Nomad making moves towards mobile and flexible working Embedding Mobile Working David Cramond Atos...

nomadmaking moves towards mobile and flexible working

Embedding Mobile Working

David CramondAtos Consulting

6 April, local e-gov EXPO 2006

Introduction

• Mobile working can make a major contribution to:• Better customer service

• Smarter working

• Gains in efficiency

• Embedding mobile working involves managing effectively the changes that affect people

• An overall transformation plan with Change Management at its heart, is vital to embed change and deliver success

Structure of presentation

• Introduction

• Business case for mobile working

• How people react to change

• Business Transformation and Change Management

• Key elements of a Transformation Plan

• Q & A

Business case for mobile working

• A business case is a means of...• providing an analysis of costs, benefits and risks

• putting an investment decision into a strategic context

• providing the information necessary to make a decision about whether to proceed with a mobile project

• It is the essential first activity of mobile technology investment

• http://www.projectnomad.org.uk/index.html

• Logically structured to take you through each stage of business case development


• Introduction





• Q & A

How do people react to change?

People need to move or be moved along this change curve

denial commitment

exploration

anger

bargaining

depression

SOURCE: ADAPTED FROM KÜBLER-ROSS (1969)

What is Change Management?

Change management is the process of ensuring that the people most affected by proposed organisational

changes are ready, willing and able to make the operational and behavioural changes required

to deliver success.

It is the Change Managers aim to ensure that peopleare willing and able to make the change happen

How important is it?

Failure to define objectives - 17%

Project Management Problems - 32%

Technical issues - 14%

Inexperience in scope and complexity - 17%

Lack of communication - 20%

SOURCE: AC SURVEY OF 276 MAJOR ORGANISATIONS

Reasons cited for failure of major change projects

Evidence suggests that only 20% to 50% of large-scale change projects succeed, and that the major cause of project failure is a failure to address the “people” issues


• Introduction





• Q & A

Business Transformationchange methodology

Case for Change

FutureState

Planning and Readinessfor Change

Change Leadership

Stakeholder and Resistance

Management

Breakthrough Teams

Implementation Support

OperationalAlignment

Benefit Realisation

Who is impacted?

How dowe embed change?

How do we measure success?

How do we implementchange?

Why do we need to change?

What does the future look like?

How do we get there?

Are we ready to do it?

How do we lead?

COMMUNICATION

COMMUNICATION

DELIVERING DEFINING

ENGAGING


• Introduction





• Q & A

The case for change should answer ...

Why should we change? What is the change?

What will happen if we don’t change?

How much change is involved?

Investment required: time, technology,

money What benefit will the change deliver and

when?

Prioritising for Business Transformation…

Early successes (which comprise both

quick hits and early wins)Strategic Wins

Therapeutic Wins (those which do not

provide significant benefit but which reduce hassle)

Things to avoid!

These need to be planned for to ensure maximum impact in terms of both the bottom line and the contribution they make to mobilisation

Benefit

Complexity/time to realise

Landmines


Case for Change

FutureState


Change Leadership


Management

Breakthrough Teams



Benefit Realisation

Who is impacted?








How do we lead?

COMMUNICATION

COMMUNICATION

DELIVERING DEFINING

ENGAGING

‘Change leadership’ withsenior level sponsorship...

Programme Mgmt Exec

Reviews performance of:All workstreams

Frequency: Weekly

… is also important to demonstrate the commitment of the organisation and to achieve and sustain momentum in roll out

PM Exec Report Service Statistics Report

Joint Project board

Strategic Direction

Frequency: As needed

Project Meetings Service Reviews

opponentsopponents

xx

xxxx

xx

xx

xx

xxxx

xx

xx

xx

xx

xxxx

xx

xx

xx

xx

indifferent

xx

xx

xx

xx

resistors

xx

xx

followers

AGREEMENT WITH CHANGE PROGRAMME

UNDERSTANDING OF CHANGE PROGRAMME

High

Low

Against For

x

x

advocates

The only group driving change

Managing stakeholders…

supporters

This group has power as well as understanding


Case for Change

FutureState


Change Leadership


Management

BreakthroughTeams



Benefit Realisation

Who is impacted?








How do we lead?

COMMUNICATION

COMMUNICATION

DELIVERING DEFINING

ENGAGING

Staff involvement at all levels is vital

Involvement is a prerequisiteof commitment

Commitment brings success

Success must be recognised

Recognition of successbuilds motivation

The more motivated a team becomes, the more involvedthey will want to be

Key messages

• Embedding mobile working involves managing effectively the changes that affect people

• An overall Transformation Plan with Change Management at its heart is vital. This should include:• Visible and senior leadership and sponsorship

• A business-driven case for change

• Effective stakeholder management and communication

• Staff involvement at all levels

• Clear focus on benefits realisation planning


• Introduction





• Q & A

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