Transcript GE CAP Participant Training Materials
Change Acceleration Process (CAP) The Key to Change
Change Culture: A Continuing Journey
2004 2005+
Lean Six Sigma
Speed & Quality
Growth:
IB’s, CECOR, Lean, Customer Centric, Execution
• Using Change as a Strategic and Competitive Advantage • Optimizing Change Effectiveness
1996 1998 2000 2003
Imagination at Work:
Imagine, Solve, Build, Lead
ACFC (At the Customer For the Customer):
Faster, Better, Closer to the Customer
Digitization:
Sell, Buy, Make using Technological Tools
Six Sigma Quality:
Productivity, Span, Data-Driven Decision-Making
• Building a Culture that Drives Change
Make Customers Winners:
GE Tool-Kit
Key Strategic Initiatives:
QMI*, NPI*, OTR*, SP*, Productivity, Globalization
1992
Change Acceleration Process (CAP):
Increase success and accelerate change
Process Improvement:
Process-mapping, re-engineering, Bullet Train Approach
Productivity / Best Practices:
Benchmarking External Organizations, Sharing Best Practices
1989
Work-Out
™
/ Town Meetings:
Empowerment, action – Expert-Driven Decision-Making, Action Work-Outs
™,
Customized Work-Outs
™ * New Product Introduction, Quick Market Intelligence, Order to Remittance, Supplier Partnership
Change Research 100%
of all changes evaluated as had a good
technical “Successful”
solution or approach
Over 98%
of all changes evaluated as
“Unsuccessful”
also had a good
technical
solution or approach
What is the differentiating factor between success and failure?
…From Your Change Experiences
Elements of Successful Change: __________________________________________ __________________________________________ __________________________________________ Elements of Unsuccessful Change: __________________________________________ __________________________________________ __________________________________________
Effective Change Equation
Q x A = E
Q = Qualitative/Technical Solution A = Acceptance/Engagement E = Overall Effectiveness
Lessons Learned: 2 Components to Any Change
Facilitative Leadership
The Challenge = Do It With Speed!
Change initiative focused on customer needs (target)
CAP: The Basics
• • • • Provides a ‘Pilot’s Checklist’ for change leadership A flexible non-linear model used throughout a change process Applies strategic thinking to the influencing of others Contains tools to help change teams identify ways to achieve behavioral change
The GE CAP Model
Leading Change Creating a Shared Need Shaping a Vision Mobilizing Commitment Making Change Last CURRENT STATE Monitoring Progress TRANSITION STATE Future State IMPROVED STATE Systems and Structures
CAP: A Model for Change
Leading Change Creating A Shared Need Shaping A Vision Mobilizing Commitment Making Change Last Monitoring Progress Changing Systems And Structures
Having a sponsor/champion and team members who demonstrate visible, active, public commitment and support of the change.
The reason to change, whether driven by threat or opportunity, is instilled within the organization and widely shared through data, demonstration or demand. The need for change must exceed its resistance.
The desired outcome of change is clear, legitimate, widely understood and shared; the vision is shaped in behavioral terms.
There is a strong commitment from constituents to invest in the change, make it work, and demand and receive management attention; Constituents agree to change their own actions and behaviors to support the change.
Once change is started, it endures, and learnings are transferred throughout the organization. Change is integrated with other key initiatives; early wins are encouraged to build momentum for the change.
Progress is real; benchmarks set and realized; indicators established to guarantee accountability.
Making sure that the management practices (Staffing, Development, Rewards, Measures, Communication, Organizational Design and Information Technology Systems) are used to complement and reinforce change
Setting Up for Success
“Off to a Good Start”
Why is this Important?
• • • A "good start" is essential to long-term success Even straightforward projects must be "scoped" to ensure attention is focused on essential elements & deliverables Effective teams are formed through deliberate actions, starting with clarification of roles, responsibilities and expectations
Time Invested up-front Pays Rich Rewards ‘Down-Stream’ Go Slow To Go Fast!
SU
What is the Outcome?
• • • Clear roles, responsibilities and expectations for all parties (Sponsor, Team Leader, Team Members, CAP Coach, Others) A well-defined scope of work for the project that all parties understand and are committed to achieving An effective project execution structure and process
SU
Setting Up for Success: Tools
SCOPE: Project Definition
• • • • Timing Organizations Involved Processes Involved Levels Involved
GOALS:
• • Results / Target for Project Measurements of Success
ROLES:
• What is Their Role?
• Who Should be on Project Team?
Project Definition Tools Bounding Tools:
• • • GRPI Includes / Excludes Process Focus (SIPOC / COPIS) • In the Frame / Out of the Frame
Alignment Test:
• • 15 words Critical Success Factors
Significance Test:
• On the Screen
SU
Project Scoping Tools
In & Out of the Frame
Used For: Creating a visual picture of the elements in “Scope” (frame) and out of “Scope” for the project
In the Frame / Out of the Frame Flip Charts
Draw a large square "picture frame" on a flip chart (or use tape on a wall) and use this metaphor to help the team identify what falls inside the picture of their project and what falls out. This may be in terms of type and extent of end results, people impacted, time frame, product lines, sites, etc.
15-Word Flip Chart
Used For: – Developing a Project – Definition Statement
15-Word Flip Chart
Each team member is given a flip chart page and marker. They must write, in 15 words or less, the project definition. Post all and check for agreement. Double check all fuzzy words by circling them and asking "What does it look like?" or "How will we know it when we have it?".
PROJECT DEFINITION PROJECT DEFINITION PROJECT DEFINITION
SU
Leading Change
Leading Change Creating a Shared Need Shaping a Vision Mobilizing Commitment CURRENT STATE Making Change Last Monitoring Progress TRANSITION STATE IMPROVED STATE Systems and Structures
Why is this important?
• • • Strong, committed leadership is critical to accelerating change at all levels.
Leadership impacts all other change elements.
Change Leadership is not a part-time activity.
LC
What is the outcome?
LC
• • • • Visible, active and public commitment/support.
Willingness to take personal initiative and challenge the status quo.
High levels of attention to the project through the time, passion and focus given to the project by leaders at all levels.
Leaders actively modeling CAP concepts, language and tools.
Successful change initiatives require strong, committed Leadership throughout the entire project life-cycle
Leading Change Model
FOCUS / AGENDA
•
Enroll Others
•
Facilitative Leadership Skills
•
Win/Win LC TIME
•
Planning
•
Behavior: “Walk the talk” Change Skills ENERGY / PASSION
•
Personal involvement
•
Is "known for . . . "
Time x Focus/ Agenda x Energy/ Passion = Attention
Leadership Assessment Tools:
Calendar Test (Time Audit)
Used For: Stimulating thinking and team discussion about the degree of attention & commitment change leaders are modeling.
CAP Self-Assessment
Used For: Assessing current capacity to show specific competencies in each of the seven core CAP processes.
Change Acceleration Process Self-Assessment
1. Identify 4-5 things you feel very strongly about (at home or work).
Leads change Creates a shared need 1 2 3 4 1 2 3 4 1 2 3 4 5 Shapes a vision
2. Check your calendar for the last 2-3 months to see what % of your time is spent on those things you say are important to you
Mobilizes commitment Makes change last Monitors progress Changes systems & structures 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 LC
Creating a Shared Need
Leading Change Creating a Shared Need Shaping a Vision Mobilizing Commitment CURRENT STATE Making Change Last Monitoring Progress TRANSITION STATE IMPROVED STATE Systems and Structures
Why is this Important?
CSN
• • • Forces any resistance or apathy to be addressed head-on.
Validates why the project is important and critical to do.
Builds the momentum needed to get the change initiative communicated and launched.
What is the Outcome?
CSN
• • • Awareness of the dissatisfaction with the current state.
A shared recognition, by both the team and key stakeholders, of the need and logic for change.
The ability to frame and communicate the need for change as a combination of threats and opportunities.
Creating a Shared Need produces the ‘urgency’ to build momentum for acceptance of the change initiative
Creating a Shared Need Tools:
Threat / Opportunity Matrix
Used For: Framing the need for change as a combination of
threat
&
opportunity
over the short and long term
Short Term Long Term Threat If we don’t make this change Opportunity if we do make this change
CSN Three D’s Matrix
Used For: – Building your case for change with evidence using data, demonstration & demand – Answers the question: “Can I prove it?”
Types of Proof Examples
Data/ Facts:
Numbers / trends / statistics Graphs / Financials Benchmark / competitive data
Demonstrate:
Finding Examples Best Practices Visiting other Organizations / Panels/ Pilots/ Testimonials
Demand:
Dynamic Leadership (Setting High Standards/ Accountability) Customers / Suppliers / Competition (Int. / Ext.)
Shaping a Vision
Leading Change Creating a Shared Need Shaping a Vision Mobilizing Commitment CURRENT STATE Making Change Last Monitoring Progress TRANSITION STATE IMPROVED STATE Systems and Structures
Why is this important?
• Visions paint a picture that appeals to the “head and heart” and answers the question, “Where are we heading?” • A clear statement about the future situation helps gain genuine commitment • An understandable vision helps establish the milestones to monitor progress and change systems & structures
SV
What is the outcome?
• • A clear statement about the outcomes of the change A view of the future state that is: – – Customer focused Not just one person’s dream – – – – Challenging Evolving, not static Behavioral and actionable Easy to understand
Visions provide Direction and Motivation for Change SV
Shaping a Vision Tools:
Key Phrases Exercise
Used For: Involving all team members and capturing individual perspectives
SV Backward Imaging Exercise
Used For: Helping team members think about the future they are working to create 1. Individually jot down key phrases that capture the essence of why the team exists.
2. Collect and collate into vision statement.
3. "Test" on customers, vendors, employees.
4. Modify as necessary.
1.
Imagine a point in the future when the project has been very successful.
2.
Find words to describe what you would see, hear, feel as you observe key stakeholders functioning in the new, changed state.
3.
Collate, debate, reach consensus on your vision statement, "test" on others & modify
Shared Visions come from collective efforts that reflect individual perspectives
Focusing Vision on Behaviors:
Bull's Eye Chart Exercise
Used For: Developing a Vision that is stated in actionable, behavioral terms
More of/Less of Exercise
Used For: Clarifying what the team expects from the new state in behavioral terms
Making a Vision Actionable
Vision Mindset Behavior
• • • • • Vision _________________________
Behaviors
More of Less of • • • • •
SV
Stating the Vision in actionable, behavioral terms helps the team gain commitment and identify sources of resistance
Elevator Speech Worksheet:
SV
1.
2.
A “reality check” to ensure that team members see the project the same way.
To ensure that the team members spread a unified consistent message.
"Here's what our project is about…”
(Charter, Project Definition Tools)
"Here's why it's important to do…” "Here's what success will look like …”
(Shared Need Tools) (Shaping a Vision Tools +Milestones)
"Here's what we need from you…”
(Responsibilities, Commitments, Project Plans)
"Here's what you can count on from me …”
(Commitments, Action, Follow-up)
(Output may change by stakeholder – one size does not fit all)
Mobilizing Commitment
Leading Change Creating a Shared Need Shaping a Vision Mobilizing Commitment CURRENT STATE Making Change Last Monitoring Progress TRANSITION STATE IMPROVED STATE Systems and Structures
Why is this Important?
• • Understanding the key stakeholders whose support and commitment will “make or break” the change effort.
Key difference between success and failure.
MC
What is the Outcome?
MC
• • Coalition of committed stakeholders.
Identification of potential resistance and a strategy to overcome it.
Mobilizing the Commitment of Key Stakeholders is Essential to the Success of the Change
Mobilizing Commitment Tools:
Stakeholder Analysis For Change
Used For: Identifying stakeholders and their current level of commitment to the change initiative
Stakeholder Analysis for Change
Names Strongly Against Moderately Against Neutral Moderately Supportive Strongly Supportive
MC Technical-Political-Cultural Analysis
Used For: Identifying, labeling and understanding sources of resistance Sources of Resistance Technical Definition Causes of Resistance Examples Rating Political Cultural
People resist or support change for a variety of reasons.
CAP Toolkit:
More of Less of Stakeholder Analysis
-- - +/- + ++
Threat vs. Opp.
Influencing Strategy Elevator Speech TPC Analysis T P C 3D Matrix D D D Visioning Vision Mindset Behavior MC
Systems and Structures
Leading Change Creating a Shared Need Shaping a Vision Mobilizing Commitment CURRENT STATE Making Change Last Monitoring Progress TRANSITION STATE IMPROVED STATE Systems and Structures
Why is this Important?
CSS
• • Successful change often involves significant realignment and leveraging of the way we organize, communicate, measure, train, develop, reward, compensate, promote and other systems within the organization.
Desired new behaviors (More of …Less of …) are reinforced through consistent attention to organizational Systems & Structures.
What is the Outcome?
CSS
• • • Identification and utilization of key Systems & Structures that must be addressed to sustain project success. Utilization of Systems & Structures Best Practices.
Alignment of Systems & Structures with desired behaviors.
Identifying and re-aligning key Systems & Structures are necessary for successful, long-lasting change
Factors to Consider:
CSS Staffing Development Measures Rewards Communication Organization Design IT Systems Resource Allocation
(Acquiring/placing talent) (Building competence/capability) (Tracking performance) (Recognizing/rewarding desired behavior) (Using information to build and sustain momentum) (Organizing to support the change initiative) (Utilizing IT technology to enable changes to be successful and sustained) (Adjusting or planning for financial and other resources to support the change project)
Three Step Alignment Process
CSS Vision Mindset Behavior 3. Creating future Systems & Structures 1. Identify Key Systems & Structures
• Which Systems & Structures Most Impact the New Behaviors?
• Identify the Key Stakeholder(s) of that S&S.
2. Current Systems & Structures Assessment
• What about the current S&S is
Helping
or behaviors?
Hindering
us from achieving the desired state
Helping Hindering Actions
• Develop Influence Strategy/ Action plan.
Time
• What’s Missing?
• Identify Characteristics of New Systems & Structures. • Determine Systems & Structures to Remove or Build.
• Identify Who to Engage and Develop Influence Strategy.
Communication Planning Matrix:
CSS Channel Written:
• Newsletter • Bulletin Board • V.P. Memo • etc.
Spoken: One-on-many
• All employees meeting • Weekly staff meeting • Operating managers meeting • Etc.
Spoken: One -on-one Symbolic:
• Offsite conference • Press conference • etc.
Announce the CAP Project Clarify the Vision Begin to Mobilize Commitment Begin to Monitor Progress Changing Systems & Structures Used For:
–
Indicate those that are suitable for:
– Providing Information – –
Include:
– Audience – – Who When – Communication Strategy (various Channels) Persuading Empowering Where
Making Change Last
Leading Change Creating a Shared Need Shaping a Vision Mobilizing Commitment CURRENT STATE Making Change Last Monitoring Progress TRANSITION STATE IMPROVED STATE Systems and Structures
Why is this Important?
MCL
• • • We often spend most available time on the launch of an initiative rather than its institutionalization Every change initiative competes for time, resources and attention To ensure that the new behaviors will not revert back to the old habits
What is the Outcome?
MCL
• • • Consistent, visible, tangible reinforcement of the change initiative Integration of new initiative becomes the way we work Changes to Systems and Structures enable the new behavior that supports the Vision
Launching a Change is just the beginning. It must become the Way of Life
Monitoring Progress
Leading Change Creating a Shared Need Shaping a Vision Mobilizing Commitment CURRENT STATE Making Change Last Monitoring Progress TRANSITION STATE IMPROVED STATE Systems and Structures
Why is this Important ?
MP
• • • An accurate measure of the CAP project provides focus, direction & momentum throughout the change process.
Corrective action can only occur if you know you're off track.
Monitoring Progress enhances your ability to reward key events and milestones.
What is the Outcome ?
• • •
MP
Clarity and agreement on what the “acceptance” strategy looks like in measurable & observable terms.
Baseline data & milestone results of the change process tracked and widely communicated.
Increasing momentum as people see progress and results being realized.
Measuring & tracking progress along the CAP elements demands ongoing attention by the team
Effective Change Equation
Q x A = E
Q = Qualitative/Technical Solution A = Acceptance/Engagement E = Overall Effectiveness