getting clear on why we're here
TRANSCRIPT
© Prosci Inc. All rights reserved.
Getting Clearon Why We’re Here
www.prosci.com | +1-970-203-9332
Tim Creasey, Chief Innovation [email protected] @timcreaseywww.linkedin.com/in/timcreasey/
Research | Methodology | Training | Advisory Services
June 17, 2016
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GettingClear
On Why We’re Here
Understanding(common, shared)
Alignment
Anchor(for decisions)
Platform(for integration
and collaboration)
For CM
Across disciplines
On initiatives
As a high-impactprofessional
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For me the greatest beauty always lies in the greatest clarity.
Gotthold Ephraim Lessing
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© Prosci Inc. All rights reserved.
GettingClear
On Why We’re Here
Understanding(common, shared)
Alignment
Anchor(for decisions)
Platform(for integration
and collaboration)
For CM
Across disciplines
On initiatives
As a high-impactprofessional
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More important than the quest for certainty is the quest for clarity.
Francois Gautier
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Alignment is the necessary condition before empowering the individual will empower the whole team.
Empowering the individual when there is a relatively low level of alignment worsens the chaos and makes managing the team even more difficult.
Peter Senge
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POLL: How often do you experience a lack of alignment and common understanding?
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Platform for integration
• Picture of complex roads?• Other integration picture
Platform for integration and collaboration
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There is no time more valuable
than a moment of clarity.
Linda Poindexter
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© Prosci Inc. All rights reserved.
GettingClear
On Why We’re Here
Understanding(common, shared)
Alignment
Anchor(for decisions)
Platform(for integration
and collaboration)
For CM
Across disciplines
On initiatives
As a high-impactprofessional
Consequences of not
“getting clear”
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POLL: Words describing the consequences of not "getting clear"
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A lack of clarity could put the brakes on any journey to success.
Steve Maraboli17
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When you have clarity of intention, the universe conspires with you
to make it happen.Fabienne Fredrickson
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© Prosci Inc. All rights reserved.
GettingClear
On Why We’re Here
Understanding(common, shared)
Alignment
Anchor(for decisions)
Platform(for integration
and collaboration)
For CM
Across disciplines
On initiatives
As a high-impactprofessional
19
© Prosci Inc. All rights reserved.
GettingClear
On Why We’re Here
Understanding(common, shared)
Alignment
Anchor(for decisions)
Platform(for integration
and collaboration)
For CM
Across disciplines
On initiatives
As a high-impactprofessional
Why-s are everywhere these days
© 2013 Simon Sinek, Inc.www.startwithwhy.com
Simon Sinek’sGolden Circle
Purpose-DrivenOrganizations
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GettingClear
On Why We’re Here
Understanding(common, shared)
Alignment
Anchor(for decisions)
Platform(for integration
and collaboration)
For CM
Across disciplines
On initiatives
As a high-impactprofessional
“WhyWe’re Here”
is our
Purpose
To ____ By ____
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GettingClear
On Why We’re Here
Understanding(common, shared)
Alignment
Anchor(for decisions)
Platform(for integration
and collaboration)
For CM
Across disciplines
On initiatives
As a high-impactprofessional
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The discipline
ChangeManagement
The purpose
To…Improve the performance of the organization in times of change
By…supporting impacted employees who must change how they do their jobs as part of the change
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POLL: Write your TO/BY purpose statement for: change management
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The achievements of an organization
are the results of the combined effort of each
individual.Vince Lombardi
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Current Transition Future
TC
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
F F
F F F
F
F
F
T
T
F
F
F
Made up of individual changes
Organizational change
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ValueManagement
ChangeManagement
Catalyzingindividual transitions
to deliverorganizational results
Change ManagementCHānj ‘manijmǝnt
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Change management:CHānj ‘manijmǝnt
Preparing, equipping and supporting individuals
through the change journeys they experience as
part of your institution28
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M T W R F
An email on Mondayfor training on Tuesday
for launch on Wednesday
is NOT the way to prepare and equip individuals to
successfully change29
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Change management:CHānj ‘manijmǝnt
Capturing the portion of change value that depends on people
changing how they do their jobs
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© Prosci Inc. All rights reserved.
GettingClear
On Why We’re Here
Understanding(common, shared)
Alignment
Anchor(for decisions)
Platform(for integration
and collaboration)
For CM
Across disciplines
On initiatives
As a high-impactprofessional
32
© Prosci Inc. All rights reserved.
Change EcosystemStrategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Org Development Leadership Development
Talent/Human Capital
Communication
Engagement
Project Management
Change Management
Transformation
Benefit Realization
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The discipline
ChangeManagement
The purpose
To…Improve the performance of the organization in times of change
By…supporting impacted employees who much change how they do their jobs as part of the change
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The discipline
Transformation
The purpose
To…Improve the performance of the organization
By…Not just changing how we do something, but changing what we do
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The discipline
OrganizationDevelopment
The purpose
To…Improve the performance of the organization
By…Utilizing a process of planned intervention(s) at a systemiclevel conducted in accordance with key values so the organization and its members learn and develop
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The discipline
ProjectManagement
The purpose
To…Improve the performance of the organization
By…Effectively managing the sequence of activities, time, scope, and cost while implementing a change effort or initiative
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The discipline
Innovation
The purpose
To…Improve the performance of the organization
By…Unlocking the breakthrough potential of the organization
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The discipline
Benefit Realization
The purpose
To…Improve the performance of the organization
By…Actively defining, measuring, and tracking the concrete expected outcomes in times of change
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POLL: Write your TO/BY purpose statement for: benefit realization
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The discipline
Lean Six Sigma
The purpose
To…Improve the performance of the organization
By…Systematically eliminating waste and process variation from the organization
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The discipline
Talent/ Human Capital
The purpose
To…Improve the performance of the organization
By…Improving and honing the skills, experience, and expertise of the people that make up the organization
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The discipline
Engagement
The purpose
To…Improve the performance of the organization
By…Empowering employees to take a greater role in organizational direction and the changes happening around them
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The discipline
Strategy Execution
The purpose
To…Improve the performance of the organization
By…Levering the processes, systems and resources to effectively steer the direction of the organization
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Change EcosystemStrategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Org Development Leadership Development
Talent/Human CapitalEngagement
Project ManagementTransformation
Benefit Realization
CommunicationChange Management
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© Prosci Inc. All rights reserved.
Change EcosystemStrategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Leadership Development
Talent/Human CapitalEngagement
Transformation
Communication
Org Development
Project Management
Change Management
Benefit RealizationA few of my recent examples
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Creasey, Jamieson, Rothwell, Severini4th edition of Practicing Organization Development
OrganizationDevelopment
Change Management
Overlap:1. Focuses on the human dynamics
within the organization2. Recognize the critical nature of the
individual employee in the performance and improvement of the organization
3. Focuses on improving organizational effectiveness, supporting Return on Investment (ROI) of change initiatives and increasing the alignment between employee behaviors and strategic imperatives
More often project application – taking an “catalyzing individual employee change” approach, involved in implementation and taking a delivery approach
More often a whole system application –taking an open systems thinking approach, involved earlier in the change lifecycle and defining opportunities
More focused on “how to catalyze individual employees in changing how they do their jobs” as the building block of successful change
More focused on “how the system functions” as the building block of successful change and how people get along and work together effectively on an interpersonal level in the change process
More focused on applying structured approaches to facilitate individual adoption of changes to an employee’s processes, workflows and behaviors in specific initiative execution, e.g. through targeted assessments, processes, tools, etc.
More focused on designing interventions to modify higher order organizational components, e.g. organization structures, systems, processes and relationships
OD and CM: Overlap and Dimensions of Difference
Example: CM and OD
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Example: CM and PM
CM/PM Integration Opportunities
Integratein action
Integrate inmethodology
Conversant
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Value Management
Change Management
Value Discovery Value Enablement Value Realization
Phase 1: Preparing Phase 2: Managing Phase 3: Reinforcing
• Solution Definition• Value Measurements• Value Communications• Value Proposition
• Planning and Design• Risk Management• Portfolio Management
• Change Management• Auditing and Reporting• Metrics• Sustainment
A D K A R
• Readiness Assessment• Risk Profile• Strategy
• Communication Plan• Sponsor Roadmap• Coaching Plan• Training Plan• Resistance Management
• Compliance• Feedback• Sustainment
Example: CM and Benefit Realization/Value Management
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Example: CM and Cloud/XaaS
In this new environment, renewal is based on value realization which depends on adoption and usage.
Failing to drive adoption and usage has economic consequences for
vendors who now rely on renewal.
Solution Adopted and Used
Value Realized
Solution Renewed
Change Management andCloud/XaaS
ProblemIdentified
Solution Configured/ Developed
Solution Deployed
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Breakthroughs often occur along the frontiers where disciplines rub against one another. While it can feel like conflict at first, the friction of two disciplines is often the spark of innovation.
Tim Creasey
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Change EcosystemStrategy
Innovation
Lean Six Sigma
CPI
Org Effectiveness
Org Design
Org Development Leadership Development
Talent/Human Capital
Communication
Engagement
Project Management
Change Management
Transformation
Benefit Realization
55
© Prosci Inc. All rights reserved.
GettingClear
On Why We’re Here
Understanding(common, shared)
Alignment
Anchor(for decisions)
Platform(for integration
and collaboration)
For CM
Across disciplines
On initiatives
As a high-impactprofessional
57
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The effort
Project AProgram BInitiative C
Transformation D
The purpose
To…Install the change on time, on budget and meeting technical requirements
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The effort
Project AProgram BInitiative C
Transformation D
The purpose
To…Improve the performance of the organization
By…Generating specific Organizational Benefits by delivering on specific Project Objectives
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What is your finish line?
Requirements ResultsOutputs Outcomes
Specifications Sustainment
Installation Realization
Solutions Benefits61
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POLL: How clearly are benefits and objectives defined on the efforts you support?
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If you don't know where you are going, you might wind up someplace else.Yogi Berra
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Definition of Goals and Objectives Drives Results
PoorlyDefined
Goals andObjectives
AdequatelyDefined
WellDefined
VeryWell
Defined
= met objectives= exceeded objectives
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The “Why We’re Here” for a change effort is the foundation
upon which successful change is built66
© Prosci Inc. All rights reserved.
GettingClear
On Why We’re Here
Understanding(common, shared)
Alignment
Anchor(for decisions)
Platform(for integration
and collaboration)
For CM
Across disciplines
On initiatives
As a high-impactprofessional
67
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My role
High-ImpactProfessional
The purpose
To…Be a catalyst of successful change in my organization
By…Bringing to bear all of my skills, experience and expertise
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What, would you say,
we are actually trying to achieve here?
<insert your picture>
Ask the hard questions
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Sustainment
Activity
Phase 1
Activity
Activity
Activity
Activity
Phase 2
Activity
Activity
Activity
Activity
Activity
Phase 3
Activity
Activity
Activity
Activity
Activity
LAUNCH/GO-LIVE
Extend time horizons
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Stand in the future
What does “done” look like?
How will we know when we get there?
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Without change there is no innovation, creativity or incentive for improvement. Those who initiate change will have a
better opportunity to manage the change that is inevitable.
William Pollard
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© Prosci Inc. All rights reserved.
GettingClear
On Why We’re Here
Understanding(common, shared)
Alignment
Anchor(for decisions)
Platform(for integration
and collaboration)
For CM
Across disciplines
On initiatives
As a high-impactprofessional
77
© Prosci Inc. All rights reserved.
Prosci SolutionDelivering organizational results by
catalyzing individual transitions
http://www.prosci.com | http://[email protected]
Build individual change competenciesApply change management on initiativesEmbed organizational change capability
http://[email protected]
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www.linkedin.com/in/timcreasey