change the conversation change the game · define change management 44 technically: change...

Change the ConversationChange the Game

Tim CreaseyChief Development Officer, Prosci

#ACMP2015 © 2015 Association For Change Management Professionals. 1

In five words, what does change management mean to you?

Poll Everywhere Placeholder

Follow on question: Are these words present in your vocabulary when you talk about change management?


Agenda


Context

Language Start with Why

Problems

4

The best laid schemes

o' Mice an' Men,Gang aft agley

Robert Burns

BLUF: Bottom Line Up FrontGain Commitment


Buy-in Mindshare Approach Resources

BLUF: Bottom Line Up FrontInseparable ROI


Project ROI CMROI

Project ROI

PeopleDependentProject ROI

(CMROI)

or

Directly connect CM impact to project results, benefits and objectives

No longer “resource for CM” – becomes “resource for X%

of project results”

BLUF: Bottom Line Up FrontThe Gap


A great idea

A perfectly optimized

process

An effectively managed

project

Results and outcomes

Benefit realization

Sustained ROI

EMPLOYEEADOPTION AND USAGE

OF THE SOLUTION

Agenda


Context


Problems

9

Priority is a function

of context.

Stephen R. Covey#ACMP2015 © 2015 Association For Change Management Professionals.

Context Is Everything


OHH

OHH

OHH

Here is change management(in a vacuum)

Here are the expected benefits from a change and the portion that depends on

employees doing their jobs a new way (that is what I contribute)

Unified Value Proposition


Current Transition Future

Technical side

People side

DesignDevelopDeliver

EmbraceAdoptUse

ResultsOutcomes

Success=+

Installation*

Realization** Daryl Conner

12#ACMP2015 © 2015 Association For Change Management Professionals.

The achievements of an organization

are the results of the combined effort of each

individual.

Vince Lombardi

Current Transition Future

TC F

C C C C C

C C C C C

C C C C

C C C C C

C C C C C

T T T T

T T T T T

T T T

T T T T

T T T T T

F F F

F F F F

F F

F F F

F F F F

T

T

T

F

F

F

F

F

F

F

F

Ultimately requires individuals to move from their own current to their own future

An organizational move from the current to the future


TransitionCurrent Future

Results and Outcomes Depend on Employee Adoption and Usage

With

cha

nge

man

agem

ent

With

out

=X projectbenefitscreated

Current FutureTransition

Adoption and usage

gets bumpyAdoption and usage

takes longer

Adoption and usageincomplete

Adoption and usage

not as expected

<X


PLACEHOLDERWhat tangible consequences of “bumpy transitions” and “swiss cheese futures”

have you seen in your work?


15


It is not the answer that

enlightens, but the question.

Eugène Ionesco

Why Are We Changing?

Future

Organizational Benefits Project Objectives

RevenueCostsProfitsEfficiencies

ComplianceSafetyProcess ExcellenceCustomer Satisfaction

Specific measurements and metrics for improvement

How work will be different after the change


-100

100

300

500

700

900

PLACEHOLDEROn a scale of 1 (muddy) to 10 (crystal): how clearly are organizational benefits and

project objectives defined on your efforts?


18

FutureBenefits

Objectives

Adoptioncontribution

How Much Depends on Adoption and Usage?


Net Project Benefit

Dependent on adoption and usage

Not dependent on adoption and usage

Installationcontribution

ROI =Expected Project Benefit – Project Cost

Project Cost

Net Project Benefit

Project Cost=

Adoption Contribution


Example variables that impact “people dependence”Many employees impactedMany aspects of work impactedDrastically different than what we knowDisruptive

Few employees impactedFew aspects of work impactedVery similar to what we know

Incremental

PLACEHOLDERPLACEHOLDERFor a project you are working on, estimate the overall percent of

expected results and outcomes that depend on employee adoption and usage (round to the nearest 0 or 5, leave off the %)


21

AllPeople dependent:

AllIf NO ONE adopts,

we get: 0%

HighPeople dependent:

HighIf NO ONE adopts,

we get: 15%

MediumPeople dependent:

MediumIf NO ONE adopts,

we get: 50%

LowPeople dependent:

LowIf NO ONE adopts,

we get: 80%

NonePeople dependent:

NoneIf NO ONE adopts,

we get: 100%

Adoption Contribution


23

ProjectObjectives

Organizational Benefits

EHR in ACME Health

Identify the benefitsand objectives

How peopledependent?

All-High-Medium-Low-None

What percent do we get if

NO ONE changes?

#ACMP2015 © 2015 Association For Change Management Professionals.


1. Patient throughput and experience

2. Lower cost, higher revenue

3. Risk and fine reduction

4. Clinical best practices

5. Patient empowerment


1. Patient throughput and experience All

2. Lower cost, higher revenue Low

3. Risk and fine reduction High

4. Clinical best practices All

5. Patient empowerment Low


1. Patient throughput and experience All 0%

2. Lower cost, higher revenue Low 75%

3. Risk and fine reduction High 35%

4. Clinical best practices All 0%

5. Patient empowerment Low 65%

ProjectObjectives

1. Meaningful use incentives

2. One patient, one chart

3. Billing and claim error reduction

4. Physician communication

5. Modernization of platform

ProjectObjectives

1. Meaningful use incentives High

2. One patient, one chart High

3. Billing and claim error reduction High

4. Physician communication High

5. Modernization of platform Low

ProjectObjectives

1. Meaningful use incentives High 35%

2. One patient, one chart High 25%

3. Billing and claim error reduction High 35%

4. Physician communication High 10%

5. Modernization of platform Low 90%

24

Project Objectives


Your Project

Identify the benefitsand objectives

How peopledependent?

All-High-Medium-Low-None

What percent do we get if

NO ONE changes?


Activity


Context

Exercise on your 11x17 placemat

CMROI in Context


%

of expected project

benefits depend on

adoption and usage

is the ROI of change management

CMROI Example


EHR in ACME Health

Project Objectives

1. Meaningful use incentives 4 High 35%

2. One patient, one chart 6 High 25%

3. Billing and claim error reduction 6 High 35%

4. Physician communication 5 High 10%

5. Modernization of platform 3 Low 90%


1. Patient throughput and experience 9 All 0%

2. Lower cost, higher revenue 6 Low 75%

3. Risk and fine reduction 7 High 35%

4. Clinical best practices 3 All 0%

5. Patient empowerment 8 Low 65%

64%Of what you expect from this effort depends on employee adoption and usage

Adoption contribution

Installation contribution

100%

50%

36%

CMROI in Pictures


TransitionCurrent Future

Current FutureTransition

Expected benefits

Consequences of poor adoption and usage

is the ROI of change management

29© 2015 Association For Change Management Professionals.#ACMP2015

An ounce of context is worth

a pound of isolated facts.

@daveElf

Agenda


Context


Problems


“Knowing what to do with a toon is easy.It's getting them to do it that's hard.”

Ender to Bean in Ender’s Game, Orson Scott Card

The leader’s problem is:

I have a change on the table and I need to

deliver the expected results and outcomes

Solve Their Problems

32

Your job: connect what you do to solving their problems

The leader’s problem is not:

I don’t have change management on

my change initiative



People don’t buy a quarter-inch drill bit, they buy a quarter-inch hole.

You’ve got to study the hole, not the drill. The drill is just the solution for it.

Theodore Levitt (Leo McGinneva)

Improve Change Outcomes


16% 46%

77%96%

0%

0%

Poor Fair Good Excellent(n=244) (n=653) (n=834) (n=165)

Change Management Effectiveness

Percent of study participants who met or exceeded objectives • Improve project

results and outcomes

• Drive benefit realization and financial return

• Minimize risks

• Reduce “re” costs

In Your Value Proposition

“A positioning statement that describes for whom you do what uniquely well”

- Michael Skok•Target “buyer” •Their problem •Your solution •Better than the alternative


Value proposition framework from Michael Skok, Startup Secrets: Building a Compelling Value Proposition, www.entrecapitalist.com/resource/building-compelling-value-proposition. Used with permission.

PLACEHOLDERPLACEHOLDERWhat are the most significant problems you can solve for your senior

leaders and project leaders?


36

Problems

Activity



Agenda


Context


Problems

39

Context QuestionsLanguage

If you talk to a man in a language he understands, that goes to his head. If you talk to him

in his language, that goes to his heart.

Nelson Mandela#ACMP2015 © 2015 Association For Change Management Professionals.

Speak Their Language

40

“Executives speak three languages: finance, finance and finance.”

Jeff Hiatt

Your job: express the value of CM in their language

+ Strategy execution

+ Competitive advantage

+ Core competency

+ Their own legacy


In the Words You Use


CommunicationsTraining

StakeholdersResistance

ResilienceAssessmentsTemplates

Return on InvestmentBenefit Realization

ResultsOutcomes

ObjectivesSustainment

PLACEHOLDERWhat words will you STOP using in your conversations?


42

PLACEHOLDERWhat words will you START using in your conversations?


43

Define Change Management

44

Technically:

Change management is: the application of processes and

tools to manage the people side of change from a current state to a

new future state so that the desired results of the change are achieved

(Hiatt & Creasey, 2012)

To gain buy-in:

Change management is:how we catalyze employee

adoption and usage to capture the portion of project benefits that

depends on people changing how they do their jobs


Reframing the Question

45

What is the ROI of change management?

Nebulous

Lacks context

What portion of project benefits

depend on employee adoption and usage?

Focused

With context


PLACEHOLDERCould you reframe the question toward

“portion of benefits that depend on people”?


46

Language

Activity



Agenda


Context


Problems


“People don't buy what you do,

they buy why you do it.”

Simon Sinek

PLACEHOLDERWhy do you do change management?


50

WHY

HOW

WHAT

Stakeholder AnalysisImpact Assessments

Change Management StrategyCommunications Plan

Sponsor RoadmapCoaching Plan

Training PlanResistance Management Plan

Feedback CollectionSustainment Activities


Where we typically start

WHY

HOW

WHAT

Drive benefit realization

Ensure ROI

Enable results and outcomes

employee adoption and usage of change

…through…

Where we need to start


Start with Why

Activity



Completion


Context


Problems

PLACEHOLDERSubmit your EMAIL ADDRESS if you would like to receive follow up

with the outputs we created together today.


57

Questions and answers


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