The Chaucer Way Change Management

The Chaucer Way

Change Management

Copyright © Chaucer 2009-2012 | www.chaucer.com

copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management ii

The Change Management Process

The Chaucer Way is Chaucer’s unique approach to Change Management

Change projects can be large scale and complex:

Impacting multiple dimensions of a business

Geographically and culturally diverse

Technically complex

Competing initiatives

The nature of the change can bring many challenges:

Scope of the change(s)

Wide reaching staff, behavioural and cultural issues.

Visibility and pressure for results

Technology solutions may be needed

Chaucer has a wide breadth and depth of capability across the Change Management life cycle and our unique approach has been successfully utilised and accepted as best practice by our clients.

copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management iii

Index

1 The Chaucer Way is…

2 Change Program Support

3 The Change Landscape

4 Why define the change landscape?

5 Engage change program sponsors

6 Analyse organisation complexity

7 Assess organisation culture

8 Identify and analyse organisation impacts

9 Create the case for change

10 Define metrics

11 Change Readiness

12 Build change management teams

13 Identify and map stakeholders

14 Develop stakeholder engagement plan

15 Identify business sponsors and change agents

16 Business sponsors – engagement plan

17 Plan for anticipated resistance

18 Engagement & Communication

19 Implement engagement plan

20 Moving advocates to required state

21 Develop and execute communications plan

22 Progress tracking and establishing feedback loops

23 Promoting Change & Managing Resistance

24 Identify sources of resistance

25 Implement proactive/reactive resistance management tactics

26 Devise and implement resistance toolkit

27 Tracking metrics

28 Sustaining and Reinforcing Change

29 Why reinforce change?

30 Implement tools to achieve behavioural shift

31 Move to continuous improvement

32 Chaucer – planning for change success

33 Why Chaucer for change management?

34 Contact us

copyright © Chaucer 2009-2012 | www.chaucer.comThe Chaucer Way – Change Management 1

The Chaucer Way

The Chaucer Way is…

1 Structured

2 Tried, tested and proven to be successful

3 Progressive and pragmatic

4 Comprehensive

5 Efficient and effective

6 Auditable


Change Program Support

Susta

ining and Reinforcing Change

Change Readiness

Understanding the Change Landscape

Promoting Change & M

anaging Resistance

Engagement & Communication

Devise and implement reinforcement Initiatives

Implement tools to achieve behavioural shifts

Move to situation of continuous improvement

Engage change program sponsors

Analyse organisation complexity

Assess organisational culture

Identify and analyse organisational impacts

Create the case for change

Define metrics

Build change teams

Identify and map stakeholders

Develop stakeholder engagement plan

Identify business sponsor and change agents

Plan for anticipated resistance

Implement engagement plan

Commence progress tracking

Develop and execute communications plan

Establish feedback loops

Devise resistance management strategies

Identify sources of resistance

Implement proactive/ reactive resistance management tactics

Devise and implement resistance toolkit

Track metrics


The Change Landscape

Susta


Change Readiness



anaging Resistance










Define metrics

Build change teams













Track metrics


Why define the change landscape?

Initiating changes without understanding the full program reach could potentially derail the change program and waste resources

Building a picture of the change landscape is an essential step to:

Reveal the extent of the organisational impact globally, regionally, nationally and by business line, unit and function

Ensure the true scope of the change program is recognised and considered

Construct a sound foundation for the proposed change

Provide the basis for the Change Management strategy

Blue Sky/Corporate Strategy

Change Defined

Change Implementation

Business Strategy

Change Strategy

Organisation Culture

Organisation Structure

Internal Impacts

External Impacts

Change Landscape

Documented

Business Case for Action

and Change Vision Signed Off



Change Program Sponsor(s)

Change Management Team

Change Strategies

Change Tactics

Corporate Mission

Headline Change Objectives

To articulate objectives for the change from the context of overall corporate strategy and activity

To outline current senior management perception of landscape

To communicate constraints, if any

To approve the means by which the change management team will make the change happen

Begin to take responsibility for active ownership and promotion of the change

It is critical that the change program sponsor is actively engaged in the definition of the change landscape to provide both context and approvals for proposed action



Analysing organisational complexity provides a full picture of the extent of change impact

Missing this step risks change impacts being felt in unexpected areas and in not soliciting local support for the impending change

The real extent of the change may reach well beyond the area of the business upon which it is focused

In global organisations impact on other regions should be reviewed

Consider also external linkages such as those to regulating authorities

VP Sponsor

Manager

DirectorDirector

Manager

SupervisorSupervisor

Manager

EmployeeRecipient

User Worker


Assess organisation culture

Organisational Culture

Management Style

Values, Attitudes

Norms

Staff Empowerment

Products or Services

Leader Behaviour

Sub-cultures

Formal Management

Systems

Systems, Technology,

People

History, Previous Change

External Image - PR, Advertising

Understanding organisational culture is an essential part of managing change and requires attention to both hard and soft influences

Understanding cultures and sub-cultures is essential for setting the change management strategy

It is key input into preparing for resistance, planning for its management and reinforcing change

Organisational culture is shaped by many influences, formal and informal. It evolves continuously

Organisations with entrenched cultures find change difficult to sustain

Behaviours are a powerful influence on culture. Producing behaviour change is often a key component in making the required change sustainable


Identify and analyse organisation impacts

Identify and analyse organisation impacts

InternalOther planned or ongoing change initiatives, restructuring or strategic vision in the organisation may cause staff to have conflicting priorities

PeopleCreate a profile of all the individuals impacted by the change across the whole organisation (globally, regionally etc.) to ensure visibility

ExternalAwareness of external impacts such as forthcoming regulatory changes on the organisation and operating environment will enhance the program’s resilience

Legislative Regulatory

Tech

nolo

gica

l

Environmental

Polit

ical

Economic

Social



A meaningful, unified, real-world vision of the change state will be used in a variety of situations:

For communication to a wide variety of audiences inside and outside the organisation

In the course of ‘selling’ the change to those impacted

It is key input into preparing for resistance, planning for its management and reinforcing change

Create a compelling business case for action:

It is the means by which the change vision, motives and goals can be confirmed and validated by consensus before proceeding

Change program sponsors will both provide input and be a consumer of the business case. Validating it with them is essential

Ensuring that the Change Vision is clearly conceptualised and articulated is critical to success


Define metrics

Metrics must unambiguously communicate progress towards change success

Change metrics are likely to be directly linked to any overall program objectives. These are frequently set out in the financial Business Case for the change which is usually owned by the change sponsor

The change management team will track metrics and report on them throughout the change program’s lifecycle providing assurance that the work is on track towards success

Engagement Category 1 Status Owner Source Description

Stakeholders OK Stone Phil Stakholder Engagement Status

Planned Meetings +8 Waring Tim % Planned Meetings

Delivered Meetings OK Waring Deborah % Delivered Meetings

Change Agents ID OK Waring Bob % Change Agents Identified

Change Agents Recruited OK Waring Steve % Change Agents Recruited

Communication +1 Douglas Phil Communication

Plan on Track OK Stone Tim Plan on Track

Comms Drafted -1 Stone Deborah No. of Communications Drafted

Distributed -1 Patterson Bob No. of Communications Distributed

Surveys OK Lafferty Steve No. of Surveys Conducted

Feedback from Users OK Lafferty Phil % Unsolicitated Feedback Received

Behaviours -3 Douglas Tim Behaviours

Exhibited OK Stone Deborah Behaviours Desired Being Exhibited

Opinions OK Smith Bob Solicitated Opinions on Transition

FAQs +3 Stone Steve Nature of FAQs

With the change landscape established and the business case approved, identify suitable metrics that demonstrate change success


Change Readiness

Susta


Change Readiness



anaging Resistance










Define metrics

Build change teams













Track metrics


Build change management teams

Identifying all stakeholders

Identifying potential business sponsors

Creating a plan to manage them

Anticipating resistance and devising mitigation

Two important change teams should be mobilised:

Steering Team / Leadership Team

Change Management Team

A significant amount of activity will be required from these teams throughout the duration of the change program.

Reassess

Evaluate

Establish Current Level

of Engagement

Develop Engagement

Plan

Identify Stakeholders

Segment

Change Readiness is focused on building a high level change management strategy and implementation plan



Stakeholders are all those:

Directly involved

Indirectly involved

Affected by the work or the outcomes

Able to influence the work or the outcomes

Change Program Sponsor(s)

Change Management TeamChange Managers

Change Agents Tactical Business Line Reps

PMO

Support FunctionsThird Parties Government Agencies

ShareholdersOthers

Other Stakeholder Groups

Directors/Managers*

Change Recipient

Primary Business Stakeholders

Business Line Focus

Steering Group/LT

Senior Business Leads Senior Support Leads

*Directors/Managers can also be ‘Business Sponsors’ as well as Stakeholders in their own right. See slide on ‘Business Sponsors’



Identify all the Stakeholder Groups and their needs and any associated issues or risks.

1

Integrate the information gathered in steps 1-3 into a comprehensive engagement plan whose progress can be tracked.

4

Determine for each the current and required degree of engagement with the change. Define the types of activities required to maintain or move them to the desired state.

2

Profile detailed engagement activities, meeting opportunities etc. Agree which activity type should be leveraged for each stakeholder group.

3

Stakeholder Group Current Status Desired Status Activites to achieve to desired state

Stakeholder Group 1 Ownership Ownership Ongoing program High Level Communication

Stakeholder Group 2 Awareness Buy In Updates on program progress

Stakeholder Group n

Stakeholder Group People Key Needs Issues & Risks

CountryManagers

2 Awareness of key program details

Failure to engage leads to loss of sponsorship

Stakeholder Groups Sp

onso

r Mee

ting

Glo

bal M

eetin

g

Coun

try

Mee

ting

Lunc

h &

Lea

rns

Coffe

e M

orni

ng

Web

ex

Group 1

Group 2

Group 3


Identify business sponsors and change agents

Two critical stakeholder segments require identification and dedicated attention:

Business Sponsors

Senior managers whose influence and buy-in to a the change program are key. Their influence and advocacy over their direct reports can make or break a change program They can promote the change initiative, cascade communications and ensure adoption

Identify, map, note linkages of all business sponsors. There may be many individuals scheduled in a big program

Change Agents

Individuals from the operating business affected by the change who are also a member of the extended program team. This is a very important role ‘on the ground’ - their local support and initiative makes them key to delivery of the change program by supporting communications, feedback and resistance management

Identifying, recruiting and training these individuals is a material activity for the change management team

Identification

Awareness Testing

Training

Start Role

Week 1

Week 2

Weeks 3-4

Week 5

Name

Name

Name

Name

Name

Name

Name

Name

Name

Name

Name

Name

Name

Name

Name

Head of Facility

Name

Head of Finance

Name

Head of Operations

Name

Director


Business sponsors – engagement plan

Communication with this group should be on an ongoing relationship basis as opposed to a single event

Plan and prepare tools to closely manage this process

The change management team should track progress and act on any resistance emerging

Objective is to secure advocacy from powerful, influential individuals and from line management affected by change



Expect resistance to change. It’s natural

It is important even before the change activity gets going to identify likely sources of resistance

Change Agents and Business Sponsors will provide indications or specific details of likely resistance to the change

Schedule a draft of proposed proactive and reactive resistance management activity to suit circumstances

Formulate pre-emptive mitigation tactics



Susta


Change Readiness



anaging Resistance










Define metrics

Build change teams













Track metrics


Implement previously planned Engagement plan and Communications activities

Utilise the tools and process created to track sponsor engagement with the change program

Communicate the desired Shared Vision using multiple channels but, critically, ensuring consistency of message

Meet Business Sponsors and obtain their advocacy for the change

Assessment and Impact Resistence

(Change Team)

Contract Set with Stakeholder

(meet in person)

Stakeholder/ Change Team

Contact as Required

Goal Setting with Stakeholder

Initial Stakeholder Meeting

Follow on Stakeholder Activity

Follow on Stakeholder Activity

Ongoing Stakeholder Actvity

TimeInstallation

Realisation

Follow Up If Amber or Red

Project Finish

Project StartSponsorship Engagem

ent

Comm

unications



Moving advocates to the required state

OwnershipIntimate

Knowledge

Awareness

Understanding

Buy In

Barrier

Oppose Neutral Accept Support Champion

Neutral

Engagement State

Understand

Aware

Unaware

Und

erst

andi

ng

Support for Understanding

Person APre Sponsor Contracting

Person APost Sponsor Contracting

Person ADesired Position



It is essential that everyone in the organisation affected by, involved with or controlling the change shares a common vision of it and the means required to achieve it

The communication plan is a structured document that targets specific communications to each of the impacted business lines, regions etc. identified in the change landscape and during readiness preparation

Ensure a robust communication sign-off process is in place to make sure timely and appropriate release of information

Communication Rep Drafts Content

Review Within Communications Team

Refine Based on Feedback

Route for Program Approval

Distribute

Route for Business Approval

Pre-change Communication

Change Execution/Delivery

Post-change Communication

Change

Time


Progress tracking and establishing feedback loops

Change Agents

Formal/Informal Communications

Business Sponsors

Response Provided

Feedback Log Updated

Response Agreed

Program Communications Updated

Feedback Logged

Theme Identified

Feedback

Acquiring feedback and taking action on it is a best practice means of securing advocacy

People respond well when they see that their feedback is being taken seriously

Change Agents are one of the critical feedback providers

Use tracking tools to:

Establish status and effectiveness of feedback channels used

Determine key themes emerging

Ensure timely response to feedback


Promoting Change & Managing Resistance

Susta


Change Readiness



anaging Resistance










Define metrics

Build change teams













Track metrics



Resistance is…

Inevitable

A natural function of change

Manageable

An attempt to protect the individual’s perspective

A sign that something important has been touched

A sign that potential for change exists

A type of communication channel – don’t ignore it!

Part of the learning process

Resistance isn't…

Necessarily ‘logical’

A sign of disloyalty

Necessarily personal

Indicative of poor performance by the change program

A sign that the change process is out of control

All change programs encounter some degree of resistance


Implement proactive/reactive resistance management tactics

Proj

ecte

d Im

pact

Resistance IndicationsLow High

Low

High

Resistance can be

managed via ‘Business Sponsors

Regional Change Team Member

Sufficient

Resistance Can Be

Managed Via ‘Business Sponsors

Local Change Team Member

Required

Local Change Team Member

Required

Regional Change Team Member

Sufficient

Proactive

Reactive

A flexible resistance management strategy is essential

Resistance management should not be a ‘fire fighting’

activity

Resistance can be managed:

Proactively For resistance in areas where high levels are anticipated

Reactively Where low level resistance impacts are anticipated

Resistance can be experienced in a wide variety of ways at various levels of the organisation – how it’s managed can make or break a change program



Behavioural Change Strategies

Most change effort will require a behaviour change in order for it to be sustained. Formal behavioural reinforcement e.g. setting goals during appraisal processes are effective tools

Empowerment

In this context is about removing barriers that prevent people from acting on the Change initiative such as introducing redefined roles that clearly match the changed environment

Promoting Change Success

Visible delivery of change program objectives/benefits is a powerful means to build further

support for the change

Communication

Different types of information are required by various audiences. This is

a complex area but restating program rationale/benefits is a simple but

effective technique

RESISTANCE TOOLKIT

Imagination is required to construct the means to deal with resistance


Tracking metrics

Example Program DashboardsProviding accurate data driven reporting for program governance and stakeholder management

Tracking progress against metrics established during the Change Landscape provides assurance about project status and the means to manage towards success

Successful or ‘on track’ delivery of metrics should be reported:

Upwards to demonstrate successful delivery

Outwards to ‘champion program success’

Inwards to energise and maintain motivation within the change team


Sustaining and Reinforcing Change

Susta


Change Readiness



anaging Resistance










Define metrics

Build change teams













Track metrics


Why reinforce change?

Technical ObjectivesOn TimeOn Budget

Human Objectives MetBusiness Objectives Met

Installation Realisation

* Harvard Business Review Michael Beer and Nitin Nohria

70% of all Change Projects fail because the organisation fails to manage the human element to change*

Reinforcing the change is required to deliver the anticipated ROI and other intended benefits. Failure to do so risks wasting much of the resource expended to get this far

This requires sustained effort (and organisational commitment) to see the ‘realisation’ through and not quit after the ‘installation’ phase


Implement tools to achieve behavioural shift

The change process is not over until supportive behaviours are the norm i.e. the change is fully embedded

Planning for behavioural change should take place early on in the overall change process

Chaucer employ the right tools to achieve shifts in mindset, behaviour, productivity and compliance

New Way of Operating

Success Realised

Behavioral Shift

Sustaining Change Phase

Implementation

Productivity and Sharing

Movement Phase

Create Buy In

Inform

Involve

Communication & Engagement Phase

Prepare

Plan

Understanding & Readiness Phase

Business as Usual Mindset Shift High Productivity & Compliance

Monitor and Adjust Monitor and Adjust Monitor and Adjust Maintain

REINFORCEMENT


Move to continuous improvement

Developing Lasting Support

Network

Ongoing Comms

Take Action on Target Feedback

Enhance/ Update

Business Process

Champion Successes

Reward Positive

Behaviour

Maintain Stakeholder Engagement

External Cross

Program

Alignment

Increase Change Program

AwarenessDevise, manage and track a series of activities to reinforce change

Reinforcement activity planning should be considered on a holistic basis

Individual but interlocking pieces of action are devised to address specific areas of need

An important final task for the Change Program is move into an environment of ‘continuous improvement’


Chaucer – planning for change success

The Change Challenge

Change projects can be large scale and complex: Impacting multiple dimensions of

the business

Geographically/culturally diverse

Technically complex

Competing initiatives

The nature of the change can bring many challenges: Scope of the change

Visibility and pressure for results

Wide reaching staff and cultural issues

Chaucer can help: Managing Change Project/Programs

Chaucer has extensive capability and experience in managing change projects/programs. Examples of where we can help include: Realistic strategic vision and goals

Flexible and realistic business operational design

Portfolio and program planning

Risk management, cost control, assurance etc.

Tried & trusted tools and techniques to ensure delivery

Chaucer can help: Change Management

Chaucer has a wide breadth and depth of capability across the Change management life cycle. Examples of where we can help include: Understanding the change landscape Resistance management

Change readiness and preparation Sustaining and reinforcing change

Communication and engagement

Chaucer has expertise in managing change programs/projects and in performing specialist change management activities


Why Chaucer for change management?

Chaucer is a strategic global partner, operating sensitively to provide extensive Change Management experience in support of delivery for our clients

We utilise proven tools, methods and processes and adapt them to the specific client situation ensuring it is 'fit for purpose' and delivers business value

Our flexible approach ensures the solutions developed fit, minimising disruption and accelerating the transition to business as usual at the end of the engagement


Contact Us

UK Neil O’BrienMobile: +44 7834 [email protected]

USARupert LaslettCell: +1 832 681 [email protected]

Paul BurkeCell: +1 734 834 [email protected]

EuropeDeborah FeakinsMobile: +44 7799 [email protected]

Middle East & Asia PacificNick LaslettMobile: +971 505 154 [email protected]

Rest of WorldBob LaslettMobile: +44 7767 [email protected]

The Chaucer Way Change Management

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