# # #

# # #

# # #

# # #

# # # #

1

3

2

4

5

6

Change Initiatives

1.

2.

3.

4.

5.

6.

7.

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CULTURE – AN ELEMENT OF CHANGE

• How we behave

• What we believe

• Rules we follow:– In rule book

– Unwritten rules

K. Judge

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HISTORY - WHAT WE’VE TAUGHT OURSELVES

Targets have learnedthat change is either

K. Judge

MANAGED WELL

MANAGED POORLY

OR

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K. Judge

Communication

Learning

Reward

Plan the Change

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K. Judge

Implement the Change

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RELATIONSHIP AMONG THE SYSTEMS

Current State Delta State Desired StateDesired StateK. Judge

Communication

Learning

Rewards

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Sustain the Change

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LESSONS LEARNED BY LEADERS

Targets of change need to know:

– Why change is necessary and no longer viable

– What the future holds and how they fit in

– How you plan to support them during the transition

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#1 – Clearly Address the Stages of Change


Targets of change need:

– Terminology that makes sense to them

– Clear definition of your “vision” statements

– Measurable goals

– To see where they are in the picture

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#2 – Provide Clear Definition of the Future LESSONS LEARNED BY LEADERS


Productivity

K. Judge

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#3 – Address the Dip in the DeltaLESSONS LEARNED BY LEADERS


= without change management

K. Judge

21 = with change management

2

2 3

THE IMPACT OF MANAGED CHANGE™

1. Reduces the degree of pain and drop in productivity

4

2. Accelerates the change; Achieves benefits sooner

3. Achieves higher level of results

4. Insures sustainability

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K. Judge

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#4 – Consistently Gain “Target” PerspectiveLESSONS LEARNED BY LEADERS


Reso

urc

es/

Tim

e

Commitment

MORE

MORELESS

Collaborative

Facilitative

Directive

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#5 – Choose a Change ApproachLESSONS LEARNED BY LEADERS


Clearly define the roles and responsibilities of the sponsors and those of the change agents

Sponsors Change Agents

Make it clear that resistance will be addressed Systematically identify the target

populations and the sources

of potential resistance

Commit the resources that are required to Identify the actions required to

reduce the resistance reduce the resistance and build the

plan of action

Do the communicating Write the speeches

Provide the rewards and reinforcements Determine what those need to be

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# 6 Know the Difference Between Sponsors and Change Agents



Steering CommitteeSteering CommitteeSteering CommitteeSteering Committee

Change Change Management Management

TeamTeam

Change Change Management Management

TeamTeam

Program Program Management Management

TeamTeam

Program Program Management Management

TeamTeam

Team 2Team 2Team 2Team 2Team 1Team 1Team 1Team 1 Team 3Team 3Team 3Team 3 Team 4Team 4Team 4Team 4

CommunicationCommunication CommunicationCommunication

EnterpriseEnterpriseEnterpriseEnterprise

LearningLearning LearningLearning

RewardReward RewardReward

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#7 – Establish a Governance Model



Current State Delta State Desired StateDesired StateK. Judge

Communication

Learning

Rewards

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#8 - Manage Resistance – Don’t Ignore It


MANAGING CHANGE REQUIRES COMMITMENT

Embedded into the hear of every change project and every individual's responsibilities

A complement to project management, new product introduction and Six Sigma processes

A requirement for long-term sustainable results Transferred to individuals and throughout the

organization

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A VIEW OF A WELL MANAGED CHANGE

Target Resistance is Identified & Analyzed

Desired State Definition is Clear

Sponsors are Effectiveat All Levels

Effective Change Management

Impact of MultipleChanges is Understood

Current State Case for Change is Strong

ResistanceIs Mitigated Effectively

Impact of History Is Acknowledged

Impact of CultureIs Acknowledged

Delta State Performance Impact is Acknowledged

Change Agents are Capable & Willing

Governance isOperational

Organization is CompetentIn Managing Change

Project ManagementIs Effective

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"Change management". Workshop 8 ottobre Advance School - LaMarsh Global

Business

Transcript of "Change management". Workshop 8 ottobre Advance School - LaMarsh Global