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Change Management:The People Side of Change

GSA Expo

May 4 & 6, 2010

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What is Change Management?

Tell me . . .

Hot Topic: 256,000,000 Hits!

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Wikipedia: Change Management

is a structured approach to transitioning

individuals, teams and organizations

from a current state to a future state

Transition requires behavior change

Change is hard & projects often fail

Only one-third of change programs result in

bottom line improvement

53% of projects will cost

189% of their original

estimates

50 - 75% of implementations

are viewed as failures

Failure to address the human aspects early enough is one reason why changes so rarely deliver the promised benefits

Change initiatives often

fall victim to employee

resistance

I would begin my change

management activities earlier

instead of viewing it as an

add-on or afterthought

Research & Surveys

GAO Says

• “The key to a successful merger and transformation is to recognize the “people” element and implement strategies to help individuals maximize their full potential in the new organization, while simultaneously managing the risk of reduced productivity and effectiveness that often occurs as a result of the changes”

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GAO-03-669

Describe a change you experienced

– What were the objectives of the change?

– What worked?

– What did not work?

– How did the workforce react to the change?

– What were the “benefits” of the change?

– What were the “costs?”

There is usually a performance dip

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Initiation of the Change

Baseline prior to change

Perf

orm

ance

Benefits of the

Change

Minimize time to recover

Maximize Benefits

Time

Ownership Building

Uncertainty Readiness

Awareness Understanding Acceptance Adoption Ownership

Ownership Continuum

Organization

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Support people thru the transition

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Com

mit

ment

Level

Time

“I confidently share

successes and explain how

they relate to the mission

I am aware of the

proposed

change

I understand how

the change

contributes to the mission

I am willing to tell

others how the change contributes

to the mission

Get more successful implementations

Without Change Management

Users lack understanding

Lack of champions and support

Impacts on productivity are not understood

Willingness to change is overestimated

Structures are misaligned

Focus on goals is lostAssessment of

progress is biasedThe change is not well

implemented

With Change Management

A framework guides communications, coaching, and training

Change leaders and barriers are identified

Resisters get support and training

Staff the right people to the right jobs

Unbiased mechanisms monitor progress

Much more than e-mails and training Change Management Is

Empowering leaders to manage and direct change

Motivating employees to drop old behaviors and establish new ones

Combination of several disciplines

Dependent on data from stakeholders

Measuring the impacts of the change

Managing performanceBuilt in to the project

plan from the beginning

Change Management Is NotLeaders who decide to

implement a change and then disengage from the project

Just communications and training

A “one size fits all” solutionA unique work stream

walled off from the project team

Sending out a few communications and nothing else

A one time event during the change implementation

Change Mgt is driven by nine “vectors”

Change Strategy

Stakeholder Analysis

Human Capital

Communication

Learning & Training

Change Leadership

Process & Infrastructure

Performance Management

Project Management

Lead and Build Buy-in

Anchor and Embed

Manage and Measure

Change Management VectorsFocus Areas

Tools for Stakeholder Analysis

14Low Power & Influence High

An

tag

on

ist

o

r

Pro

tag

on

ist

Put your Stakeholders in one of the quadrants

April 15, 1947: Jackie Robinson plays for the Brooklyn Dodgers

"Luck is the residue of opportunity and design."

-Branch Rickey

Branch Rickey

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Our course covers critical topics

Q & A

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Presenters & Contact Information

• John Austin, PhD– Georgetown University– john.austin@thinkdsi.com– 610-717-1000 ext. 162

• Maria Darby, Senior Vice President– Booz Allen Hamilton– Darby_maria@bah.com– 703-902-4670

Presenters & Contact Information

• John Austin, PhD– Georgetown University– john.austin@thinkdsi.com– 610-717-1000 ext. 162

• Doug Carter, Senior Vice President– Booz Allen Hamilton– carter_douglas@bah.com– 703-377-4570

Optional Slide

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Our holistic approach is underway

STANDARDS

CERTIFICATIONACCREDITATION

• Formal Program• Testing• Standards

• Independent eval• Practical demonstration of skills

COMPETENCIES

CONTINUING EDUCATION

• 3rd party training (e.g. Appreciative Inquiry, LaMarsh, Kotter)

•Speaker Series•Center of Excellence

INDUSTRY LEADERSHIPFORM

ASSOCIATION

PMI PMBOK CHANGESARTICLES

DEVELOP NEW IC• Tools• Methods

• Update TLC• Book Club