common factors for managing successful change leeds jan 2016
TRANSCRIPT
Common factors for managing successful change
Elisabeth Goodman
Yorks and North Lincs branch
28th January 2016
The Enabling Change SIG
Our theme for today and how we will explore it..
There are common factors for managing successful change,
whether the change is organisational, IT or process related.
This event draws on the work of the Enabling Change SIG,
my experiences and yours (!) to identify and learn about these
common factors
1. Brief introduction to the Enabling Change SIG and its work
2. Overview of my and your case studies
3. Identification of the common factors
4. Closing messages / resources from our SIG
Speaker Profile: Elisabeth Goodman • 25 yrs Pharma R&D (Information Management plus..) • Now trainer, coach, facilitator, consultant and author • Creating exceptional managers and teams • Change management, lean and six sigma, knowledge management, personality tools “portfolio”
Giving people the resources to be and to create navigators rather than victims of change
APM
Enabling Change SIG – Internal Collaboration Lead
The SIG’s mission is to‘improve
the change capability of
organisations, teams and
individuals’
Enabling Change SIG
Enabling Change SIG Structure
Themes Practitioner Groups
Events, Membership & Communications
Methods & Standards
Collaboration – External (OU, BCS, C4CM)
Innovation (Research, L&D, Software)
Collaboration – Internal (SIG’s, Branches)
Tran
spo
rt
Fin
anci
al S
ervi
ces
Pu
blic
Ser
vice
s
Change Community
Methods & Standards Documents
Headings
Representing
Change
Capabilities &
Methods
Common
Vocabulary
Library of
Professional
Knowledge /
Reference
Sources
Change
Management
Press &
Publication
Reference
Library
Enabling Change
Case Studies
Change
Methodologies
Change
Management
Professional
Horizons
Definitions
References
Development Experience
The Methods
Guiding Framework Structured Process Organisational Capability
ACMP Standard for
Change Management
AIM Methodology
CHAMPS2 E-Change
Change Delta
Framework
The Change Leaders
Roadmap
CMI Body of Knowledge
& Maturity Model
Bridges Transition
Model
Kotter 8 Step Process
for Leading Change
The Change Curve
Lewin’s 3 Stages of
Change
Managing Successful
Programmes (MSP)
PMI’s Change
Management Method
Pritchett’s Change
Management Model
PROSCI’s ADKAR
Model
Viral Change LaMarsh’s Managed
Change Model
A Few Insights
• Uses stories and social networks to spread change
Viral Change
• Strong focus on benefits realisation Managing Successful
Programmes
• Focus on the psychology of dealing with change
Lewin’s Model, Bridges Model and the Change Curve
• Frequently used for merger integrations
Pritchett’s Change Management Model
What kinds of change programmes or projects are you currently involved in?
Examples from delegates:
1.Organisational - mergers, structural change, adjusting the size of the
business
2.IT - integration of healthcare systems, technology refresh, new
signalling systems, transformational programme
3.Process – certification
4.Others - changing work environments/location, behavioural and
cultural change
Three of my case studies:
1. Organisational change: Adopting Lean and Six
Sigma as a way of working – in a CRO
– 70 staff – lab and office based
– CEO as sponsor
– Designated contact (and change agent with change
plan)
– Representatives from several departments; regular
communication with others
– Training
– Workshop on end-to-end process
– Customer survey
– Projects on things that matter to each department
– Embedding plans
Three of my case studies:
2. IT change: Developing working practices for the use
of collaborative tools
– Global Pharma R&D
– IT SVP as sponsor
– Business lead as well as project lead
– Designated change agent and change plan
– Pilot R&D project teams – focus groups with team
leaders to develop approaches
– Sharing success stories / feedback
– Gradual and tailored roll-out
Three of my case studies:
3. Process change: Improving the end-to-end process for
managing biological samples
– Global Pharma R&D
– SVP of Drug Discovery as sponsor – transitioned to IT SVP
– Business lead as well as programme lead
– Several workstreams to cover different aspects of the
business (with representatives)
– Workshop with all concerned to design new end-to-end
process and plan its implementation
– Designated change agent
– Regular review / alignment of project plans
Consider the Case Studies or your own Programmes / Projects and identify what some of the common factors for successful change might be.
Suggestions from delegates Vision / goals
– Clear and compelling vision of end game
– Meeting company values
– Alignment / cascade of objectives from top to
individuals
Benefits realisation
– Articulate ‘why’
– Clearly articulated benefits
– Benefit is to save costs
Programme / project management
– Realistic timescales
– Cost effective and budget planned effectively
– PM / Change Management tool kits
– Learning lessons from previous changes (+/-)
– Phase the changes so can include lessons early and
pick low hanging fruit
– Clear method of measurement for success (or not!)
– Realise there is a change
Sponsor
– Strong sponsor, explains why, prepared to be
flexible
Communication, training, support
– Clear and consistent communication
– The right training at the right time
– Help and support at difficult / emotional time
Stakeholder management
– Sufficient planning and engagement with the
right people, at the right time before delivery
– Solutions owned by people involved so don’t
feel done to them
– Understand how change affects business as
usual, roles
– Managing end-user expectations after the
‘sales pitch’
– Understand impact across the business
– Know your stakeholders
Change agent
– Designated change agent, well respected,
good communication skills, reach across the
organisation
The team
– Get the right team
– Build the skills of the team
A possible list of common factors for successful change
1. Get your senior management and sponsors
not only advocating but acting as role
models for the change.
2. Have strong programme / project leadership
and governance. Escalate if necessary.
3. Build and develop your team (including third
parties).
4. Involve all the right people from the
organisation to drive and support the
change so that there is real ownership from
the business.
5. Engage with your stakeholders so that they
want to help you make the change succeed.
Work with key influencers. Consider the
psychology and behaviours of change.
6. Always focus on the change and the
benefits.
7. Have everyone on your project team, and
your sponsor(s) 'singing from the same hymn
sheet', so that all your messages are
consistent and reinforce each other.
8. Design and deliver communication, training
and support interventions that achieve what
they are meant to achieve. Communicate,
communicate, communicate.
9. Test or pilot and monitor your approaches so
that you can build and share success stories.
10. Manage programme / project
interdependencies.
11. Take account of all the other changes and
work pressures affecting your stakeholders
so as to make the whole experience as
positive and painless for them as possible.
Each other
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Newsletter
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Contact us!
What resources are available to help you take this further?
Post-event feedback! 26 responses – number of replies to each question shown in ()
1. How would you rate your personal “change capability” at the start of this event?
1. I am new to this area (1)
2. I knew something about it (2)
3. I have started practising it and am on a learning curve (15)
4. I feel relatively confident about my capability (7)
5. I have enough expertise to coach / teach others (1)
2. How has today’s event enhanced your change capability?
1. It has not really added to it (1)
2. I have gained a little bit of new information (0)
3. It has given me some useful insights (14)
4. It has helped to develop my change capability (5)
5. It has given me new tools / skills that I plan to use (6)
3. How would you describe your level of engagement with the APM Enabling Change SIG as a result of today’s
event?
1. I am not really interested in the SIG (1)
2. I will look out for future events / information from this SIG (18)
3. I would like to speak at a SIG event (0)
4. I will join this SIG / retain my membership of this SIG (6)
5. I intend to help the SIG in some way (1)