Methodology for the Structural Design of Single Spoke Accelerating ...
Accelerating Implementation Methodology (AIM) · • Provide an overview of the Accelerating...
Transcript of Accelerating Implementation Methodology (AIM) · • Provide an overview of the Accelerating...
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Accelerating ImplementationMethodology (AIM)
Society for Health Systems Forum
Conference Presentation
Orlando, FL
February 21, 2003
Presented by: Byron G. Fiman, Ph.D, Principal
IMPLEMENTATION MANAGEMENT ASSOCIATES, INC.
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Session Goals
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• Develop rationale that “soft” factors drive implementationsuccess
• Provide an overview of the Accelerating ImplementationMethodology (AIM) process
• Provide an opportunity to apply AIM tool, SponsorAssessment, to your project
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• Assessment of personal and cultural barriersto organizational change
• Identification of work life disruptions that are theconsequences of strategic change
• Development of strategies and tactics to minimizeanticipated barriers and leverage key strengths toincrease readiness for change
• Process to accelerate the achievement of criticalstrategic goals with less resources and fewerhuman casualties
AIM: What is it?
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• Why does it take so long to get anything donearound here?
• Why do people resist changes even though thepayoff is so logical and obvious to me?
• Why did our project look so good to start withand now . . . ?
AIM Benefits
Why Bother?
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Implementation of Process Change Has A Poor Track Record
• Only 30% of change initiatives produced improvements in bottom line results (1997)
• 70% of all major business change implementations have sub-optimized results (1996)
• 70% of process changes in software fail (2002)
• Less than 10% of companies implementing Six Sigma get results that affect the balance sheet (2003)
MP61
“All this is meaningless unless it is supported by people.” (2003)
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Proactive: Pay now or pay later
Systematic: No silver bullet
Flexible in Style: “Ungolden” rule
AIM: Requires Executives to be:
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Lessons Learned: Life After the Appraisal*Two Years After The Assessment
Developed Action Plans
Established Action Teams
Successful at Reassessment
Generated Disillusionment
Over Budget
Exceeded Time Frame
94%
86%
31%
46%
59%
76%
*SEI, 1995AI059 6Copyright © IMA 2002 www.imaworldwide.com 800.752.9254
• Active Senior Management Monitoring
• Tight Link Between Change and Business Goals
• Clear Goals at All Levels
• Dedicated and Respected Staff Resources
• Involvement From Technical Community
• Focus on Project Management Processes
• Early Definition and Application of Metrics
Implementation Best Practices*
*SEI, 1995
AIM Step
4
3
9
7
5
6
1
AI060 7Copyright © IMA 2002 www.imaworldwide.com 800.752.9254
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Change Strategy Reengineering OutcomesDirect Performance* *
Led by Top Management Bottom-Up Strategy
Based on Clear Business Strategy
Based on Mission/Values Statement
Integrated Company Wide Set of Unrelated Initiatives
Same Approach Across Countries
Based on 3 Year or More Plan
Change Strategy and Reengineering Outcomes*
++++
+++
+
++-
0
0
* Survey of Fortune 1,000, 1999
**Cost, Cycle Time,Customer Satisfaction
AI299 8Copyright © IMA 2002 www.imaworldwide.com 800.752.9254
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4.76 4.714.42 4.37 4.33
1.00
2.00
3.00
4.00
5.00
AuthorizingSponsor
Commitment
ReinforcingSponsor
Commitment
Clear ChangeDefinition
Clear BusinessRationale
GoodCommunication
Strategy
Critical Factors In Accelerating Implementation
*Identifying Best Practices: A Change Agent Survey (2002), n=156
AI297
Very Important
Very Unimportant
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4.38 4.37 4.18 4.15 4.01
1.00
2.00
3.00
4.00
5.00
LowAuthorizing
SponsorCommitment
LowReinforcing
SponsorCommitment
Distractions -CompetingPriorities
UnclearExpectations
UnclearBusinessRationale
Critical Factors In Inhibiting Implementation
Very Important
Very Unimportant
*Identifying Best Practices: A Change Agent Survey (2002), n=156
AI298
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Success Requires The Right Decision andManaged Implementation
DecisionWrong Right
Failure
Failure Success
FailureUnmanaged
ManagedImplementation
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FORGET IT
NO PROBLEM
HIDE IT
Can you blame someone else?
You poorfool
Does anyoneknow?
Don't messwith it
You dumbidiot
Will you catchhell?
Did you mess with it?
Does the darn thing work?
Change Flow ChartYES
YES
YES YES
YES
NO
NO
NO
NO
NO
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Copyright © IMA 2002 www.imaworldwide.com 800.752.9254 MP01
The Road Map Define theChange
Assess theClimate
Identify ChangeApproach
GenerateSponsorship
Develop TargetReadiness
CreateCultural Fit
Build AgentCapacity
Develop Reinforcement
Strategy
BuildCommunication
Plan
PrioritizeAction
Plan
Monitor Implement
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Define the Change
Assess the Climate
Identify Change Approach
Generate Sponsorship
Develop Target Readiness
Create Cultural Fit
Build Agent Capacity
Develop Reinforcement Strategy
Build Communication Plan
Prioritize Action
Plan
Monitor Implement
Accelerating Implementation Cycle:Road Map & Tools • Project
Overview
• Sponsor Assessment
• Culture Assessment
• Targeted Reinforcement Index
• Implementation Plan
• Implementation Planning Summary
• Organizational Change Stress Test
• Implementation History Assessment
• Implementation Risk Forecast
• Individual Readiness Assessment
• Change Agent Assessment
HO170
• Communication Audit
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IHA Profile #1
A Company Implementation History ProfileComposite 487 Respondents - September, 2003
Very LowLow
ModerateHigh
12%
46%
40%
2%0%
20%
40%
60%
80%
100%
Perc
enta
ge o
f Res
pond
ents
Probability of Implementation Success
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IHA Profile #1
A Company Implementation History ProfileComposite 487 Respondents - September, 2003
Section 1: Structure 1 64.4Section 2: Stress 2 55.3
Section 3: History 3 61.1Section 4: Sponsorship 4 59.6
Section 5: Target Ready 5 59.5Section 6: Cultural Fit 6 56.3
Section 7: Agent Capacity 7 65.1Section 8: Reinforcement 8 57.7
Section 9: Communication 9 59.7Section 10: Involvement 10 55.0
• Belief · 68.3
1 2 3 4 5 6 7 8 9 10 ·
40
50
60
70
Prob
abili
ty o
f Im
plem
enta
tion
Sections
Average Score 59.5
Low
Moderate
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IHA Profile #1
A Company Implementation History ProfileComposite 487 Respondents - September, 2003
1. 2.9 1. Structure is conducive2. 3.1 2. Organizational layers3. 3.4 3. Responsibility defined4. 3.4 4. Authority defined5. 2.8 5. Changes prioritized6. 2.5 6. Number of changes7. 2.7 7. Rewards aligned8. 2.7 8. Maintain focus9. 3.1 9. Related to vision
10. 3.2 10. Expect to be successful11. 2.9 11. Implement on time12. 3.0 12. Implement within budget13. 3.4 13. Business objectives14. 2.7 14. Human objectives15. 2.9 15. Establish commitment16. 3.1 16. Demonstrate commitment17. 2.9 17. "Walk their talk"18. 3.1 18. Managerial discipline19. 2.9 19. Understand impact20. 3.2 20. Anticipate resistance21. 3.0 21. Surface resistance22. 2.8 22. Manage the resistance23. 3.0 23. Concerns are valued24. 2.8 24. Understand FOR25. 3.1 25. Vision modeled26. 2.9 26. Vision reinforced27. 2.6 27. Non-political28. 3.2 28. Organization vs department29. 2.3 29. Turf guarding is rare30. 3.3 30. Agents previous success31. 3.1 31. Business/human aspects32. 3.3 32. Line management vs staff33. 3.2 33. High trust and credibility34. 3.5 34. Understand FORS35. 2.5 35. Rewards risk taking36. 2.7 36. Adequate resources37. 3.2 37. Errors seen as learning38. 3.1 38. Clear rewards39. 2.9 39. Negative consequences40. 3.1 40. Objectives are clear41. 3.1 41. Understanding of purpose42. 2.8 42. Defined at all levels43. 2.9 43. Communicate expectations44. 3.1 44. Clear vision and strategy45. 2.4 45. Involved in decisions46. 2.6 46. Involved in design47. 2.7 47. Involved in implementation48. 3.1 48. More than "lip service"49. 3.0 49. Support involvement50. 3.4 50. Implementation success
1 2 3 4 5ModerateVery Low HighLow
Structure
Stress
History
Sponsorship
Readiness
Cultural Fit
Agent Capacity
Reinforcement
Communication
Involvement
Belief
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Reinforcement Management Tactics
Development
Salary increaseGood wages Awards Bonuses, commissions Prizes (trips, etc.) Stock/profit sharingPerksAssignment of new duties/roles Relief from unpleasant dutiesRelief from repetitionVaried dutiesPreferred equipmentAccess to trainingIncreased visibilityProject controlProfessional recognition Increased input Influence over goals/tasksAccess to information Supervise more people High level inputLarger interdepartmental role
Tangible
Tasks
Responsibilities
Exemption from policiesPersonal control over timeJob securityRelief from threat of dismissalReduction in supervisionPublic, positivePublic, negativePrivate, positivePrivate, negativeIncrease benefitsCafeteria style benefitsLonger breaksIncrease vacationTime off with/without payChallenge of a difficult taskInteresting workBeing part of a teamDoing your very bestAppreciationSolving an important problem
Control
Recognition
Personal
Intrinsic
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Unfreezing Communication
PRESENTSTATE
1. Explain the objectives2. Explain the rationale3. Explain the time frame4. Utilize the language of the Target5. Utilize the Frame of Reference (FOR) of the Target6. Emphasize the cost of not changing7. Focus on external drivers for change, not internal deficiencies (“not your
fault”)8. Describe why you personally believe in the change9. Be specific about what is and is not changing for each Target group10. Communicate where to go for more information11. Repeat communication and check for understanding
MP61
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Menu of Communication Vehicles And CharacteristicsCharacteristics
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Information
Commitment
Durability
FOR-Fit
TrustVehicles
Newsletter
E - Mail
V-Mail
Town Hall
Small Group
Memo
Video Tapes
Web Page
E - BBoard
M
L
L
M
H
L
M
H
M
L
L
M
M
H
L
L
M
L
M
L
H
M
H
L
L
L
L
L
L
L
L
H
L
L
M
L
L
L
L
M
H
L
L
L
L
H
M
H
M
H
H
H
H
H
One-on-One H H H H H H
Cost
20
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Cast Of Characters
Champions
Agents
Sponsors
Targets
Individuals who want the change and attempt to obtain commitment and resources for it, but lack sponsorship. Implementation can be accelerated when the other three roles are also Champions.
Implement change. Plan and execute implementation architecture. At least part, if not all of their performance is evaluated on success of the implementation.
Authorize, legitimize and demonstrate ownership for the change: possess sufficient organizational power and/or influence to either initiate resource commitment (Authorizing Sponsor) or reinforce the change at the local level (Reinforcing Sponsor).
Change behavior, emotions, knowledge, etc.
Overall Goal:The right Sponsors doing the right things, cascaded down and across the organization.
C
A
S
T
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Unsuccessful Sponsor Strategy
Target
AuthorizingSponsor
MP17
Supr. T
CEO SA
Mgr.Mgr.Mgr.
VPVP
Supr. T TT TT T T
BLACK HOLE
Mgr.
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Supr. T3
CEO SA
Mgr. T2ASRMgr. T2ASRMgr. T2ASRMgr. T2ASR
VP T1SRVP T1SR
Supr. T3 T3T3 T3T3 T3 T3
S SponsorA AuthorizingR ReinforcingA AgentT Target1,2,3 Target Sequence
Authorizing Sponsor
Target/AgentReinforcing Sponsor
Legend
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).
Target
1
2
3
Target/ReinforcingSponsor
Successful Sponsor Strategy
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You can’t expect to sustain top executive support without producing consistent bottom-line results…yet consistent results are unlikely without sustained top executive support.
Sponsorship Paradox
24
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High Leverage (ROI) Sponsor Behaviors toDemonstrate Commitment
Expressed
Modeled
Reinforced
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Next Steps to Accelerate Successful Implementation
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