Change Leadership Overview Discussion Document 2011 vF
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Transcript of Change Leadership Overview Discussion Document 2011 vF
This document is confidential and is intended solely for the use and information of the client to whom it is addressed.
The Organization ImperativeChange Leadership for the Post-crisis Enterprise
February, 2011
FOR DISCUSSION
Newport Consulting Group, LLC
Newpor t Consul t ing Gr oup, LLC Service Offering for Change Leadership 1
1. About Our Firm
2. Leadership in the Post-crisis Enterprise
3. Institutionalizing Change
4. Summary and Next Steps
Agenda
Service Offering for Change Leadership 2Newpor t Consul t ing Gr oup, LLC
About Our Firm
Newport Consulting Group is an independent consulting firm founded in 2005 and managed by several leading directors from DMR Consulting Group and strategy firm Booz & Company
Our clients enjoy working with our experienced professionals who deliver large firm capabilitiesin the context of a boutique firm culture
We function as top-end, high-touch advisorsto our clients, unencumbered by large overhead cost models or downstream deployment agendas
Service Offering for Change Leadership 3Newpor t Consul t ing Gr oup, LLC
Our ClientsNewport Consulting has worked over the years with many leading and progressive commercial, public sector, and not for profit and charity organizations, in partnership and direct engagement formats.
Commercial Public Sector Not for Profit and Charity
Services and Software
Service Offering for Change Leadership 4Newpor t Consul t ing Gr oup, LLC
Our Practice Areas
Strategy
Operations
Risk &Program Management
Technology
Our “SORT” practice model allows our clients to benefit from a broad, holistic perspective on key business challenges, while focusing deep experience in one or more critical areas.
What KPIs govern my initiatives, how do I know when they are “out of bounds”? What governance model do I need?
How do I create a culture of sustainability? How do I leverage disruptive innovations for marketplace
gains, creating an investment portfolio of new ideas?
How do I fit my organization to improve existing or introduce new operating models?
How do I structure the functions, people, and resources in my organization to drive strategic initiatives?
How do I enable change in the organization?
What approaches do I use to structure and prioritize initiatives inside my organization?
How do I manage and mitigate risk across my business operations?
How do I drive maximum value from my portfolio of initiatives?
Based on my operations and existing technology investments to date, how do I select and implement the best technology solutions to support my business?
How do I manage that process from planning to go live?
Service Offering for Change Leadership 5Newpor t Consul t ing Gr oup, LLC
Our ServicesWe maintain expertise in strategy formulation and execution with several key focused service areas where our experience can be leveraged to create high-value, low impact outcomes in the organization
Strategy Formulation and Execution
CorporateSustainability
EnterprisePerformanceManagement
PathwayInnovation
GovernanceRisk and
Compliance
ProgramDesign andOversight
Newpor t Consul t ing Gr oup, LLC Service Offering for Change Leadership 6
1. About Our Firm
2. Leadership in the Post-crisis Enterprise
3. Institutionalizing Change
4. Summary and Next Steps
Agenda
Service Offering for Change Leadership 7Newpor t Consul t ing Gr oup, LLC
The Post-crisis OrganizationThe past few years of unprecedented turbulence and uncertainty in the global economy have taken their toll on companies, creating stress to maintain service levels, talent, and growth potential.
EXTERNALITIES HAVE STRESSED MANY ORGANIZATIONS…‒ Companies have taken on too many initiatives resulting in competing priorities
‒ Strategic initiatives are under-resourced but still expected to achieve objectives
‒ Enterprise talent has been stretched thin and leaders have had to do more with less
‒ Tight budgets and competing priorities have resulted in the lack of a clear strategy forward
…AND CEOS KNOW THE ABILITY TO CHANGE IS A KEY TO FUTURE SUCCESS
More than 80% of CEOs say change management is a priority1
80% of CEOs cite the ability to adapt to change as a source of competitive advantage1
Almost all CEOs expect that, over the next three years, their organizations’ need for change management
will increase1
25% of CEOs expect that their organization will launch a change management function in the next three
years1
1) BearingPoint (2009) Building your internal change capability. Insight White Paper.
Service Offering for Change Leadership 8Newpor t Consul t ing Gr oup, LLC
The Need to LeadSuccessful change programs requires the proactive engagement of stakeholders at all levels of the organization, beginning with highly visible leaders.
A recent McKinsey survey titled What Successful Transformations
Share (2010) identified eight successful approaches to change,
and five of them relate to ensuring that employees are
engaged through change management:
1. Ensure leaders “walk the talk” by role-modeling the desired changes
2. Instill a sense of ownership for the change among frontline staff
3. Use ongoing communications to involve and energize the organization
4. Deploy top talent to carry out critical parts of the transformation
5. Clearly define roles and responsibilities to promote accountability for results
Service Offering for Change Leadership 9Newpor t Consul t ing Gr oup, LLC
Change leadership covers the three components of the system
Change Leadership Diagnostic
Leadership Do leaders role model and drive the change? Are leaders aligned behind the case for change? Are leaders accountable and incentivized to deliver
the change? Do we have the right leaders for the change?
People Which groups of employees are most critical? Do people understand what the change means for
them in concrete terms? Do they feel ownership of the change? Are the right people in the right roles? Do people have the skills and behaviors they need?
Organization How are cultural enablers and barriers being
utilized or addressed? How do we transition the structure, processes and
decision rights? How are people motivated and incentivized to
support the change? Are HR processes aligned to sustain the change?
Successful change leadership needs to leverage the system which is made up of leadership, people and organization. Diagnostic investigations into each of these components reveals needs.
Three Components of Change Leadership
People Organization
Leadership
Service Offering for Change Leadership 10Newpor t Consul t ing Gr oup, LLC
A Key Element of Program Design
Typical OCM needs during program design:
Define the scope of the change effort
Establish the case for change and future vision
Lead the change effort and engage stakeholders
Align systems and structures to support the change
Embed the change into the culture and sustain the change.
We view Change Leadership as a unique approach to OCM - we don’t just look at training and employee enablement. We consider the talent and mechanics of leadership needed to move the organization from “now” to “then.”
Understanding the context of an initiative – or where the organization is on its development or maturity process – is just as important as the content – or what talent and skills are needed – to execute a vision and achieve a set of expected results. This can manifest in a number of OCM needs.
Newpor t Consul t ing Gr oup, LLC Service Offering for Change Leadership 11
1. About Our Firm
2. Leadership in the Post-crisis Enterprise
3. Institutionalizing Change
4. Summary and Next Steps
Agenda
Service Offering for Change Leadership 12Newpor t Consul t ing Gr oup, LLC
Participative Programmatic
Emotional Analytical
Informal Formal
Our Approach Combines Different Perspectives
Individual Group
Differentiators
We tailor each change program to the client’s objectives and unique operating context, combining programmatic and participative change elements
We operate at organization, team and individual levels in order to build engagement with the change
We combine analytical rigor with a sensitivity to the emotional component of change
We emphasize the development of formal and informal change leadership capability
We look at organizations in terms of both informal and formal mechanisms and networks
We utilize an outcomes based approach to planning to ensure the most effective mix of change activities and interventions
Our multi-disciplinary approach is characterized by a synthesis of different perspectives, and this differentiates us from our competitors.
Our Approach
Service Offering for Change Leadership 13Newpor t Consul t ing Gr oup, LLC
Organizational change leadership approach
Organization & People Dynamics
Analyze the system, identify enablers and barriers
Organization & People Outcomes
Define the case for change required from an organization
and people perspective
Organization & People TransitionDesign a tailored, participative change program
based on key change outcomes
LeadershipBuild alignment, accountability and change
leadership capability
PeoplePromote understanding and ownership of the
change; develop new skills and behaviors
OrganizationEnsure that processes, structures and motivators
are in place to sustain the change
Change Outcomes
Managementlead the change
People adoptthe change
Organizational enablers
sustain the change
First we analyze the dynamics of the system and the outcomes required, then create a tailored change program
Bus
ines
s O
bjec
tives
1
2
3
Service Offering for Change Leadership 14Newpor t Consul t ing Gr oup, LLC
Organization and People Dynamics
Uses of the Organization &People Dynamics Analysis
Understand enablers and barriers to the change within the organizational system
– Enablers will be leveraged to support the transition and should be protected through change
– Some barriers may need to be recognized as ongoing constraints; others are challenges to be addressed through specific interventions
Provide data to support development of the case for change
Support planning of change interventions and activities, e.g. by using informal leadership and communications channels to build support for the change
Key Questions
What motivates people in this organization?
What behavioral norms are there? (“the way we do things around here”)
What values are most important in this organization?
What is the leadership style? (e.g. command and
control vs. consensus)
How does information flow through the
organization? (e.g. top-down vs. informal)
How are decisions made? What are critical
decisions?
Who are the informal leaders and why?
How is performance managed and driven in
this organization?
What made previous change programs
successful? What made them unsuccessful?
What is the level of change capability in the
organization?
To plan an effective change program, we need to understand organizational dynamics and identify enablers and barriers
1
Service Offering for Change Leadership 15Newpor t Consul t ing Gr oup, LLC
Organization and People Outcomes
Key Questions
Quantify the scale and complexity of the change (gap from current to future) from a people perspective
Identify key employee segments who have complex change requirements
Outline people-related change requirements, including:– New capabilities required to deliver business
objectives / implications for workforce planning– New ways of working and interactions between
groups of employees, customers, stakeholders– Culture and behavioral changes required to
deliver against business objectives– Changes in the employee value proposition with
potential effects on employee motivation
Highlight areas of high risk for the change program from a people perspective
Build a case for change (overall and for each employee segment): a clear statement of the purpose of the change, the benefits, what’s changing, what’s not changing, and what will happen if we don’t change
Organization
What new skills and knowledge are required?
What new behaviors are required?
How will roles and responsibilities be
changing?
What needs to stop?
How is the Employee Value Proposition
changing?
What changes in organizational culture are
required?
How will structures, accountabilities and
decision rights change?
How do HR processes need to change?(e.g. performance
management)
People (for each stakeholder segment)
What is the purpose of the change?
To build the case for change, we define the people and organization outcomes required by the business objectives
2
Uses of the Organization &People Outcomes Analysis
Service Offering for Change Leadership 16Newpor t Consul t ing Gr oup, LLC
Organization and People Transition
Management lead the change
Leaders are aligned around the case for change and accountable for its delivery
Leaders have the skills to lead the change
Leaders role model behavioral changes
People adopt the change People understand the change and what it means for them; people feel engaged
and bought into the change
People at all levels in the organization play an active role in delivering the change
People are in new roles and have the skills and behaviours to operate effectively
Organizational enablers sustain the change New organizational structures and processes are embedded, including decision
rights and information flows
Organizational incentives and motivators are aligned with the outcomes required
HR policies and processes support and reinforce new skills and behaviors
Change OutcomesChange Program Activities
Organization
Leadership
People
Leadership Alignment & Accountability
Change Leadership Capability
Behavior Change
Communications & Engagement
Change Capability
Transition & Learning Support
Motivators & Incentives
Structures & Decision Rights
HR Policies & Processes
Measurement Progress against change outcomes is tracked
We create a tailored, participative change program to ensure that people lead, adopt and sustain the change
3
Service Offering for Change Leadership 17Newpor t Consul t ing Gr oup, LLC
How we Work with Clients
Ways of Working with Clients
We develop partnerships with our
clients and work in integrated teams
We work with clients to develop the
change program architecture
We aim to initiate change leadership
activities early in the program
We work best as an integrated part of a
cross-functional program
Our facilitative and open style of
working enables skills and knowledge
sharing to build change capability in the
client team
Tools and SkillsLevel of Engagement
Organization
Team
Individual
Stakeholder Management
Surveys & Focus Groups
Workshops & Facilitation
Coaching
Team Building
Skills & Knowledge Transfer
Communications
Influencing Skills
We work in partnership with our clients drawing on core skills and tools
Service Offering for Change Leadership 18Newpor t Consul t ing Gr oup, LLC
Our Change Leadership ProcessWe begin with a process framework and then tailor it to the client’s specific program phases and milestones
Communicate the Vision and the Path Forward
Equip Leaders for Actionand Engage Stakeholders
Generate Winsand Build Momentum
Embed New Approaches and Behaviors into the Culture
Execute Against the Change Roadmap
Align Stakeholders withthe Vision and Strategy
Develop the Change Roadmap
Establish the Visionand Case for Change
SUSTAIN the Change
IMPLEMENT the Business Solutionand Transition to the New Model
DESIGN the Business Solution
ANALYZE the Requirements
= Program Phases
= Organizational Change Activities
Illustrative Only -- this model should be used as a baseline / starting point for the change strategy.
2
3
4
5
6
7
8
Support Redesignof Org. & Roles
Assess Org. andPeople Impacts1
Newpor t Consul t ing Gr oup, LLC Service Offering for Change Leadership 19
1. About Our Firm
2. Leadership in the Post-crisis Enterprise
3. Institutionalizing Change
4. Summary and Next Steps
Agenda
Service Offering for Change Leadership 20Newpor t Consul t ing Gr oup, LLC
Summary and Next Steps
Address any follow-up questions from executive stakeholders by e-mail or phone
Obtain stakeholder acceptance of Newport as your chosen partner for sustainability planning
Work with your internal contracting organizationto develop and establish a master servicesagreement and / or Statement of Work
Confirm Newport Consulting engagement staffing
Commence pre-engagement planning activities
Service Offering for Change Leadership 21Newpor t Consul t ing Gr oup, LLC
Author, professional speaker, writer and consultant - William (“Bill”) Newman serves as Managing Principal of Newport Consulting Group, an independent management consulting firm focused on strategy, operations, risk management, and technology. Mr. Newman has 25 years experience in a wide range of operations including manufacturing, R&D, sales, marketing, planning, human capital, and finance. His expertise spans service, manufacturing (automotive,
aerospace, life sciences, high tech, furniture, CPG), government, utilities, transportation, and healthcare industries.
Mr. Newman’s service area focus is innovation, strategy, program design and oversight, and corporate sustainability. He is a former executive of Volkswagen’s technology division, and a member of the SAP Sustainability Executive Advisory Committee (EAC). He is a member of the adjunct faculty at Northwood University and participant of the University of Oregon Sustainability Leadership Program.
Bill was granted the Certified Management Consultant designation by the Institute of Management Consultants in 1995. Mr. Newman is a qualified Trainer / Coach granted by the American Society for Quality (ASQ) since 2000, and a qualified consultant in SA 8000 for social accountability since 1998. Mr. Newman is a professional member of the American Marketing Association and a registered expert witness with the Technical Advisory Services for Attorneys.
Bill holds a Bachelor’s Degree in Aerospace Engineering with a minor in Economics from the Henry Samueli School of Engineering at UCLA, and an MBA in Management and minor in International Business from the Conrad Hilton School of Business at Loyola Marymount University (Los Angeles). Bill and his wife Teresa makes their home in southeast Michigan.
Select Project
Highlights:Strategy and program design
for commercial, public sector,
and not for profit organizations.
Global trade adoption and
integration with SAP O2C
Strategic KPI alignment for
multinational management
association
Marketing strategy and plan
for $30M mental health
service provider
Business integration and
technical alignment for
aerospace joint venture
Statewide enterprise content
management strategy
Sustainability advisory for
major software manufacturer
William Newman
Service Offering for Change Leadership 22Newpor t Consul t ing Gr oup, LLC
Jesse Jacoby, a management consultant with extensive experience executing strategic initiatives and achieving business transformation goals. He provides thought leadership and expertise in the areas of organizational change, strategic communications, and stakeholder engagement. Jesse has helped dozens of clients, including Fortune 500 companies, deliver successful people and change strategies across a range of initiatives such as technology deployments, merger-
acquisitions, corporate restructuring, and outsourcing.
Jesse spent more than a decade leading consulting engagements for Booz & Company, Accenture, and Right Management. He has worked across multiple industries, including transportation, automotive, energy, retail, and financial services. Jesse is adept at all organizational levels, and frequently engages with c-suite executives, vice presidents, and directors, as well as middle managers and frontline employees.
Prior to his consulting career, Jesse served as the Director of Marketing for start-up technology company COS, Inc., which provides information services to the scientific research community. His online product marketing strategies supported the company's growth through two rounds of venture funding, a five-fold organizational expansion, and positioning of the company for its eventual acquisition.
Jesse holds an MBA from The Johns Hopkins University, as well as a Masters in Communications. He retains close ties with Johns Hopkins where he serves as Treasurer for the University's Alumni Council and sits on the Steering Committee of the Carey Business School Dean's Alumni Advisory Board. Originally from the East coast, Jesse and his wife Allyson now call the city of Denver home.
Select Project
Highlights:Led organizational change and
transformation efforts for:
Largest ever deployment of
PeopleSoft to the DoD
Top airline’s passenger
system deployment
Fortune 10 retailer’s
acquisition strategy
Largest single-country
outsourcing initiative
Fortune 10 manufacturer’s
CRM rollout
Big 3 auto’s IT outsourcing
/ shared services transition
Fortune 100 talent
acquisition strategy
Jesse Jacoby
Service Offering for Change Leadership 23Newpor t Consul t ing Gr oup, LLC
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