making change management work - congrès hr · 05-19-2014 ceb corporate leadership council™ open...

05-19-2014

CEB Corporate Leadership Council™

Open Source Change

Making Change Management Work

05-19-2014

© 2016 CEB. All rights reserved. CLC6282616SYN

A Framework for Member ConversationsThe mission of CEB Inc. and its affiliates is to unlock the potential of organizations and leaders by advancing the science and practice of management. When we bring leaders together, it is crucial that our discussions neither restrict competition nor improperly share inside information. All other conversations are welcomed and encouraged.

Confidentiality and Intellectual PropertyThese materials have been prepared by CEB Inc. for the exclusive and individual use of our member companies. These materials contain valuable confidential and proprietary information belonging to CEB, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of CEB. CEB retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.

Legal CaveatCEB Inc. is not able to guarantee the accuracy of the information or analysis contained in these materials. Furthermore, CEB is not engaged in rendering legal, accounting, or any other professional services. CEB specifically disclaims liability for any damages, claims, or losses that may arise from a) any errors or omissions in these materials, whether caused by CEB or its sources, or b) reliance upon any recommendation made by CEB.

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Business

Professionals

30+

Years of

Experience

110+

Countries

Represented

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Participating

Organizations

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of the

Fortune 500

85%of the

FTSE 100

Nearly 75%of the Dow Jones

Asian Titans 50

Our

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0% 40% 80%

1%

29%

52%

61%

69%

78%

Change Initiatives Expected in the Next Three Years

ORGANIZATIONS OVERWHELMED WITH CHANGE

None

Leadership Transition

Market Expansion

Merger or Acquisition

Restructuring

Culture Change

n = 305 organizations.Source: CEB HR Change Readiness Survey.

n = 305 organizations.Source: CEB HR Change Readiness Survey.

Five Enterprise Changes in the Past Three Years

of organizations expect the same number of change initiatives.

of organizations expect more change initiatives.

of organizations expect fewer change initiatives.Organizations Undertaking Change

Initiatives in the Past Three Years

73%

14%

13%

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FEW CHANGES ACHIEVE GOALS OR ARE COMPLETED QUICKLY ENOUGH

n = 413 changes.Source: CEB HR Change Readiness Survey.

Leaders and HR Dissatisfied With Speed of Implementation

Organizational Change SuccessPerformance Against Organizationally Defined Goals

n = 6,686.Source: CEB 2016 Workforce Change Survey.

53% of Leaders Agree That

Change Needs to Be Completed Faster

Heads of HR Dissatisfied with Change Implementation Speed

Leaders Dissatisfied with Change Implementation Speed

n = 102.Source: CEB 2016 Change Management Head of Function Survey.

66% of Heads of HR Agree

That Change Needs to Be Completed Faster

50% Clear Failures

16% Mixed Results

34% Clear Successes

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Agree

26%

Disagree

74%Disagree

83%

Agree

17%

EMPLOYEES ARE NOT EFFECTIVELY IMPLEMENTING CHANGEEmployees Are Not Effectively Changing How They WorkPercentage of Employees Who Agree They Effectively Changed How They Work

Employees Are Not Quickly Changing Their BehaviorsPercentage of Employees Who Agree They Quickly Changed Their Behaviors



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75%

SUCCESSFUL CHANGE IS HR’S RESPONSIBILITYChange Requires More of Heads of HR’s TimePercentage of Heads of HR Agreeing That Change Requires More of Their Time Compared to Three Years Ago

CEOs Challenge Heads of HR to Implement Change More Quickly


n = 102.Source: CEB 2016 Workforce Change Survey.

73%of CEOs expect HR to implement change faster than they did three years ago.

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© 2016 CEB. All rights reserved. CLC163408PRINT

Today

HR’S ROLE IN SUCCESSFUL CHANGE: ORGANIZE THE FUNCTION AND ENGAGE THE WORKFORCE

How can I organize the HR function to help improve effectiveness at

managing change?

How should I engage the workforce

to execute change successfully?


Organizing HR to Lead Enterprise Change


Organizing HR to Lead Enterprise ChangeOpen Source Change: Making Change Management Work

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1. Determine the changes the organization needs to make

2. Create implementation plans for the workforce to follow

3. Communicate the change to the workforce

MOST ORGANIZATIONS MANAGE CHANGE FROM THE TOP DOWN

Source: CEB analysis.


Typical Change Management Plans Lead Change from the Top Down

Consistent: All employees receive the same information about the change and the actions they should take.

Efficient: The change is communicated and implemented with minimum resources.

Fast: The time between when the change is announced and when employees have implemented and sustained the change is brief.

71% of Heads of HR indicate that their organization uses a top-down change approach.

Leaders Anticipate Top-Down Change Management Will Be:

Communicate and Sustain Change

Plan Implementation

Set the Strategy and Define the Vision

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Work used to cascade downward from leadership to employees.

Today, work is multi-directional.

WORK HAS CHANGED: SHOULD YOUR CHANGE STRATEGY?

Work was top-down because: ■ Markets (and work) moved more slowly ■ Organizations were less complex (e.g., fewer products, smaller geographic footprint, less diversity)

■ Leaders had exclusive access to information ■ Leaders were better educated and more experienced than the workforce

Work is multi-directional because: ■ Markets (and work) move quickly ■ Consumers are more sophisticated and knowledgeable

■ Organization structures are flatter and more matrixed

■ Proliferation of communication channels gives workforce better access to information

■ The workforce is more educated and skilled, and exercises more judgment on the job

■ The workforce is increasingly diverse

Leadership

Front-Line Employees


Leadership

Front-Line Employees

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OPEN SOURCE CHANGE DEFINED

Open source change uses the workforce to plan and implement change. Three components of open source change are:

■ Co-Created Change Strategy ■ Employee Ownership of Change Implementation Planning ■ Communications that Focus on Talking Instead of Telling

Open Source Change Defined


29% of Heads of HR indicate that their organization uses a predominantly open source change strategy, but only 11% of organizations actually are.

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COMPARING TOP-DOWN AND OPEN SOURCE CHANGE STRATEGIES


Open Source ChangeTop-Down Change

Leaders Set Change Strategy Leaders alone determine the strategic changes the organization will make and the vision for those changes.

Employees Co-Create Change StrategyEngage the workforce as active participants in making and shaping change decisions.

Set the Strategy and Define the Vision

Leaders Own Implementation Planning Leaders create implementation plans indicating what employees should do.

Employees Own Implementation Planning Shift ownership of change planning to employees to create personal change implementation plans.

Plan Implementation

Organizations Roll Out Communication Campaigns Organizations roll out communication campaigns to tell employees about the change and its’ benefits.

Employees Talk Openly About ChangeRefocus change communications on open conversations.

Communicate and Sustain Change

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OPEN SOURCE CHANGE STRATEGIES MORE EFFECTIVE THAN TOP-DOWN STRATEGIESOpen Source Change Strategies Drive Change SuccessImpact on Probability of Change Success

Cha

nge

in P

rob

abili

ty o

f Su

cces

s

Top-Down Change Strategy Open Source Change Strategy

+3 Percentage

Points

+10 Percentage

Points

-1 Percentage

Point

+11 Percentage

Points

+3 Percentage

Points

+8 Percentage

Points

14

7

0Leaders Set

Change Strategy

Employees Co-Create Change

Strategy

Employees Primarily Own

Implementation Planning

Communications Focus on Talking

Communications Focus on Telling

Leaders Primarily Own


n = 6,686; 102.Source: CEB 2016 Workforce Change Survey; CEB 2016 Change Management Head of Function Survey.

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OPEN SOURCE CHANGE STRATEGIES OUTPERFORM TOP-DOWN STRATEGIES

Top-Down Change Open Source Change

...Probability of change success increases by as much as 24 percentage points.

...Implementation time decreases by as much as one-third.

...Employee time spent on change decreases by as much as 12.6 hours per week per employee.

...Employee engagement increases by as much as 38 percentage points.

...Discretionary effort increases by as much as 19 percentage points.

...Intent to stay increases by as much as 46 percentage points.

...The number of resistors decreases by as much as 19 percentage points.

…The number of employees who feel ownership for making change successful increases by as much as 29 percentage points.

When organizations use an Open Source change strategy…

n = 6,686; 102.Source: CEB 2016 Workforce Change Survey; CEB 2016 Change Management Head of Function Survey.

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Strategy Creation Implementation Planning Communications

Co-Create Change Strategy

Move Ownership of Implementation Planning

to Employees

Focus Communications on Talking, Not Telling

Open Decision Framework V2MOM Tool Change Conversations

“All Access” Organization Redesign

OPEN SOURCE CHANGE: MAKING CHANGE MANAGEMENT WORK

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LEADERS WANT TO INCLUDE EMPLOYEES, BUT EMPLOYEES DON’T FEEL INVOLVEDLeaders Recognize the Value of Including Employees

“Employees are closest to the customer. It’s important I get their input to make good decisions.”

VP of HR Retail

“When I get asked about strategy, leaders have clearly already made a decision about what they’re going to do. Is what I have to say really going to make any difference?”

Employee Manufacturing

But Employees Don’t Think They Play A Role in Setting Strategy



Only 42% of Employees Say They Are Included in Creating Change Strategy

74% of Leaders Say They Include Employees in Creating Change Strategy

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LEADERS STRUGGLE TO INCLUDE THE RIGHT EMPLOYEES, AT THE RIGHT TIME, IN THE RIGHT WAY

“Involving more people takes more time and it’s hard to justify taking more time in a world that moves so fast. I don’t want us to fall behind the curve.”

SVP HRPharmaceuticals

“I know we need to include employees, but I also don’t want to be overwhelmed by too many opinions. I wouldn’t even know where to look in the workforce for valuable input.”

VP HR OpsFinancial Services

It’s hard to include:

■ The right people ■ At the right time ■ In the right way

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CO-CREATE CHANGE STRATEGY

The right people At the right time In the right way

Selective Participation Early Transparency Differentiated Involvement

Don’t try to include all employees.

Don’t just share your final strategic vision.

Don’t use a uniform approach to gathering employee input.

Selectively include the most relevant employees.

Communicate options for the future before deciding on a certain path.

Scale employee involvement based on employee expertise and requirements of the change.

Co-Creating Change Strategy

means including…


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© 2016 CEB. All rights reserved. CLC6282616SYN 1© 2016 CEB. All rights reserved. CLC163408PRINT

OPEN DECISION MAKING

OPEN DECISION FRAMEWORK INVOLVES EMPLOYEES, NOT JUST LEADERS, IN DECISIONS

“Red Hat strives for change management to happen during the decision process, not during execution.”

Jim WhitehurstRed Hat CEO

Source: The Open Organization, Jim Whitehurst, 2015, Red Hat Open Decision Framework Overview, http://redhat.slides.com/rfernand/deck-1-3-3-4-6#/; CEB analysis.

Giving everyone a vote

Trying to please everyone

Ignoring requirements and constraints

Avoiding uncomfortable conversations

Endless debates

Failing to execute

Achieving consensus

Inviting diverse perspectives and ideas

Managing expectations

Explaining requirements, constraints, and tradeoff s

Engaging potential detractors (early and often)

Staying engaged with those who reject solution

Remaining open to new information and ideas

Working together to get stuff done

Slower decision-making leads to more eff ective and faster results because:

■ All levels of employee are involved

■ Responsibilities are clearer ■ Reasons for the project are understood and accepted, if not always liked

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LEADERS CONSIDER WHO SHOULD BE INVOLVED IN DECISIONS

1. Who Should I Include?

2. How Should I Include Them?

3. Who Holds Me Accountable?

Who would be surprised by this?

Who is likely to opt out or reject the solution?

Who is knowledgeable about this that may not speak out?

Are specifi c demographics or geographies impacted?

Who might care about this, despite not being impacted?

Who is outspoken about this?

By asking these questions leaders realize who they do and do not need to include in decisions.


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SCALE OF INVOLVEMENT DIFFERS





Eff ective Employee Involvement

Use judgement based on constraints. Constraints include:

■ Impact of the decision ■ Time constraints ■ Employee expertise ■ Legal constraints

Involve as many employees as possible. Leaders should seek to broaden employee involvement based on open source principles: transparency, inclusivity, and customer-centricity.

Ensure productive involvement. Leaders should:

■ Create shared understanding of the problem or opportunity the organization faces

■ Set expectations up front for what is required of employees

■ Show employees how their involvement is shaping decision-making

■ Create a safe environment for employees to disagree and ask questions

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EMPLOYEES HOLD LEADERS ACCOUNTABLE FOR OPEN DECISIONS




Leaders are accountable for making open decisions, even when it is hard, because:

■ Employees demand it—Everyone at Red Hat is onboarded with the Open Decision Framework from day one. All employees are accountable for knowing Red Hat’s strategy and listening and engaging with their peers and leaders about it.

■ Peers demand it—Other leaders will expect justifi cations on how decisions are made. Leaders must defend and explain the choices not taken to their peers.


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© 2016 CEB. All rights reserved. CLC163408PRINT

KEY TAKEAWAYS FOR HR LEADERSThe average organization has experienced five major changes in the past three years, of which only 34% succeeded.

1

Although employees are capable of—and willing to—change, only 26% of employees effectively implement change.

2

Organizations currently lead change from the top of the organization down, with leaders guiding the workforce through the change.

3

The best organizations use open source change strategies, which use the workforce, not just leaders, to plan and implement change.

4

Open source strategies shift from: ■ Leaders setting change strategy to co-created change strategy ■ Leader-owned to employee-owned implementation planning ■ Communications focused on telling to communications focused on talking

5

Using open source change strategies: ■ Increases the probability of change success by as much as 24 percentage points, ■ Reduces the time it takes to implement change by as much as one-third, ■ Decreases employee time spent on change by as much as 12.6 hours per week per employee, ■ Increases employee engagement by as much as 38 percentage points, and ■ Decreases number of employee resistors by as much as 19 percentage points. ■ Increases the number of employees who feel ownership for making change successful by as much as 29 percentage points.

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Appendix

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CEB ANALYZED DATA FROM COMPANIES AROUND THE GLOBEPartial List of Participating Organizations


Project # xxxxxx

Catalog # 01 CLC3280115SYN

Year Range 2015

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The New Change Environment

■ How work is changing ■ How changes are changing

Effectiveness of Change Behaviors

■ Leader/manager change behaviors

■ Change training effectiveness

Drivers of Change Success

Strategic Decision-Making


Communications Strategy

CEB INVESTIGATES TOP-DOWN AND OPEN SOURCE CHANGE STRATEGIES

1. CEB surveyed over 6,500 employees and 100 Heads of HR around the globe, and interviewed over 100 Heads of HR to test 500 potential drivers of successful change.

2. CEB asked organizations to evaluate the success of changes they initiated within the last two years based on their performance against goals such as the following:

3. We conducted regression analyses to identify the most significant drivers of change management success.

■ Cost-Cutting ■ Return on Investment

■ Revenue ■ Employee Performance

■ Shareholder Value ■ Employee Engagement

■ Time Saving

Change Strategies and Expectations

■ Accountability, incentives, goal design

■ Change success indicators

■ Enterprise contribution ■ Change strategy and expectations

Change Communication Effectiveness

■ Communication source (manager, leader, etc.)

■ Frequency of communication

■ Content and tone of communication

■ Use of change champions/ambassadors

Sample Categories


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158© 2013 –2016 CEB. All rights reserved. CLC163408PRINT

HOW WE CAN HELP: CEB CHANGE CAPABILITY SOLUTIONDiagnose and Reduce Risks to Your Organization’s Change Success

Enable and Develop Your Talent’s Change Capabilities

CEB Corporate Leadership Council™ Membership

CEB Corporate Leadership Council™ Membership

Additional Talent Management Services

Additional Talent Management Services

Data-Driven Insights

Benchmark your change approach against CEB insight: ■ Best practices in change management strategy design. ■ Open Source change executive briefings. ■ Key imperatives guide.

Decision Support Tools

Embed Open Source change initiatives in your organization using our suite of always-on guides and implementation tools:

■ Ready-to-use support for leaders, managers, employees and HR Business Partners.

Best Practice Innovations

Accelerate execution of your Open Source change initiatives by taking advantage of our best practice member resources:

■ Teach leaders how to involve employees in change strategy decisions.

■ Teach employees to diagnose how change will affect daily work.

Organizational Change Survey

Identify your organization’s strengths and risks to success in Open Source Change strategy with our diagnostic survey.

Team Change Enablement

Objectively assess individual and team change readiness behaviors to identify talent trends and gaps across your organization.

Support your managers and teams in developing these critical change capabilities via ChangeCoach scalable on-the-job learning programs.

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making change management work - congrès hr · 05-19-2014 ceb corporate leadership council™ open...

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