Symphini Change Management Inc.
Improving Effectiveness Improving Effectiveness OfOf
Transformational ProgramsTransformational ProgramsManagement consultants transforming businesses by leveraging people, process and technology through change.February 2009
How much change? Impact of degree:
Developmental
Incremental improvement.
• Increasing skills• Improving performance within current state
Transitional
Replace current state with predictable new state. Can be planned, paced
and managed.
• Modest, stepped innovations, e.g. in technology, BPR• New product development• Departmental re-organizations
Transformational
Radical. Requires shift of: diverse systems and processes, culture, peoples’ mindsets & behaviors. Characteristics: dynamic, complex, unpredictable.
• Deep, cross-functional innovation, technology, BPR, e.g. ERP• Entering new markets, e.g. enter eBusiness, countries / continents, product lines, etc• Organizational Design• Mergers/ Acquisition
Powerful macro-economic forces: Competition. Economic Flux. Globalization. Innovations. Etc.
Secure current position? Catch up with current competition?
Leap ahead?
How much complexity? 3 dimensions:
• People, process and content
• Therefore different treatments and capabilities, examples:
• Visioning• Communications• Impact Analysis• Training
• Benchmarking• Total Quality Management• Business Process Re-
engineering
• Knowledge Management• Product Development• Technology (requirements
analysis, design, implementation, testing)
• The greater the degree of change, and the more dimensions, the more challenging – both for the Program team and the designates.
• Don’t many of us plan to go to the gym, lose a bit of weight? We procrastinate, we start, we falter. Why?
• Consider Black’s and Gregersen’s1 model:
If change is so great, why is it so hard?
“Failure to see” Once ‘we see’,“failure to move”
Once we start, “failure to finish”
We are blinded by what we think we know (believe) – what has ‘worked’ before.
We fear: •failure•inadequacy•criticism•spotlight•the unknown
“Getting Tired”: changing behavior (our own & designates) takes a long time, many mistakes and lots of individual coaching.
We are our center of our universe – our horizon is limited, our understanding confined.
“Getting Lost”: we lose sight of where we started, where we are and why are we doing this. Uncertainty can sets in and commitment fades.
Our view is distorted by our perspective at the center – things closer appear more clear, more important.
‘Are we there yet?’
1 J. Stewart Black and Hal B. Gregesen, “It Starts with One”, Wharton School Publishing, 2008.
Motivations:painvs.
gain
How hard? Median success rate on change initiatives is only 33% ! 501 - 662 - 70%3 fail !
Most initiatives fall short of plan.
1 Peter Senge, “Dance of Change”, Doubleday Press, Toronto, Ontario, 1999 ; 2 Harvard Business Review study, 2006 ; 3 J. Stewart Black and Hall B. Gregesen, “It Starts with One”, Wharton School Publishing, 2008.
Type of Change # of Studies
Median Success Rates
Strategy Deployment 3 58%
Restructuring & Downsizing 9 46%
Technology Change 5 40%
Mixed Collection of Change Efforts 1 39%
TQM-driven Change 5 37%
Mergers & Acquisitions 9 33%
Re-engineering and Software Design 7 30%
Software Development & Installation 6 26%
Business Expansion 1 20%
Culture Change 3 19%
All 49 33%
“Success Rates for Different Types of Organizational Change”Performance Improvement Journal, International Society for Performance Improvement, Volume 41, Number 1, January 2002.
Symphini’s
‘Applied Change ManagementProgram Methodology’
helps to secure ROI
by building earlier, deeper & sustainable traction.
Before After
Strategic Alignment
Tactical Traction
What’s different? Integrated, end-to-end delivery vs á la carteOur Program Methodology:
•integrates strategic alignment and tactical traction •follows through, concept to delivery
What else? Symphini’s methodology:•Leverages relevant best practices•Follows disciplined Program track •Deploys resource specialists (e.g. PMPs, OD SMEs, Trainers & Business SMEs)
Strategic Alignment
Tactical Traction
Phase 1Initiation
Phase 2Program Planning
Phase 3Implementation & Control
Phase 4Closing
Phase 5PIR
What else? Experienced, detailed implementation
We have done this before.
Many times.
Successfully.
Processes are thoroughly customized, scoped, planned and delivered.
Deliverables are well defined and tactical.
Applied Change Management Program Methodology©:
Phase 4Closing
Anchor change in the culture
Secure ROI, capture learnings
Phase 5PIR
Phase 1Initiation
Build guiding coalition, define vision & garner commitment
Phase 2Program Planning
Establish sense of urgency, define tactical
scope of work
Phase 3Implementation & Control
Empower broad-based action, consolidate gains &
produce more change
Earlier, deeper, sustainable traction against ROI delivery
Deliberate, phased goalsbased on proven
change management models
Phase 4Closing
Anchor change in the culture
• Repeat Culture Analysis, address deficiencies
• Build adherence into institutional standards, eg.
Position Descriptions, Scorecards, Performance
Appraisal, Succession Criteria, Process
Specifications, Services Level Agreements
• Create closure and demarcation - celebrate and
reward successes• Conduct initial PIR
Secure ROI, capture learnings
Phase 5PIR
• Recognize accomplishments
• Incorporate learnings into institutional policies,
procedures, processes and best practices
• Project signoff
Phase 1Initiation
• Assemble Program Leadership Team
• Frame Scope of Change• Create Compelling Vision and
Vision Map• Evaluate Present State vs
Vision State• Conduct Stakeholder
Analyses• Conduct Force Field Analysis
• Conduct Culture Analysis• Leading Strategic Change
Workshop - Executive• Develop Change Strategy
• Begin Gap Analyses & develop Recommendations
Build guiding coalition, define vision & garner
commitment
Phase 2Program Planning
Establish sense of urgency, define tactical
scope of work
• Conduct structured kick-off with Program delivery
team • Design Change Metrics
• Conduct Readiness Assessments
• Conduct Business Impact Assessments
• Leading Strategic Change Workshop – Program
• Begin capturing lessons learned
• Develop Change Implementation Plan (incl. Communications Plan and
Contingency options)
• Develop / deploy tools, processes & initiatives to foster adoption, overcome resistance & address change fatigue
(incl w/in Program Team), e.g. leading change coaching, individual
interventions & team facilitation• Celebrate quick wins & change
champions• Conduct Capability Gap Assessment,
plan & conduct Capability Training (custom & pkg)
• Conduct Business Change Impact Assmts, incl. Vision Test (qtrly)
• Deploy contingencies as requ’d
Phase 3Implementation & Control
Empower broad-based action, consolidate gains &
produce more change
Earlier, deeper, sustainable traction against ROI delivery
Detailed, tactical capabilities
Applied Change Management Program Methodology©:
Phase 4Closing
Anchor change in the culture
• Repeat Culture Analysis, address deficiencies
• Build adherence into institutional standards, eg.
Position Descriptions, Scorecards, Performance
Appraisal, Succession Criteria, Process
Specifications, Services Level Agreements
• Create closure and demarcation - celebrate and
reward successes• Conduct initial PIR
Secure ROI, capture learnings
Phase 5PIR
• Recognize accomplishments
• Incorporate learnings into institutional policies,
procedures, processes and best practices
• Project signoff
Phase 1Initiation
• Assemble Program Leadership Team
• Frame Scope of Change• Create Compelling Vision and
Vision Map• Evaluate Present State vs
Vision State• Conduct Stakeholder
Analyses• Conduct Force Field Analysis
• Conduct Culture Analysis• Leading Strategic Change
Workshop - Executive• Develop Change Strategy
• Begin Gap Analyses & develop Recommendations
Build guiding coalition, define vision & garner
commitment
• Deeper Stakeholder alignment
• Executive Capability Build for leading
change
Phase 2Program Planning
Establish sense of urgency, define tactical
scope of work
• Conduct structured kick-off with Program delivery
team • Design Change Metrics
• Conduct Readiness Assessments
• Conduct Business Impact Assessments
• Leading Strategic Change Workshop – Program
• Begin capturing lessons learned
• Develop Change Implementation Plan (incl. Communications Plan and
Contingency options)
• Operational alignment• Operational Capability
Build for leading and managing change
• Earlier, deeper traction on tactical delivery
• Develop / deploy tools, processes & initiatives to foster adoption, overcome resistance & address change fatigue
(incl w/in Program Team), e.g. leading change coaching, individual
interventions & team facilitation• Celebrate quick wins & change
champions• Conduct Capability Gap Assessment,
plan & conduct Capability Training (custom & pkg)
• Conduct Business Change Impact Assmts, incl. Vision Test (qtrly)
• Deploy contingencies as requ’d
Phase 3Implementation & Control
Empower broad-based action, consolidate gains &
produce more change
• Increased commitment - earlier adoption, less resistance
• Retain key resources•Sustainable alignment
• Sustainable tactical traction
• Lock-in the change as the new baseline (and
prevent slippage)• Improved institutional
performance
• Sustainable, re-useable capabilities
• Process improvement• Incorporate learnings
to leverage in subsequent Programs
• Culture evolution
Earlier, deeper, sustainable traction against ROI delivery
Purposeful, phased outcomes
Applied Change Management Program Methodology©:
Phase 4Closing
Anchor change in the culture
• Repeat Culture Analysis, address deficiencies
• Build adherence into institutional standards, eg.
Position Descriptions, Scorecards, Performance
Appraisal, Succession Criteria, Process
Specifications, Services Level Agreements
• Create closure and demarcation - celebrate and
reward successes• Conduct initial PIR
Secure ROI, capture learnings
Phase 5PIR
• Recognize accomplishments
• Incorporate learnings into institutional policies,
procedures, processes and best practices
• Project signoff
Phase 1Initiation
• Assemble Program Leadership Team
• Frame Scope of Change• Create Compelling Vision and
Vision Map• Evaluate Present State vs
Vision State• Conduct Stakeholder
Analyses• Conduct Force Field Analysis
• Conduct Culture Analysis• Leading Strategic Change
Workshop - Executive• Develop Change Strategy
• Begin Gap Analyses & develop Recommendations
Build guiding coalition, define vision & garner
commitment
• Deeper Stakeholder alignment
• Executive Capability Build for leading
change
Phase 2Program Planning
Establish sense of urgency, define tactical
scope of work
• Conduct structured kick-off with Program delivery
team • Design Change Metrics
• Conduct Readiness Assessments
• Conduct Business Impact Assessments
• Leading Strategic Change Workshop – Program
• Begin capturing lessons learned
• Develop Change Implementation Plan (incl. Communications Plan and
Contingency options)
• Operational alignment• Operational Capability
Build for leading and managing change
• Earlier, deeper traction on tactical delivery
• Develop / deploy tools, processes & initiatives to foster adoption, overcome resistance & address change fatigue
(incl w/in Program Team), e.g. leading change coaching, individual
interventions & team facilitation• Celebrate quick wins & change
champions• Conduct Capability Gap Assessment,
plan & conduct Capability Training (custom & pkg)
• Conduct Business Change Impact Assmts, incl. Vision Test (qtrly)
• Deploy contingencies as requ’d
Phase 3Implementation & Control
Empower broad-based action, consolidate gains &
produce more change
• Increased commitment - earlier adoption, less resistance
• Retain key resources•Sustainable alignment
• Sustainable tactical traction
• Lock-in the change as the new baseline (and
prevent slippage)• Improved institutional
performance
• Sustainable, re-useable capabilities
• Process improvement• Incorporate learnings
to leverage in subsequent Programs
• Culture evolution
Earlier, deeper, sustainable traction against ROI delivery
Best Practices inChange Management
Applied Change Management Program Methodology©:
Our commitment
Every Symphini project is eligible for:
•A risk-free, thorough needs assessment and project plan, complete with cost / benefits analysis (paid only if project is approved)
•A fee hold-back dependent on performance appraisal
Give us a call and let’s see what we can do together.
Symphini Change Management Inc.
416-845-3040
www.symphini.com
Thank you for your consideration.