INTEGRATING CHANGE MANAGEMENT COMPETENCY BUILDS … · © 2016 lamarsh global integrating change...

© 2016 LaMarsh Global

INTEGRATING CHANGE MANAGEMENT COMPETENCY BUILDS BUSINESS CAPABILITYBBC 2016


RICK ROTHERMEL Change management expert & CEO of LaMarsh Global

[email protected] @rrothermel


Participants will…

• Business focus is on performance and results • Change management aligns with BABOK • Change discipline reduces failure, minimizes resistance and

accelerates acceptance • Assessing an organization’s readiness for change • Ten Steps to building change capability

LaMarsh Global is a premiere, world-wide change management firm that provides a full range of advanced organizational change management (OCM) consulting, learning, and training services for businesses and individuals. To learn more about LaMarsh Global, please visit.

TODAY’S DISCUSSION


BUSINESS PERFORMANCE IN THE GOAL

TIME

SUCC

ESS/

CON

TRIB

UTI

ON

Breakthrough Vision

The Organization Is Transformed

Breakthrough Point

Breakthrough Strategies

The Business of the Business

The Organization Is Marginalized

Inertia


ACHIEVING A RETURN ON INVESTMENT

R = Qs x As Results = Quality of the Solution X Its

Acceptance

K. Judge


FAILURE IS POSSIBLE

FAILURE

Fuzzy Definitio

n of Desired State Ignore

the Potential

for Resistanc

e

No Plan for

Implementation

Underestimate the Impact of Culture

Inadequately

Resourced 70%


IDENTIFY & MITIGATE RESISTANCE

K. Judge


APPLYING CHANGE/BUSINESS ANALYST METHODOLOGY

DATA ANALYSIS

RESISTANCE MITIGATION

CHANGE/BUSINESS ANALYST METHODOLOGY

CHANGE

DATA COLLECTIO

N

TOOLS


“

CHANGE MANAGEMENT IS…

The organized, systematic application of the knowledge, tools, and resources needed to effect change in the people who will be

“

K. Judge


CHANGE AGENT & BUSINESS ANALYST COMPETENCY

IIBA Business Analyst • Business Analysis Planning &

Monitoring • Elicitation • Requirements Management &

Communication • Enterprise Analysis • Requirements Analysis • Solution Assessment & Validation

ACMP CHANGE PRACTITIONER • Evaluating Change Impact and

Organizational Readiness • Formulating Change Management

Strategy • Developing Change Management

Plans • Executing Change Management

Plans • Closing the Change Management

Effort


INCREASE THE PROBABILITY OF SUCCESS

R = Qs x As Results = Quality of the Solution X Its

AcceptanceMANAGING BUSINESS RESULTS THROUGH

ANALYSIS & ACTION


CHANGE CAPABLE ORGANIZATION

Target Resistance is Identified & Analyzed

Change Agents Are Capable & Willing

Sponsors are Effective at All Levels

Impact of Multiple Changes is understood

Impact of Culture Is Acknowledged

Impact of History Is Acknowledged

Triple Constraints and Resistance Are Mitigated

Effectively

Project Structure is Operational

Delta State Performance Impact is acknowledged

Project Team Members are Competent & Willing to Serve

Project Management Is EffectiveDesired State Definition is clear

Current State Case for Change is Strong


Appropriate Resources Allocated


TEN STEPS TO BUILDING OCM CAPABILITY

1. Establish “Building Organizational Capability” as a major change project

2. Socialize a clear, shared definition of the Desired State and an understanding of what “Organizational Change Capability” means

3. Adopt a proven change management methodology

4. Develop appropriate change management competency at all levels within the organization through training and application

5. Implement a capability maturity model/approach


TEN STEPS TO BUILDING OCM CAPABILITY

6. “Showcase” a successful project implementation.

7. Measure change management impact on project successes.

8. Establish change infrastructure and governance to support those who lead and facilitate change.

9. Coach and mentor Change Agents and Sponsors.

10. Align change management and organizational performance metrics.


IMPLEMENTING A MATURITY MODEL

Level 1 – Initial

Little or no change management applied. Success depends on individual efforts, not repeatable.

Level 2 – Repeatable

Some change management being used in isolated projects. Successes could be repeated, basic processes established, defined, and documented.

Level 3 – Defined

Multiple projects are using an established change management methodology. Standard process developed with attention to documentation and integration.

Level 4 – Managed

Standards and methods for managing change have been deployed organization-wide. Processes are monitored and controlled through data collection and analysis.

Level 5 – Optimizing

Competency is evident throughout the organization. Change management is the way things are done. OCM processes are constantly being improved to better serve the organization's particular needs.


CAPABILITY IMPLEMENTATION ROADMAP

• Engage leadership

• Align change to business mission, strategy and goals

• Define and scope the change

• Develop change strategy and change plans

• Identify, assess and engage impacted stakeholders

• Assess organizational readiness and risk


CAPABILITY IMPLEMENTATION ROADMAP

• Define and validate delta impact on organization

• Mitigate resistance throughout change life cycle

• Implement the change plan and develop sponsors

• Validate desired state performance

• Transfer to the business and sustain performance

LAMARSH.COM P. 312.464.1349 E. [email protected]

332 S MICHIGAN AVE, 9TH FLOOR CHICAGO, ILLINOIS 60604

INTEGRATING CHANGE MANAGEMENT COMPETENCY BUILDS … · © 2016 lamarsh global integrating change...

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