Change Management - Brighton Leadership Group

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Transcript Change Management - Brighton Leadership Group

Change Management Overview

Objectives 

Overview of the change management approach

Clarity on how the tools support the change approach

Apply the change management approach


Top 5 Reasons for Success 1.

Active and visible executive sponsorship


Frequent and open communications


Structured change management approach


Dedicated resources for change management


Employee participation

© Prosci From the Prosci 2012 Best Practices in Change Management Research Report


Why Change Management?

Change management provides a structured approach or framework to effectively transition groups or organizations through change.

   Reduce resistance and misunderstandings that create costly delays, re-work, error / waste and turnover Increase and expedite user “adoption, proficiency and ultimate utilization” thereby optimizing business results Engage users in the change, share relevant information about the change, and expedites the transition to the ‘new future’ 4

Project Management and Change Management

Phase One Phase Two Phase Three Phase Four

Initiate Plan Execute Close Understand Prepare Do Sustain 5

Change Management


High Level Approach

Change Management


Understand  The


(the landscape)  Historical perspective; collective memory; culture  Skills, abilities and processes the support change  The


(who is on the journey)  Change Leaders (Sponsors)  Change Participants (Change Targets / Stakeholders;

directly impacted, indirectly impacted and influencers

)  Change Team  The


(the journey) 

Where are you now, where are you going and how will you get there?

 What does success look like?

 Type, Size, Timing and Impact 8

Understand – Activities/Tools/Templates

Topic Organization People - Sponsors - Stakeholders - Team Change Tool/Template

Organizational Assessment


Complete the assessment; determine potential risk Sponsor Analysis Stakeholder Management Identify Sponsors Identify Stakeholders Change Impact Success Definition (ties to benefit realization) Determine resources required and form change team Assess the impact of the change at a high level; confirm success definition 9

Understand – the Organization

Organizational Assessment

• Helps to understand the organization, and its overall capacity and readiness for change.

• Considers the context of what’s happening in the organization in relationship to the change • Scores the risk of resistance, saturation and other change issues 10

Understand People - Sponsors 11

Understand People - Stakeholders 12

Understand The Change

• Clearly Define Success • Determine the Change Impact


Prepare  Analyze  Impact of change on specific stakeholder groups  Support or potential resistance of stakeholder groups  Leadership competency and commitment (Sponsor Analysis)  The Plan  Determine the activities needed to achieve the change success based on the understanding of the organization, people and change  Create Stakeholder Management Plan and Sponsorship Plan  The Team  Ensure sufficient resources; align roles and responsibilities 14

Prepare – Activities/Tools/Templates

Activity Stakeholder Management (Detailed Stakeholder Analysis) Stakeholder Management Needs Analysis Create Stakeholder Management Plan from Needs Analysis Description

What does each stakeholder (group) need to be, know or do in order to successful accomplish the change What change management activities apply      • Coaching  Communication  Learning / Education Resistance Management HR systems and structure - Org Design Engagement – dialogue or involvement Hyper Care / Support Change Campaign This combines the identification of the stakeholders with the impact analysis and needs analysis to come up with a comprehensive approach for managing each stakeholder group through the change 15

Prepare – Activities/Tools/Templates

Activity Sponsor Analysis / Checklist Sponsor Analysis Create Sponsor Management Plan Description

Determine the change commitment and the change competence of sponsor. What is the influence and positional power of the sponsor? Assess the risk and as needed define a risk mitigation strategy. Perform an individual sponsor assessment as needed using the Sponsor Checklist. What change management activities (if any) are needed • Coaching • Communication • Learning / Education • Resistance Management This is a plan to address sponsorship challenges 16

Do the Change Activities  Communicate, Educate, Coach, Manage Resistance, Address System / Structure, Engage Stakeholders  Assess and Adjust the Plan as Needed  Determine the activities needed to achieve the change success based on the understanding of the organization, people and change  Periodically assess the movement of stakeholders through the change from awareness to commitment 17

Do – Activities/Tools/Templates

Activity Perform the change activities defined in the stakeholder management plan Assess and adjust activities as needed to manage resistance and achieve sustainable change

Update plans; reassess stakeholders and sponsors

success Determine whether the organization is ready to make the change

Change Readiness Assessment (tool) 18

Sustain  Transition to Operations  Measure Against Benefits Realization  Assess adoption, proficiency and utilization  Review change success definition  Maintain the Change  Determine the activities needed to sustain the change success based on the understanding of the organization, people and change  Celebrate Success 19

Sustain – Activities/Tools/Templates

Activity Track and Monitor Results Validate success against the definition

(integrated with benefits realization) 20

Watch Out’s (from John Kotter) Some of the most common change errors are: (1) Allowing too much complacency, (2) Failing to create a sufficiently powerful guiding coalition, (3) Underestimating the power of vision, (4) Under communicating the vision, (5) Permitting obstacles to block the new vision, (6) Failing to create short-term wins, (7) Declaring victory too soon, (8) Neglecting to anchor changes firmly in the corporate culture. 21

Overview  Take the time to


: • The Change • The People • The Organization 


- create a plan to successfully accomplish the desired results 


- execute the plan 


– make sure the benefits of the change stick! 22