1 Change Management Overview. 2 Below are some facts based on research conducted on managing the...

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Change Management Overview

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Below are some facts based on research conducted on managing the resistance to change:

• 500 executives said that resistance was the primary reason changes failed in their organizations. In a similar study, 80% of CIO's surveyed said that resistance was the main reason why technology projects failed - not lack of skills or resources, but that touchy-feely human reaction of resistance and a lack of engagement.

– Resistance to change is only part of the problem... management's reaction to resistance also contributes to failure. If management resists or ignores employee resistance (or lack of engagement) - there is a higher propensity for failure.

• In the 2005 Best Practices Report put out by Procsi (a change management research firm), they identified the top five reasons front line employees resist change:

– Employees were not aware of the underlying business need for the change – Lay-offs were announced or feared as part of the change – Employees were unsure if they had the needed skills for success in the future state – Individuals were comfortable with the current state; they wanted to maintain the personal

rewards and sense of accomplishment and fulfillment provided by the status quo – Employees felt they were being required to do more with less, or do more for the same pay

• Bureau of Labor Statistics:– During times of major change, gossip goes from 19% of our day to 40%– We drop from being 60% efficient to 15% efficient– Organizations loose, on average, 2 hours of productivity per employee per day

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Clear, compelling case

for change


for change

Demonstrated leadership

commitment


commitment

Clear WIIFM for all

Clear WIIFM for all

Concrete implementation

plan


plan

Skills, knowledge & tools in place


ReinforcementReinforcement

“See It”“See It” “Own It”“Own It” “Do It”“Do It”


commitment


commitment

Clear WIIFM for all

Clear WIIFM for all


plan


plan



ReinforcementReinforcement“It’s not urgent.”“It’s not urgent.”

Clear WIIFM for all

Clear WIIFM for all


for change


for change


plan


plan



ReinforcementReinforcement“It’s not

real.”“It’s not

real.”


for change


for change


commitment


commitment


plan


plan



ReinforcementReinforcement“It’s not

worth it.”“It’s not

worth it.”


for change


for change


commitment


commitment

Clear WIIFM for all

Clear WIIFM for all



ReinforcementReinforcement“It’s not going

anywhere.”“It’s not going

anywhere.”


for change


for change


commitment


commitment

Clear WIIFM for all

Clear WIIFM for all


plan


planReinforcementReinforcement

“It’s notpossible.”

“It’s notpossible.”

Adopted from Strategy to Results Through People© 1999 AchieveGlobal

“It’s working!”“It’s working!”


commitment


commitment


for change


for change

Clear WIIFM for all

Clear WIIFM for all


plan


plan

“It’s notfor long.”“It’s not

for long.”Skills,

knowledge & tools in place


Elements of Change

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Change Levers (What do we have to manage…)

.1. Communication – Articulating vision & business case. Building an understanding of new capabilities and expectations; inviting dialogue and feedback.

2. Learning – Development of new, sustainable skills and capabilities.

3. Leadership & Ownership – Building the alignment of leaders and team members to own program outcomes. Business ownership for the “what and how”

4. Work Design & Talent Management - The architecture of teams; alignment of roles with new capabilities and expectations. Proactive alignment of talent management efforts to the changing business requirements.

5. Business Readiness & Measurement - Understanding organizational impacts, enabling readiness, measuring progress and risks. Help ensure benefits are realized and sustained.

Transformation Agenda: “Ready” the environment for changes. Creates individual engagement & personal accountability for change. Partner with Business Units, PMO,HR, Corporate Communications, Finance, etc. to build conscious competence for leading change.

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If you are successful: This is what you should you see and hear…

Time

AWARENESS

UNDERSTANDING

ACCEPTANCE

ADOPTION

Co

mm

itm

en

t to

c

ha

ng

e

GO-LIVE

SUSTAIN

6

If you are not successful: This is what you will see and

hear…

Time

UNAWARE

CONFUSION

NEGATIVE PERCEPTION

SUPPORT WITHDRAWN

Co

mm

itm

en

t to

c

ha

ng

e

GO-LIVE

CAPABILITY TERMINATED

Stakeholders are unaware of the scope, impact, and outcomes, etc, for capability

Stakeholders believe capability may present a negative impact to them (loss of control, capabilities, etc)

Stakeholders allow the project to progress but do not provide additional resources or assistance

Support (time/resources/involvement) that was previously allocated to the project is now retracted by stakeholders

Stakeholders commit to termination of the project – either openly or covertly

Misunder-standing of objectives, outcomes, impacts of capability

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Managing the gap…

Time

Co

mm

itm

en

t to

c

ha

ng

e

UNAWARE

CONFUSION

NEGATIVE PERCEPTION

SUPPORT WITHDRAWN

GO-LIVE

CAPABILITY TERMINATED

GO-LIVE

AWARENESS

UNDERSTANDING

ACCEPTANCE

ADOPTION

SUSTAIN

$$$

Gap

• Project Rework• Sub-Optimized Delivery• Lack of Leadership

Alignment• Business Team Capability

Gaps• Delay/No Adoption• Missing Accountability • Minimized/Missed Benefit

Realization• Lost Investment Opportunity• Wall Street Impacts

• Project Rework• Sub-Optimized Delivery• Lack of Leadership

Alignment• Business Team Capability

Gaps• Delay/No Adoption• Missing Accountability • Minimized/Missed Benefit

Realization• Lost Investment Opportunity• Wall Street Impacts

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Successful Change Management Integrates Change Levers

Time

AWARENESS

UNDERSTANDING

ACCEPTANCE

ADOPTION

Co

mm

itm

en

t to

c

ha

ng

e

GO-LIVE

SUSTAIN

Change Management ScorecardBenefits Scorecards

Leadership & Ownership

Communications

Business Readiness & Measurement

Org Design & Talent Management

Training

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Change Connection to Project Management

Change Management activities are integrated into the overall project plans of each capability to ensure an integrated deployment solution.

This approach starts with broad impact assessments and becomes more focused over the course of the implementation eventually creating

individualized sustain plans for each impacted audience group.

Deploy & SustainBuild & TestDesignPlan/Analyze

• Broad impact analysis

• Organization preparation

• Strategic planning of change management solutions

• Build Leader awareness

• Design user-specific solutions

• Refine messaging and target leadership involvement

• Build solutions• Refine with targeted

inputs• Develop deployment

plans by user group

• Deploy user-centric training and performance support

• Communicate to the individuals

• Measure the results

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Change Model

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