Download - Tips On How To Implement Enterprise-Wide Change

How to Implement Enterprise- Wide Changes: Managing the Complexity of Big Changes

Don HarrisonPresident and Founder, IMAPaula Alsher VP Client SolutionsApril 18, 2013

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Today’s Agenda

Why enterprise-wide change is so complicated

Common barriers to sustained adoption and value realization

Tips for managing multiple sponsors

Keys to success: resistance management and reinforcement

Q&A


Enterprise-Wide Change is Often “Transformational” in Scope, Complexity

Minor Minor Disruption Minor alterations to the Frame of Reference (FOR) resulting in

minimal disruption and resistance

1st Order Frame-Bending Major alterations to the existing FOR resulting in significant

resistance

2nd Order Frame-Breaking The old FOR is no longer adequate. A new FOR must be created

resulting in maximum disruption and resistance—requires old FOR to be broken down


Three Reminders About 2nd Order Change

It can’t be done incrementally

It can’t be made totally safe. It requires a leap of faith

You can’t go back. Once you cross the abyss, you can’t return to the old ways


10 Predictable Barriers to Enterprise-Wide Change

Lack of clear scope/definition Too many other changes competing for resources Poor implementation history No aligned, sustained leadership support Major employee resistance Weak motivation and non-aligned reinforcement Risk-averse cultures Poor communications Unclear and/or undisciplined governance structure Use of multiple approaches reinforces “silo” mentality


Accelerating Implementation Methodology (AIM):Project Management for People

Define the Change

Build Agent Capacity

Assess the Climate

Generate Sponsorship

Determine Change

ApproachDevelop Target

Readiness

Build Communication

Plan

Develop Reinforcement

Strategy

Create Cultural Fit

Prioritize Action

Plan

ImplementMonitor

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Overcoming a Silo Culture


A B C

x y z

Sponsors for Enterprise-Wide Change

Sponsors must have agreement on: Strategic priorities Strategic intent


And there must be reinforced inter-dependence

Don’t make structural responses to cultural or process problems

ActualPayback

PromisedPayback

Criteria for S

election

Crit

eria

for S

elec

tion

Criteria for D

efinition

SUCCESS

Expect the Most Resistance from Those With the Highest Interest in Things Remaining the Same

©2013 IMA www.imaworldwide.com 800-752-9254 All rights reserved.

CULTURE

WHO IS SUCCESSFU

L

LEADERS

Info

rmal

9

Line of Sight-Governance


Strategy

PortfolioChange Agenda

Programs

Projects

Implementation Roles in Enterprise-Wide Change

Primary responsibility for tactical implementation activity (strategy, design, deployment, evaluation).

Authorize, legitimize and demonstrate ownership for the change in their chain of command: possess the authority to initiate resource commitment (Authorizing Sponsor) or reinforce the change at the local level (Reinforcing Sponsor).

Individuals who believe in the change and thus are committed to helping drive it. Champions

Agents

Sponsors

Targets

11

Sponsorship is the single most important factor in ensuring fast and successful implementation.

Those whose behavior, expectations, skills, perceptions, and/or work processes, etc. you need to change.

C

A

S

T


Defining “Success” for Enterprise-Wide Change

Implementation Success Defined:

Installation does not equal Implementation

Installation

Implementation

On Time On Budget Technical Objectives met

Business Objectives met Human Objectives met


Human Objectives are Behaviors “We Seek to See”

Different behaviors for different target groups

Requires “Implementation-Specific” measures


Measures Must Be Developed Early

You must have implementation-specific measures.

14

The more often you measure, with immediate positive and negative reinforcement attached…

…the faster you can implement


Acceleration Depends on Readiness and Climate

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Project Team Activity Level is Not a Measure

Don’t be seduced by the frenetic activity of the project team!

Sponsor drive controls the pace of implementation.


Unsuccessful Sponsorship Creates “Black Holes”

Communication and reinforcement must cascade level by management level down the organization.

“Black Holes” are formed when commitment or compliance is not sustained at each management level and driven to the next level. 17

Cascading sponsorship must occur at each level between the Authorizing Sponsor (SA) and the final Targets (T3).

There must be Reinforcing Sponsors (SR) at each level between the Authorizing Sponsor (SA) and the final Targets (T3).

Compliance or commitment to the change must be Expressed, Modeled and Reinforced at each management level.

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Successful Sponsor Strategy


Sponsorship Must Appear Different

You can’t get transformational change with minor changes in Sponsor behavior.


Trust and Speed are Functional


Approach from the Sponsor’s FOR

• Frame the project in the Sponsor’s language and Frame of Reference– Faster– Cheaper– Higher Quality

• Identify how this project will exploit an opportunity or solve a problem for

that Sponsor personally


Working from Your Sponsor’s Frame of Reference

Identify the benefits to the Sponsor’s specific organization

Understand the disruption from the Sponsor’s Frame of Reference

Surface and manage concerns and risks from the Frame of the Sponsors


Resistance As A Function Of Disruption

23

It does not matter whether the change is perceived as a positive or negative, resistance to a major change is inevitable.

Resistance is not a function of liking or understanding the change. It is a function of disruption.


The Paradox of Enterprise-Wide Change

Sponsors will often have the most resistance!

Reinforcements Must Change

If you don’t change the Reinforcement, you don’t get the change!


For More Information…

Contact:Paula AlsherVice President, Client Solutions770-618-7495; [email protected]


mailto:[email protected]