Driving transformation through engaged teams by Ranjit Sidhu, 13th Sep 2016, Norwich
-
Upload
association-for-project-management -
Category
Business
-
view
286 -
download
0
Transcript of Driving transformation through engaged teams by Ranjit Sidhu, 13th Sep 2016, Norwich
@ChangeQuestLtd
+44 (0)1276 34480
/ChangeQuestRanjit Sidhu
www.changequest.co.uk
Driving transformationthrough engaged teams13th September 2016
APM East of England
#apmeoe
Integrating project and change management
• Prosci 2016 edition of Best Practices in Change Management‘a direct correlation between change management effectiveness and project success – meeting objectives, schedule and budget’
• Best Industry Outcomes 2012‘Direct correlation between under utilisation of changemanagement and increase in project failure’
© ChangeQuest 2016
2
Project management vs change management
Project management
+Change
management
Transformation
© ChangeQuest 2016
3
Leaders
Middle
Teamleaders
Change
managers champions
Specialists HR, OD
Senior managementteam Project
© ChangeQuest 2016
4
deliveryteams
One person cannot do this alone
People impactedby change
Leaders canonly make change happen through other people
Example approach – fails to achieve change
Strategic Leadership Team
Drivers VisionDefaultApproach
Project and programme management - delivery
Business integration
Fail to achieve expected benefits or behaviour change
© ChangeQuest 2016
5
Example approach – fails to achieve change
Strategic Leadership Team
Drivers VisionDefaultApproach
Project and programme management - delivery
Business integration
Fail to achieve expected benefits or behaviour change
Some change management
© ChangeQuest 2016
6
Example of organisational change programme
© ChangeQuest 2016
7
Drivers of change• Government regulations
change, so reduced funding from the government
• Increased competition
Aims • Streamline processes and make
them more efficient• Automate processes• Provide better value to clients• Achieve savings of £7M within 3
years
Example – successful organisational change
Strategic Leadership Team
Drivers Vision
Getting the organisation ready for change
Support, engage and empower people to make change happen
Project and programme management - delivery
DefinedApproach
Review effectiveness of change approach and adapt
Successful, lasting change that delivered expected benefits
© ChangeQuest 2016
8
Getting the leadership team aligned
© ChangeQuest 2016
9
• Shared understanding of the drivers
• Agree on the vision• Work together as a team• Leadership and change
management training
Determining the approach for change
• Type and nature of change• Culture of the organisation• Change ability of the organisation• History of change in the
organisation• Individual responses to change
They recognised this needed to be treated like a cultural changeand agreed on a bottom-up approach to involve people in decision-making
© ChangeQuest 2016
10
Identifying key areas and people impacted
• Impact analysis• Systems thinking
approach• Scope of changes• Organisational structure• Informal networks
© ChangeQuest 2016
11
Preparing for change
• Senior leadership team united together, invested effort and time to explain to people ‘WHY’ change necessary and the vision
• Invested in training to motivate teams and equip them for the future
• Frequent follow-up sessions to reinforce messages
© ChangeQuest 2016
12
Developing effective teams
• Leadership team• Project team• Change team• Change agents• Other support
teams
Effective teams
© ChangeQuest 2016
13
Purpose & goal setting
Team operating processes
Inter- team relatio
ns
Team inter- person
al relatio
n- ships
Team roles
Anxious, think less clearly
UncertaintyToo many unknowns Lack of information New things to deal with
© ChangeQuest 2016
14
Willing to change, motivated
Certainty, information Feeling in control Being listened to Have some autonomy
THREAT
REWARD
Support people through change
Develop and maintain trust
Focus on maintaining trust through open communication and genuine dialogue
Visible behaviours
Change disrupts the existing unconscious
system
Emotions Attitudes
Assumptions Beliefs Values
© ChangeQuest 2016
15
Encourage engagement
• Visible support from Sponsor and leaders of change is critical
• People need to hear information from their immediate managers as well as senior leaders
• For fuller engagement, need to have opportunities fortwo-way interaction and dialogue
• Appeal to hearts and minds - use logical reasoning and connect emotionally
Actions speak louder than words© ChangeQuest 2016
16
Plan time for effective communication
• Don’t wait until full information is available• Consider impact of changes to individuals• Tailor messages for specific audiences• Allow plenty of time• Encourage feedback and act on it• Ensure consistent messages and• Repeat messages using different formats
For example: online discussion forums, large meetings, team meetings, open coffee sessions, intranet, newsletter, suggestion boxes, feedback boards
© ChangeQuest 2016
17
Monitoring progress and impact of change
• Put in place clear processes for reporting and issueescalation
• Develop clear action plans to maintain focus and track progress
• Ensure regular progress meetings and reviews to check status and highlight issues
• Make progress visible along with the decisions made• Make different levels of information available for
differentaudiences
• Track and measure benefits resulting from the change
© ChangeQuest 2016
18
Example of organisational change programme
© ChangeQuest 2016
19
Key points contributing to successful change for this organisation
• Managed as a cultural change not just efficiency savings programme
• Bottom-up approach involving people in decisions• Strong leadership support• Clear reporting lines, progress monitoring and reviews• Extensive communication and engagement• Invested effort in training and getting people ready for change
Balancing delivery with change
• Are there sufficient activities to manage the people side of change?
• Has sufficient time been allowed to engage people in change?
• Building readiness for change – help prepare teams and people for change, so they can commit to it and be involved in driving transformation!
Project Plan
Change Plan
© ChangeQuest 2016
20
@ChangeQuestLtd
+44 (0)1276 34480
/ChangeQuestRanjit Sidhu
www.changequest.co.uk
You can find more useful resources on managing projects, change and people at www.changequest.co.uk/resources/
This presentation was delivered at an APM event
To find out more about upcoming events please visit
our website www.apm.org.uk/events