"change management". workshop 8 ottobre advance school - lamarsh global
DESCRIPTION
La shared responsability di leaders, managers e dipendenti nei processi di cambiamento: la best practice internazionale di LaMarsh Global. The nature of business today, the pressures of the economic crisis and the rapid evolution of technology mean that businesses will be in a constant state of change. Effectively and efficiently managing change is a shared responsibility: Leadership has the responsibility to identify and implement the right changes -- changes that will improve business performance, develop employees and grow the bottom line financial stability of the organization. Management has the responsibility to develop the skill, the structure and the will to apply solid, proven change management methodology when making changes. Employees also have a responsibility. They need to accept that they will live their entire professional career in a work environment of constant change. Coping with those changes, building an internal capability to accept and adapt to change and to take ownership of their role in the change process is critical for them and for their companies.TRANSCRIPT
© 2013 LaMarsh Global
THE LEADER AS SPONSOR
OF CHANGE
K. J
udge
K. Judge
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SESSION GOALS
Recognize the value of change management and what it could mean in your organization
Determine your role and responsibilities as Sponsors who lead change and as Change Agents assigned to manage implementation
Employ selected Managed Change™ action steps to reduce potential risks and increase the probability of successful change
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WHY MANAGE CHANGE?
Time
Su
ccess
/Con
trib
uti
on
Breakthrough Vision
Breakthrough Point
Breakthrough Strategies
Inertia
The Business of the Business
OrganizationalTransformation
Organizational Marginalization
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CHANGE MANAGEMENT
How does Change Management add value?
R = Qs x A
Results = Quality of Solution x Its Acceptance
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FAILURE IS POSSIBLE
No Plan for Implementati
on
Fuzzy Definition of Desired State
Ignoring Potential for Resistance
FAILURE
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OBSTACLES TO SUCCESSFUL CHANGE
Over 50% is directly attributable to employee behavior.
All other obstacles32%
Management behavior not supportive of the change29%
Employees fearfuland resistant to change23%
Inadequate resources (time, knowledge, money)16%
Best Practices in Change Management, ProSci
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MANAGED CHANGE™ MODEL
Prepare to Change
ResistanceResistance
SponsorSponsor TargetTargetChange Agent
Change Agent
CultureCulture HistoryHistory
Identify the Change
DeltaDeltaCurrentCurrent DesiredDesired
Plan the Change
RewardRewardCommunicationCommunication LearningLearning
Implement the Change
7Sustain the Change
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MANAGED CHANGE™ AS A PROCESS
Communication System
Communication System
LearningSystem
LearningSystem
Reward System
Reward System
3. Generate1. Create 2. Populate
Fishbone of Changes AnalysisFishbone of Changes Analysis
Key Role Map AssessmentKey Role Map Assessment
Delta Dip AssessmentDelta Dip Assessment
Desired State DesignDesired State Design
Current State AnalysisCurrent State Analysis
InfoMatrixInfoMatrix
4. Repeat as necessary until change is sustained
Culture AuditCulture Audit
History AuditHistory Audit
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A VIEW OF A WELL MANAGED CHANGE
Target Resistance is Identified & Analyzed
Desired State Definition is Clear
Sponsors are Effectiveat All Levels
Effective Change Management
Impact of MultipleChanges is Understood
Current State Case for Change is Strong
ResistanceIs Mitigated Effectively
Impact of History Is Acknowledged
Impact of CultureIs Acknowledged
Delta State Performance Impact is Acknowledged
Change Agents are Capable & Willing
Governance isOperational
Organization is CompetentIn Managing Change
Project ManagementIs Effective
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STAGES OF CHANGE
Current State
WHY?WHY?
Delta State
HOW?HOW?
Desired StateDesired State
K. Judge
WHAT?WHAT?
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CURRENT STATE
Structur
e
Process
Culture People
K. Judge
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DESIRED STATE
Structur
e
Process
Culture People
K. Judge
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INTEGRATING MULTIPLE CHANGE INITIATIVES
Initial Public Offering
Supply Chain Initiative
Tunnel Project
Merger / Acquisition Growth
The Secret
Desired StateDesired State
100% CustomerSatisfaction
Financial System: Prophecy
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KEY ROLES
• Change Sponsors
• Change Agents
• Change Targets
• Change Advocates
K. Judge
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SPONSORS MUST . . .
• Understand the change
• Manage the change
• Deal with people
K. J
udge
K. Judge
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KEY ROLE MAP Name: ________________________________ Sponsor: Yes No _____________________ Change Agent: Yes No _________________ Target: Yes No _______________________ Issues/Concerns: _______________________ ______________________________________ ______________________________________
Name: ________________________________ Sponsor: Yes No _____________________ Change Agent: Yes No _________________ Target: Yes No _______________________ Issues/Concerns: _______________________ ______________________________________ ______________________________________
Name: ________________________________ Sponsor: Yes No _____________________ Change Agent: Yes No _________________ Target: Yes No _______________________ Issues/Concerns: _______________________ ______________________________________ ______________________________________
Name: ________________________________ Sponsor: Yes No _____________________ Change Agent: Yes No _________________ Target: Yes No _______________________ Issues/Concerns: _______________________ ______________________________________ ______________________________________
Name: ________________________________ Sponsor: Yes No _____________________ Change Agent: Yes No _________________ Target: Yes No _______________________ Issues/Concerns: _______________________ ______________________________________ ______________________________________
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TARGETS OF CHANGE
K. Judge
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MULTIPLE CHANGE INITIATIVESChange Initiatives
1. New Strategy Implementation
2. Customer Service Cross Selling
3. Compliance
4. Sales Recruiting
5. Web Chat
6. Problem Resolution
7. New Client Implementation
PRES
Manager
Supervisor
Front-Line(Agents)
VPHR
VP-SALES &MARKETING
VPOPERATIONS
VPFINANCE
VPTRAINING
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3
1,4
1,4
1,4
1,4
1,2,5
1,2,5
1,2,3,45,6,7
1,2,3,4,5,6,7
1,2,3,5,6
1,2,3,4,5,6,7
1,2,3,4,5,6,7
1,2,3,5,6
1,2,3,4,5,6,7
1,2,3,4,5,6,7
1,2,3,5,6
1,2,3,5,6
1,2,3,5,6
1,2,3,5,6
1,2,3,5,6
1,2,3,5,6
1,2,3,5,6
1,2,3,5,6
1,2,3,5,6
1,2,3,5,6
1,3 1,4 1,4 1,2,5
1
3 2 5,64,7
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CHANGE INITIATIVES
PRES
Manager
Supervisor
Front-Line(Agents)
VPHR
VP-SALES &MARKETING
VPOPERATIONS
VPFINANCE
VPTRAINING
#
#
#
#
#
#
#
#
# # #
# # #
# # #
# # #
# # #
# # #
# # # #
1
3
2
4
5
6
Change Initiatives
1.
2.
3.
4.
5.
6.
7.
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CULTURE – AN ELEMENT OF CHANGE
• How we behave
• What we believe
• Rules we follow:– In rule book
– Unwritten rules
K. Judge
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HISTORY - WHAT WE’VE TAUGHT OURSELVES
Targets have learnedthat change is either
K. Judge
MANAGED WELL
MANAGED POORLY
OR
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K. Judge
Communication
Learning
Reward
Plan the Change
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K. Judge
Implement the Change
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RELATIONSHIP AMONG THE SYSTEMS
Current State Delta State Desired StateDesired StateK. Judge
Communication
Learning
Rewards
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Sustain the Change
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LESSONS LEARNED BY LEADERS
Targets of change need to know:
– Why change is necessary and no longer viable
– What the future holds and how they fit in
– How you plan to support them during the transition
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#1 – Clearly Address the Stages of Change
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Targets of change need:
– Terminology that makes sense to them
– Clear definition of your “vision” statements
– Measurable goals
– To see where they are in the picture
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#2 – Provide Clear Definition of the Future LESSONS LEARNED BY LEADERS
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Productivity
K. Judge
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#3 – Address the Dip in the DeltaLESSONS LEARNED BY LEADERS
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= without change management
K. Judge
21 = with change management
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THE IMPACT OF MANAGED CHANGE™
1. Reduces the degree of pain and drop in productivity
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2. Accelerates the change; Achieves benefits sooner
3. Achieves higher level of results
4. Insures sustainability
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K. Judge
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#4 – Consistently Gain “Target” PerspectiveLESSONS LEARNED BY LEADERS
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Reso
urc
es/
Tim
e
Commitment
MORE
MORELESS
Collaborative
Facilitative
Directive
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#5 – Choose a Change ApproachLESSONS LEARNED BY LEADERS
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Clearly define the roles and responsibilities of the sponsors and those of the change agents
Sponsors Change Agents
Make it clear that resistance will be addressed Systematically identify the target
populations and the sources
of potential resistance
Commit the resources that are required to Identify the actions required to
reduce the resistance reduce the resistance and build the
plan of action
Do the communicating Write the speeches
Provide the rewards and reinforcements Determine what those need to be
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# 6 Know the Difference Between Sponsors and Change Agents
LESSONS LEARNED BY LEADERS
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Steering CommitteeSteering CommitteeSteering CommitteeSteering Committee
Change Change Management Management
TeamTeam
Change Change Management Management
TeamTeam
Program Program Management Management
TeamTeam
Program Program Management Management
TeamTeam
Team 2Team 2Team 2Team 2Team 1Team 1Team 1Team 1 Team 3Team 3Team 3Team 3 Team 4Team 4Team 4Team 4
CommunicationCommunication CommunicationCommunication
EnterpriseEnterpriseEnterpriseEnterprise
LearningLearning LearningLearning
RewardReward RewardReward
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#7 – Establish a Governance Model
LESSONS LEARNED BY LEADERS
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Current State Delta State Desired StateDesired StateK. Judge
Communication
Learning
Rewards
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LESSONS LEARNED BY LEADERS
#8 - Manage Resistance – Don’t Ignore It
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MANAGING CHANGE REQUIRES COMMITMENT
Embedded into the hear of every change project and every individual's responsibilities
A complement to project management, new product introduction and Six Sigma processes
A requirement for long-term sustainable results Transferred to individuals and throughout the
organization
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A VIEW OF A WELL MANAGED CHANGE
Target Resistance is Identified & Analyzed
Desired State Definition is Clear
Sponsors are Effectiveat All Levels
Effective Change Management
Impact of MultipleChanges is Understood
Current State Case for Change is Strong
ResistanceIs Mitigated Effectively
Impact of History Is Acknowledged
Impact of CultureIs Acknowledged
Delta State Performance Impact is Acknowledged
Change Agents are Capable & Willing
Governance isOperational
Organization is CompetentIn Managing Change
Project ManagementIs Effective
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