transformative change initiatives – how to thrive not just survive - walden

YOUR

PERSPECTIVE

IT

LEADERSHIP

ACADEMY

Jennifer E. Walden

March 15, 2017

CHANGE

60% OF EXTREMELY SUCCESSFUL CHANGE PROGRAMS FOCUSED SOME INITIATIVES ENTIRELY OR MOSTLY ON CHANGING

MIND-SETS3

3KELLER, S; MEANEY, M; PUNG, C; WHAT SUCCESSFUL TRANSFORMATIONS SHARE: MCKINSEY GLOBAL SURVEY RESULTS. MCKINSEY SURVEY ., 2010

People must suffer through the ‘valley of despair’ as a normal part of

change.

Copyright © 2017 Accenture All rights reserved. 3

TRUE OR FALSE?

People must suffer through the ‘valley of despair’ as a normal part of

change.


False.

People do not necessarily have to experience

negative feelings as part of the change

process, although such emotions can in certain

cases be beneficial if they are understood and

well managed.

TRUE OR FALSE?

5

• Minimal business interruption and performance

drops

• Compliance with new processes, structures, mode

of operation

• Productivity increase in the long-term

Realization of project benefits

Sup

port

fo

r ch

an

ge

Re

sis

tan

ce t

o c

ha

ng

e

Awareness

Commitment

Understanding

Acceptance

Ignorance

Confusion/

Disruption

Dissent &

ResistanceOpposition &

Failure

I heard about

that new program.

Sounds

interesting.

I understand

what is changing

and why we are

doing this.

I know we are going to

face some challenges,

but I am confident it will

help the business.

I support

the change.

Everyone works

the new way.

What

program

?

I do not

understand why

this should be

beneficial.

I just can’t be

bothered with

this.

I do not see

anyone doing

anything

differently.

Time

• Business interruption and performance drops

• Productivity decrease, high error and rework rates,

poor morale, increased resistance to change

• Effort increase (mitigation)

Project benefits delayed or not fully realized

Likely consequencesThe “Commitment Curve”

HOW DO YOU MANAGE CHANGE?

Copyright © 2017 Accenture All rights reserved.

Organizations will achieve great results by focusing on communication,

training, team leadership, and accountability, but there are also other even

more effective factors for a successful change initiative.

Copyright © 2017 Accenture All rights reserved.6

TRUE OR FALSE?

Organizations will achieve great results by focusing on communication,

training, team leadership, and accountability, but there are also other even

more effective factors for a successful change initiative.

Copyright © 2017 Accenture All rights reserved.7

Right.

Other factors, often hidden from view and

difficult to define, have a greater impact on the

outcomes of a change initiative.

TRUE OR FALSE?

What are some of the change drivers?

Vision and

Direction

Communi-

cation

Systems and

Processes

Teamwork

Skills and

Staffing

Team

Leadership

Accountability

Passion and

Drive

Fear and

Frustration

Business

Performance

Benefits

Realization

Vision

Leadership

Discipline

Resources

Energy

Circumstances

Outcomes

Business

Leadership

2

Ch

an

ge

Dri

ve

rs

1

3 4

5 6

7 8

9 10

Risks and

Roadblocks

Changes Taking

Place

The strength

of 10

Change

Drivers

and the

Circum-

stances in

which

change is

taking place,

impact the

Outcomes

delivered

from a

change

program

Our Change approach focuses on generating employee-related support for small, medium or large scale change initiatives and provides

focus on the levers of success change. It is based on the collective insights of 850,000 change journeys in more than 250 organisations.

The success of an organization change program is measured

against these drivers over time

Focusing on Vision, Leadership, Resources, Discipline and

Energy, and included drivers, helps to determine the right

actions minimizing risks and stabilizing the way to successful

project delivery

It allows organizations to maintain and increase their

business performance, and to realize project benefits in the

fastest way possible

8Copyright © 2017 Accenture All rights reserved.

“

Change Model The Change Map Action Pathways

A

CD

E

F

B

B

B

TIPS & TRICKS: ACCENTURE CHANGE TRACKING


ACCENTURE CHANGE TRACKING DEMO

Click here to locate your self on the Change Map

https://enterprise.changetracking.com/demo


https://enterprise.changetracking.com/demo/

Charismatic and empathetic leaders build organizational trust through the

quality of their one-to-one relationships.


TRUE OR FALSE?

Charismatic and empathetic leaders build organizational trust through the

quality of their one-to-one relationships.


False.

One-on-one trusted relationships with and

among leaders are necessary but not sufficient.

To drive change forward, organizations also

need a system of trust aligned at multiple levels

of leadership–a ‘trust grid’.

TRUE OR FALSE?


Change Sponsors

Change Champions

Change Agents

Change Targets

Change Sponsorship Network

Voluntary RecruitmentChange agents can comprise of employees who are ready and passionate to step up to drive change among their colleagues

InfluencersIdentified change targets can be Influencers to more effectively engage the wider audience for content sharing and seeking support

Social AdvocatesChange sponsors can setup direct communication channels with end users to drive the change in a more personal manner

Lead by ExampleChange champions can lead change by example by obtaining better sensing of on-the-ground momentum and rewarding change efforts

TIPS & TRICKS: SOCIAL COLLABORATION

Communications through Conversations Interactive Learning

Knowledge Sharing Collaborative Success


Online Simulations/ Challenges

Role Play/ Business Games

Podcasts/ Videocasts/ e-Lectures

Online Discussion

Boards

SME Sharing/ Question Forum

Idea Generating Discussion Forums

Periodic Leadership Announcements/

Updates

Knowledge Repository

Peer Recognition/ Appreciation Forum

Featured Work Articles/ Blogs

TIPS & TRICKS: SOCIAL COLLABORATION

PRIMARY REASONS FOR ORGANIZATIONAL CHANGE FAILURE ARE INSUFFICIENT

COMMUNICATIONS (59%) AND LACK OF LEADERSHIP (56%)2

2CABREY, T S..; HAUGHEY, A. ENABLING ORGANIZATIONAL CHANGE THROUGH STRATEGIC INITIATIVES. PMI‘S PULSE OF THE PROFESSION IN-DEPTH REPORT..,

2014

WHAT WILL

YOU

DO

DIFFERENTLY

TOMORROW?

transformative change initiatives – how to thrive not just survive - walden

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