Common factors for managing successful change

Elisabeth Goodman

Yorks and North Lincs branch

28th January 2016

The Enabling Change SIG

Our theme for today and how we will explore it..

There are common factors for managing successful change,

whether the change is organisational, IT or process related.

This event draws on the work of the Enabling Change SIG,

my experiences and yours (!) to identify and learn about these

common factors

1. Brief introduction to the Enabling Change SIG and its work

2. Overview of my and your case studies

3. Identification of the common factors

4. Closing messages / resources from our SIG

Speaker Profile: Elisabeth Goodman • 25 yrs Pharma R&D (Information Management plus..) • Now trainer, coach, facilitator, consultant and author • Creating exceptional managers and teams • Change management, lean and six sigma, knowledge management, personality tools “portfolio”

Giving people the resources to be and to create navigators rather than victims of change

APM

Enabling Change SIG – Internal Collaboration Lead

The SIG’s mission is to‘improve

the change capability of

organisations, teams and

individuals’

Enabling Change SIG

Enabling Change SIG Structure

Themes Practitioner Groups

Events, Membership & Communications

Methods & Standards

Collaboration – External (OU, BCS, C4CM)

Innovation (Research, L&D, Software)

Collaboration – Internal (SIG’s, Branches)

Tran

spo

rt

Fin

anci

al S

ervi

ces

Pu

blic

Ser

vice

s

Change Community

Methods & Standards Documents

Headings

Representing

Change

Capabilities &

Methods

Common

Vocabulary

Library of

Professional

Knowledge /

Reference

Sources

Change

Management

Press &

Publication

Reference

Library

Enabling Change

Case Studies

Change

Methodologies

Change

Management

Professional

Horizons

Definitions

References

Development Experience

The Methods

Guiding Framework Structured Process Organisational Capability

ACMP Standard for

Change Management

AIM Methodology

CHAMPS2 E-Change

Change Delta

Framework

The Change Leaders

Roadmap

CMI Body of Knowledge

& Maturity Model

Bridges Transition

Model

Kotter 8 Step Process

for Leading Change

The Change Curve

Lewin’s 3 Stages of

Change

Managing Successful

Programmes (MSP)

PMI’s Change

Management Method

Pritchett’s Change

Management Model

PROSCI’s ADKAR

Model

Viral Change LaMarsh’s Managed

Change Model

A Few Insights

• Uses stories and social networks to spread change

Viral Change

• Strong focus on benefits realisation Managing Successful

Programmes

• Focus on the psychology of dealing with change

Lewin’s Model, Bridges Model and the Change Curve

• Frequently used for merger integrations

Pritchett’s Change Management Model

What kinds of change programmes or projects are you currently involved in?

Examples from delegates:

1.Organisational - mergers, structural change, adjusting the size of the

business

2.IT - integration of healthcare systems, technology refresh, new

signalling systems, transformational programme

3.Process – certification

4.Others - changing work environments/location, behavioural and

cultural change

Three of my case studies:

1. Organisational change: Adopting Lean and Six

Sigma as a way of working – in a CRO

– 70 staff – lab and office based

– CEO as sponsor

– Designated contact (and change agent with change

plan)

– Representatives from several departments; regular

communication with others

– Training

– Workshop on end-to-end process

– Customer survey

– Projects on things that matter to each department

– Embedding plans

Three of my case studies:

2. IT change: Developing working practices for the use

of collaborative tools

– Global Pharma R&D

– IT SVP as sponsor

– Business lead as well as project lead

– Designated change agent and change plan

– Pilot R&D project teams – focus groups with team

leaders to develop approaches

– Sharing success stories / feedback

– Gradual and tailored roll-out

Three of my case studies:

3. Process change: Improving the end-to-end process for

managing biological samples

– Global Pharma R&D

– SVP of Drug Discovery as sponsor – transitioned to IT SVP

– Business lead as well as programme lead

– Several workstreams to cover different aspects of the

business (with representatives)

– Workshop with all concerned to design new end-to-end

process and plan its implementation

– Designated change agent

– Regular review / alignment of project plans

Consider the Case Studies or your own Programmes / Projects and identify what some of the common factors for successful change might be.

Suggestions from delegates Vision / goals

– Clear and compelling vision of end game

– Meeting company values

– Alignment / cascade of objectives from top to

individuals

Benefits realisation

– Articulate ‘why’

– Clearly articulated benefits

– Benefit is to save costs

Programme / project management

– Realistic timescales

– Cost effective and budget planned effectively

– PM / Change Management tool kits

– Learning lessons from previous changes (+/-)

– Phase the changes so can include lessons early and

pick low hanging fruit

– Clear method of measurement for success (or not!)

– Realise there is a change

Sponsor

– Strong sponsor, explains why, prepared to be

flexible

Communication, training, support

– Clear and consistent communication

– The right training at the right time

– Help and support at difficult / emotional time

Stakeholder management

– Sufficient planning and engagement with the

right people, at the right time before delivery

– Solutions owned by people involved so don’t

feel done to them

– Understand how change affects business as

usual, roles

– Managing end-user expectations after the

‘sales pitch’

– Understand impact across the business

– Know your stakeholders

Change agent

– Designated change agent, well respected,

good communication skills, reach across the

organisation

The team

– Get the right team

– Build the skills of the team

A possible list of common factors for successful change

1. Get your senior management and sponsors

not only advocating but acting as role

models for the change.

2. Have strong programme / project leadership

and governance. Escalate if necessary.

3. Build and develop your team (including third

parties).

4. Involve all the right people from the

organisation to drive and support the

change so that there is real ownership from

the business.

5. Engage with your stakeholders so that they

want to help you make the change succeed.

Work with key influencers. Consider the

psychology and behaviours of change.

6. Always focus on the change and the

benefits.

7. Have everyone on your project team, and

your sponsor(s) 'singing from the same hymn

sheet', so that all your messages are

consistent and reinforce each other.

8. Design and deliver communication, training

and support interventions that achieve what

they are meant to achieve. Communicate,

communicate, communicate.

9. Test or pilot and monitor your approaches so

that you can build and share success stories.

10. Manage programme / project

interdependencies.

11. Take account of all the other changes and

work pressures affecting your stakeholders

so as to make the whole experience as

positive and painless for them as possible.

Each other

Events

Micro-site

Newsletter

Spark Collaboration

Contact us!

elisabeth@riverrhee.com

What resources are available to help you take this further?

Post-event feedback! 26 responses – number of replies to each question shown in ()

1. How would you rate your personal “change capability” at the start of this event?

1. I am new to this area (1)

2. I knew something about it (2)

3. I have started practising it and am on a learning curve (15)

4. I feel relatively confident about my capability (7)

5. I have enough expertise to coach / teach others (1)

2. How has today’s event enhanced your change capability?

1. It has not really added to it (1)

2. I have gained a little bit of new information (0)

3. It has given me some useful insights (14)

4. It has helped to develop my change capability (5)

5. It has given me new tools / skills that I plan to use (6)

3. How would you describe your level of engagement with the APM Enabling Change SIG as a result of today’s

event?

1. I am not really interested in the SIG (1)

2. I will look out for future events / information from this SIG (18)

3. I would like to speak at a SIG event (0)

4. I will join this SIG / retain my membership of this SIG (6)

5. I intend to help the SIG in some way (1)