Pink Elephant – Translating Knowledge into Results
The 4 Ps of Successful Organisational Change
People, People, People, People!
(Or….the ABC of ICT!)
Pink Elephant EMEA Ltd
Think Differently. Think Pink
The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
Introduction – Peter Hubbard
Principal ITSM Consultant
Worked in ITSM for over15 years
Regular speaker at industry events
Worked in all sorts of organisations, large and small.
City of London
The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
Growing pains.... The Griener Growth Model
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The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved. 4
Organizational Development Stages
Stage 1
Network
Stage 2
Directive
Stage 3
Delegation
Stage 4
Coordination
Stage 5
Collaboration
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Operational
Tactical
Strategic
The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
So how do I deliver better value in IT?
SERVICE STRATEGY
Strategy Management For IT Services
Service Portfolio Management
Business Relationship Management
Financial Management For IT Services
Demand Management
SERVICE OPERATION
Event Management
Incident Management
Request Fulfillment
Problem Management
Access Management
Functions
Service Desk
Technical Management
IT Operations Management
Application Management
SERVICE DESIGN
Design Coordination
Service Catalog Management
Service Level Management
Availability Management
Capacity Management
IT Service Continuity Management
Information Security Management
Supplier Management SERVICE TRANSITION
Transition Planning & Support
Change Management
Service Asset & Configuration
Management
Release & Deployment Management
Service Validation & Testing
Change Evaluation
Knowledge Management
CONTINUAL SERVICE
IMPROVEMENT
Seven Step Improvement
5
The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
Process Re-Engineering Changes
Everything!
People
Enhanced skills
Multi-functional teams
Values/beliefs
Cultural biases
Training
Career development
ProcessSingle point of accountability
Logical group of activities
Cross departmental
Defined procedures
Repeatable, consistent
Global standards
Management
Mgmt. commitment
Mgmt. participation
Compensation/rewards
Values/beliefs
Coaching/enabler
Career opportunities
Organizational design
Technology
Teamwork enabled
Service Management tools
Integrated data sharing
Knowledge management
Management information
6
The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
Change Project Failure Rates
1995 Kotter published research showing that only 30% of change
programs were successful
1998 Turner & Crawford published a study showing only 33% of
change programs achieved partial or complete success
2005 Prosci published of study of 10,000 projects and found 29%
were successful
7
2008 McKinsey report indicates that
success rate for change projects is
still just 30%
2011 Standish Group report that the
success rate still just is 34%
The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
So why do change projects fail?
“60% of change projects stumble on precisely the things
they are trying to transform; employee attitudes and
management behaviour” Source: Geoff Wade “Cracking the Change Code”
Kotter: 1995
Mckinsey :2005 & 2008
Prosci: 2005 & 2009
Other studies show that positive attitudes to change are
vital to succeeding in cultural change programs Kotter: 1995
Martin: 1998
Gilmore & Barnett: 1992
Adams, Russell Gaby: 2000
8
AttitudeBehavior
Culture
The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
What is ABC?ABCofICT
What’sthat?
Attitude – how we respond (positively
or negatively) towards a certain idea,
object, person or situation
Behaviour – response of an individual
or group to an action, environment,
person or stimulus
Culture - encompasses all learned
and shared, explicit or tacit,
assumptions, beliefs, knowledge,
norms and values
The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
..that Iceberg won’t stop US! Full steam ahead! Value is our goal
ABC is like an iceberg; a lot of it hidden beneath the surface, and capable of inflicting huge damage!
We embark on
our ITIL journey
to Transform
our ITSM
capabilities and
deliver
business
value
Relevance of ABC?
The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved. 11
Emotional Cycle Of Change
The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved. 12
1250
people
‘Resistance’ – The Top Ten
Saying ‘Yes’; meaning ‘No’
No management commitment
ITIL is the objective not what it should achieve
Never mind about following procedures just do
what we normally do
ITIL Never work here
Throwing (ITIL) Solutions over the wall and
HOPING people will follow them
IT thinks it doesn’t need to understand the
Business to make a Business case
Unable to specify VALUE for the business
No understanding of Business impact & priority
Plan, Do, Stop…No real CSI
1
2
3
4
5
6
7
8
9
10
The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved. 13
Do you see resistance to change by people to be a
major concern to your ITSM implementation project?
Poll Question 1
Pink Elephant – Translating Knowledge into Results
Considerations For
Implementing Service Management
The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved. 15
Don’t run before you can walk…
Optimising
1
2
3
4
5
In terms of:
-vision and steering
-people
-processes
-technology
-cultureInitial
Repeatable
Defined
Managed
Pro
cess m
atu
rity
© Crown copyright 2007 Reproduced under license from OGC Figure 8.3 Service Design, page 212
The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved. 16
IT o
rgan
isati
on
al
matu
rity Value chain
Business
Customer
Product
/ Service
Technology
Business influence
Easy way to see where you are…
© Crown copyright 2007 Reproduced under license from OGC Figure 8.2 Service Design, page 212
The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved. 17
5) Value Chain Focused
Service Strategy
Service Portfolio Mgmt.
4) Business Partner Focused
Financial Mgmt (costing and charging)
IT Service Continuity Mgmt. (Integrated with Bus Cont)
Demand Mgmt.
Transition Planning and Support
3) Business Customer
Focused
Service Portfolio Mgmt. (CSI Focused)
Financial Mgmt. (service based costing)
SLM (Business Relationship Mgmt.)
Service Catalog Mgmt. (Interactive / business customer)
Capacity & Availability Mgmt.
Enterprise IT Supplier Mgmt.
Knowledge Mgmt.
2) Service Focused
Service Portfolio Mgmt. (Project Focused)
Service Level Mgmt. (ola / sla)
Release & Deployment Mgmt. (SVT & Evaluation)
Service Asset & Configuration Mgmt.
Problem Mgmt. (Proactive)
Information Security Mgmt.
Request Fulfillment / Event Mgmt.
IT Service Continuity Mgmt. (IT focused)
1) Technology Focused
Change Mgmt
Problem Mgmt. (RCA – Reactive)
Incident Mgmt.
Service Catalog Mgmt. (IT & user focused)
Access Mgmt
Logical and Physical Device Security
Capacity, Availability, Event (component / domain)
Continual S
erv
ice Im
pro
vem
ent
So where should I start my journey?
The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
So how do I handle the cultural change?
1. Establish a sense of urgency
2. Create a guiding coalition
3. Develop a vision and strategy
4. Communicate the change vision
5. Empower broad-based action
6. Create short-term wins
7. Consolidate gains / more change
8. Anchor in the culture
The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved. 19
J. P. Kotter’s ‘Eight Steps…’
Leading change:
Eight Steps
Core challenge Desired behaviour
1. Establish a sense of
urgency
Get people ‘out of the bunker’ and
ready to move
People start telling each other,
‘Let’s go, we need to change
things!’
2. Create a guiding
coalition
Get the right people in place with
the trust, emotional commitment
and teamwork to guide the difficult
change process
A group powerful enough to guide
large changes influences others
to accept change, and one that
works well together
3. Develop a vision
and strategy
Get the guiding team to create the
right vision and strategies to guide
action in all of the remaining stages
of change. This requires moving
beyond number crunching to
address the creative and emotional
components of vision.
The guiding team develops the
right vision and strategy for the
change effort.
4. Communicate the
change vision (and,
communicate it over
and over again)
Get as many people as possible
acting to make the vision a reality.
People begin to buy in to the
change and this shows in their
behaviour.
© Crown copyright 2007 Reproduced under license from OGC Figure 8.2 Continual Service Improvement, page 157
The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved. 20
J. P. Kotter’s ‘Eight Steps…’
Leading change:
Eight Steps
Core challenge Desired behaviour
5. Empower broad-
based action
Remove key obstacles that stop
people from acting on the vision.
More people feel able to act, and
do act, on the vision.
6. Create short-term
wins
Produce enough short-term (quick)
wins fast enough to energise the
change helpers, enlighten the
pessimists, defuse the cynics and
build momentum for the effort
Momentum builds as people try
to fulfill the vision, while fewer
and fewer resist change.
7. Consolidate gains
and produce more
change
Continue with wave after wave of
change, not stopping until the vision
is a reality – no matter how big the
obstacles
People remain energised and
motivated to push change
forward until the vision is fulfilled
– fully realised.
8. Anchor new
approaches in the
culture
Create a supporting structure that
provides roots for the new ways of
operating.
New and winning behaviour
continues despite the pull of
tradition, turnover of change
leaders, etc.
© Crown copyright 2007 Reproduced under license from OGC Figure 8.2 Continual Service Improvement, page 157
The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved. 21
Effective Management of Change
Necessity if there is no necessity established, there
is a lot of resistance from the people
Vision if there is no vision, there is confusion
among the employees
Plan if there is no plan, there is chaos in the
activities and the transition
Resources if there are no/fewer resources, there is
frustration among the employees
Competence if there is no competence, there is fear or
failure among the employees
Five important ingredients of change:
The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved. 22
Managing Organisational & Stakeholder Change
Do
Establish a baseline and vision
Develop a communication strategy and check that
communications are understood
Identify impact on other services, processes, systems
and people not involved in Service Transition
Identify impact on customers/users and other
stakeholders
Be able to articulate and communicate why are we
making this change
Identify new skills/knowledge required
The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved. 23
Managing Organisational & Stakeholder Change
Do
Consider development requirements including training, coaching, mentoring
Promote the right culture
Promote organisational discipline
Integrate HR support
Put the right people in the right role/job
Help people to manage stress
Encourage people to think that the situation can be improved – it generally can be
Provide easy access to information about the change
Ensure new or changed documentation/instructions are concise and understandable for the target audience
The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved. 24
Managing Organisational & Stakeholder Change
Don’t
Try to micro-manage everything
Put minor changes through bureaucratic processes
Forget the agreed degree of exposure to risk
Focus solely on the IT
Forget the people
Over-complicate things
Ignore the after effects of failed changes on people
Neglect the costs of transition
Succumb to inertia
Pretend that there will be no losers
The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved. 25
Equipped And Ready!!
Fact: Many ITIL implementations fail to achieve their desired aims.
A Forrester report revealed that the biggest reasons for ITIL
initiatives failing is resistance (Behavior) to change 52%.
(We don’t know how to convince people)
Fact: More than 70% are unable to measure or demonstrate the
value of an ITIL improvement program.
(We don’t know how to apply)
Fact: 94% said current ITIL training and certification
doesn’t help address ABC issues.
(We don’t know how to solve the above)
AttitudeBehavior
Culture
ITIL: Does it help or hinder?
The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
Poll Question 2
Are you implementing IT Service Management as
a formal project or as a BAU activity?
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The 4 Ps of ITIL People, People, People, People © Pink Elephant 2014 unless otherwise stated. All Rights Reserved.
Questions?
www.pinkelephant.co.uk
@PinkElephantUK
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