Transcript SITA Enterprise Architecture March 2009

CHANGE MANAGEMENT: ITS RELEVANCE TO
OCCUPATIONAL SOCIAL WORK IN BRINGING
ABOUT A TRANSFORMED ORGANISATION
Kristo Skosana & Gladys Makondo
13 March 2013
Programme
Part 1
• Organisational Change Management Context
• Change Management Role
• Preparing for Change
• Role Players in Project Success
• Sponsor Role
• Change Champions Network
• Resistance Management
• Emotional Cycle of Change Exercise
Part 2
• Background and Context
• SITA Vision and Mission
• SITA Change Management Vision
• SITA Change Management Model
• SITA Turnaround Change Management Interventions
OCM Context
CHANGE
8. Make It Stick
1. Increase Sense
Of Urgency
2. Build A Guiding Team
7. Don’t Let Up
6. Create Short-Term Wins
3. Get The Right Vision
3
Kotter, John P. and Cohen, Dan S. The Heart of
Change. Boston: Harvard Business School Press
Enable Change
OCM Phases
Environment: Phase 1 - Initiate
External
Drivers(e.g.
legislation,
technology..)
Organisation: Phase 2 - Enable
Strategy
Structure
Individual: Phase 3 - Sustain
Policies
Internal
(Vision,
Mission)
Systems
Procedures
Cognitive
Behaviour
Performance
Output
Processes
4
Phase1: Initiate Change
Environment
External
Drivers(e.g.
legislation,
technology..)
– This phase focuses on leadership
interventions pertaining to external drivers
for change and the impact on the internal
vision and mission of the organisation.
Internal
(Vision,
Mission)
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Phase 2: Enable Change
Organisation
Strategy
Structure
Policies
Systems
– This phase focuses on the impact of change
on strategy, systems, policy, processes and
procedures. To enable change to take
place, an organisation needs to align and
transition from the current state to the future
state.
Procedures
Processes
6
Change at Organisational Level
Implementing change management activities that affect broad groups of
employees. This process is shown below:
Phase 1 – Preparing for
Change
Define Your CM Strategy
Phase 2 – Managing
Change
Develop and Implement CM Plans
Phase 3 – Reinforcing
Change
Collect and analyse feedback
Diagnose Gaps and Manage
Resistance
Organizational change management process
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Phase 3: Sustain Change
Individual
Cognitive
Behaviour
– The final phase addresses the impact of
change on employees to adopt changes
through changing behaviour and attitudes.
Performance
Output
8
Change at Individual Level
Individual change management is a process for managing change at an
individual level with each employee as shown below:
Awareness
Desire
Knowledge
Ability
Reinforcement
The ADKAR Model
Managers that have direct employees are responsible for facilitating
individual change management. The process for managing change on an
individual level has five elements that serve as the sequential building blocks
of success. This change model is referred to as ADKAR®.
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Change Management Role
What
Why
How
Organisational
capability
Employ mechanisms to support
changes and building competence
across the organisation.
Building competence
Building capability
Managerial
capability
Ability of managers to transition their
staff through the change process;
Manager capability is a key
differentiator in accounting for the
differences between success and
failure in the different change
histories of organisations.
Minimize productivity loss
Manage customer impact and
employee turnover
Maximize the speed of
adoption and utilisation
Ability of individuals to manage
personal transition. Organisational
changes can evoke different
emotional reactions
Transition from current to
future state
Individual
capability
Manage resistance
Focus for Change Management
Adoption of
System
Organisational
Level
Coaching
Change
Network
Build
Capability
Meet Project
objectives
Develop
Competence
Managerial
Level
Ensure return on
investment (ROI)
Individual
Level
Utilisation
of System
Prosci 2007
Proficiency
in using the
system
Comparing Change Management and ROI
+
Net
cash
flow of
project
period
0
-
Time
(periods)
Exceptionally managed change cash flow
Poorly managed change cash flow
Expected cash flow
Preparing for Change
Understanding changes
underway and your role
Adapting to change that is
happening to you
Developing
competencies
for managing change
Identify the changes
impacting your group
Identify your own areas of
resistance
Understand the
concepts of change
management
Understand why these
changes are being made
Discuss your objections or
concerns
Identify how the changes
will impact your team
Make a personal choice to
support and participate in the
change
Develop action plans
for working with
employees
Understand your role
Learn how to use the
tools for managing
change
Connecting the ‘people side’ back to
project and organizational success
Project Name
Purpose
Particulars
People
If people don’t change how they do their job, then it doesn’t
matter what specific changes are implemented
If people don’t change how they do their job, then we ultimately
won’t achieve what we set out to from the beginning
Role Players in Project Success
Three key role players in the success of projects
Sponsor Diagram
Political
Sponsor
Primary
Sponsor
Secondary
Sponsor
Secondary
Sponsor
Secondary
Sponsor
Secondary
Sponsor
Secondary
Sponsor
Secondary
Sponsor
Secondary
Sponsor
Secondary
Sponsor
Secondary
Sponsor
Secondary
Sponsor
Champions
Champion
Champions
Champion
Champions
Champions
Champions
Champions
Sponsor Role
The Sponsor s’ role has multiple thrusts
– Political (Contextual)
– Strategic side (Leadership)
• Vision
• Strategy
– Project side (Decision making)
• Resources
• Scope
• Timelines
– People side (Action)
• Communications
• Coalition building
• Visible participation
Levels of Sponsorship
Level of Sponsorship
Level of Sponsorship
Role
Role
Political Sponsorship
Political Sponsorship
Create a sense of urgency
Create a sense of urgency
Build coalition with stakeholders
Build coalition with stakeholders
Create the Vision
Create the Vision
Build a guiding team
Build a guiding team
Alignment Change initiative to business
Alignment Change initiative to business
imperatives
imperatives
Provide strategic direction
Provide strategic direction
Manage the scope, timelines and resources
Manage the scope, timelines and resources
Communicate Vision
Communicate Vision
 Build coalition with peers
 Build coalition with peers
Change Champions
Change Champions
 Ensure Alignment with strategy
 Ensure Alignment with strategy
 Provide resources
 Provide resources
Active Participation
Active Participation
Primary Sponsorship
Primary Sponsorship
Secondary Sponsorship
Secondary Sponsorship
Relationship
Relationship
owner
owner
DPSA
National Treasury
SITA Executives
SITA Implementation
DPSA
NT
SITA Implementation
DPSA
Primary Sponsor Role
•
•
•
•
•
•
•
•
•
Chairs the Change management meetings.
Advice and gain commitment from the other members.
Represent business.
Build relationship between employees and project.
Coach employees through change and provide management vision
and direction.
Reviews the Change management scope and the overall impact to the
affected stakeholders including users.
Facilitate the implementation of the change in their business.
Provide guidance and feedback to Change management team on the
implementation of the change initiatives.
Identifies risks and issues and own the action plan to manage the risks
engaging with key stakeholders.
What is a Change Network (CN)?
• A group of people that assists with the implementation
and assist to integrate the project with the business to
strengthen ownership.
• The Change Network comprises of Change
Champions and Change Agents.
• It is both a formal and informal network to leverage
communication channels and roll out of change
management interventions.
The Role of the Change Champions
•
Plan and implement SMART(Specific,
Measurable, Achievable, Reliable and Time
Bounded) change initiatives in their own areas
•
Provide a symbolic leadership: Facilitate internal
communication presentation
•
Lead change impact briefing sessions in their
areas
The Role of the Change Champion
The effective Change Network
will influence upwards,
downwards and sideways
The Change Network plays a veryIn other words….
important role in the Change
Management process
Simply put, the Change Network does three things
1.
2.
3.
They MOBILISE a significant number of people within the
organisation focused on understanding and supporting
implementation
They act as a CONDUIT to convey the feelings and issues of the
organisation to the leadership and formal change structure,
before these become business challenges
They help RESOLVE day to day practical concerns and
uncertainties as they arise, forming a peer to peer support
network focused both on cognitive and behavioral issues
associated with the implementation
Change Network Team Structure
Change Network Structure
Feedback to/from
Change Champions
Change
Champions
Change Agents
End
Users
Progress
Updates
Project
Change Management
Team
Resistance Management
•Change Resistance is the equivalent of an individual or
team’s rejection of an organisational change activity that
reduces the effectiveness of the change process. It may
build up gradually over time, initially having no significant
effect on the performance of a process, or appear suddenly
at a very high level.
•All change can generate scepticism and resistance in
employees, making it sometimes difficult or impossible to
implement organizational improvements.
.
“The only person who likes change is a wet baby.” R. Blitzer
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Generic Pillars of Resistance
•Resistance to change can be rational,
emotional and/or political.
• The rational aspects of change are easy to
identify and work through. Individuals are
able to state their support or objections to
the event.
•Often the emotional and political aspects of
change are hidden beneath the surface. The
political landscape of the organization has to
be understood and then identification of the
possible forms or resistance. Awareness of
the individual emotional responses which
can be deeply held by the individual and not
often shared need to be observed and
unravelled.
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Manifestations of Resistance
•
•
•
•
•
•
•
•
•
•
•
•
Avoidance of responsibility
I’m not surprised
Silence
Nit-picking
Pressing for solutions
Changing the subject
Flooding with detail
One-word answers
Impracticality
Attacking
Compliance
Confusion
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How to Manage Resistance
•
•
•
•
•
•
•
The systemic intervention creates the structure and establishes the overall
temperament for engaging resistance. However, resistance cannot be
managed as a group event. Change, after all, is experienced individually.
Thus the systemic approach must be accompanied by the one-on-one
encounters or small group meetings. It is in these more intimate settings that
individual frames of reference can be understood and validated. Here,
resistors obtain the self-awareness that leads to owning one’s own
resistance.
Surface it … ask for it
Listen … acknowledge it
Pin point the source– what is it?
“Name that Resistance” … put it in words using neutral language
Call for action -- help them take responsibility for the part they control.
These conversations revolve around understanding the resistor’s frame of
reference from three key perspectives: (1) the disruption caused by the
change; (2) their motivation to change; and (3) the source of any resistance.
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PROSCI Change Management Maturity Model™
Level 5
Level 4
Level 3
Level 2
Level 1
Change management competency is
evident in all levels of the organization
and is part of the organization’s culture
and intellectual property
property.
Continuous
process
improvement in
place
Organization-wide standards and methods
are broadly deployed for managing and
leading change
Selection of
common
approach
Comprehensive approach for managing
change is being applied in multiple projects
Examples of best
practices evident
projects
Some elements of change management are
being applied in isolated projects
Many different
tactics used
inconsistently
Adhoc or
Little or no change management applied
People- dependent
People-dependent
without any formal
practices or plans
Organizational
competency
Organizational
standards
Multiple
projects
Isolated
absent
Highest
profitability and
responsiveness
Highest rate of
project failure,
turnover and
productivity loss
Part 2
SITA Change Management and
Turnaround Process
Background & Context
Background and Context

The turnaround strategy is a platform on which the requirements for a successful Prime Systems
Integrator must be realised,

To align to the above mandate, the turnaround recommended an organisational overhaul to rolled out
through multiple projects that will focus on different aspects of the business. These include:
– Business Model Definition;
– Organisational Capability Definition ; and
– Organisation Architecture Implementation.

The change management agenda for the turnaround is required to meet the change management
needs of all programmes under the turnaround implementation.

Moreover, it will drive change interventions that will curtail anxiety and stress during the
transformation process. The goal is to deliver seamless change management efforts (continuous
engagement) that will sustain employees through this period of transformation, whilst building
foundations for crafting the new SITA culture.

The change management for the turnaround is broadly informed by SITA ‘s approved integrated
change management strategy.
SITA Vision & Mission:
Turnaround Change Management key drivers
VISION
STRATEGY
“Be the lead ICT agency to enable
public sector service delivery.”
SYSTEM
STRUCTURE
MISSION
“To render an efficient and value
added ICT service to the public
sector in a secure, cost-effective and
integrated manner, contributing to
service delivery and citizen
convenience."
EMPLOYEES
POLICIES/PROCE
DURES/PROCES
S
Change Management vision for the
Turnaround and key principals for
successful change
Key Guiding Principles
Turnaround Change Management
Vision
• Leadership sponsorship
• Careful planning
• Measurement
To
ensure
principles
that
and
the
business
behavioural
requirements for the turnaround
are merged together at all levels to
advance
effective
transition of
employees and transformation of
SITA
• Engagement
• Support Structures
• Communication
• Team building
Rolling out the Turnaround
Strategy
Phase 1:
Organisational
Review
Phase 2:
Organisatio
n Design
Entails the review of the organizational strategic intent,
the review of the SITA capabilities, to understand
where the organisation is going to determine the
platform on which the new org structure has to be
developed
Involves the actual design of the Org Structure, the
design principles, the updating of the capabilities, as
well as the design of competencies and the job
profiles
Phase 3:
Implement
ation
Focuses on implementing the new Org structure,
including training and Migration
Change Management
Communication
34
Implementation Phase – Change Management Plan
The Change Management Interventions
initiatives as per the project implementation phases
Project Phase
Phase 1:
Organisational Review
Phase 2:
Organisation Design
Context/Objective
Desired Outcomes
 Building the case for change for the
turnaround strategy
 Rational
 Impact
 Drivers
 Implementation
 Employees awareness sessions
 Change readiness assessments
 Engagement sessions
 Facilitate interactive engagements based on the
Turnaround,
 Create awareness of SITA new visions,
 Rational for the turnaround,
 Generate buy-in from employees to support to change;
 Assess employee level of readiness towards the pending
change,
 Create excitement towards the pending change.
 Facilitate the various engagement
forums,
 Support projects engagement,
information sessions and communication
requirements of the organisation
architecture phase of the project.
 Job fairs,
 Ensure employees are aligned to key project activities,
 Employees are knowledgeable about the OA-project
activities
 Impact assessment
 Provide varied tools of employees engagement
Implementation Phase – Change Management Plan
The Change Management Interventions
initiatives as per the project implementation phase 3
Project Phase
Phase 3: Implementation
Employee Wellness Programs
• Financial Counselling
• Career Counselling
Context/Objective
Desired Outcomes
 Policy implementation roadshows
 Continues engagement sessions in the
various forums
 Policy implementation
 Information dissemination
 Impact assessment
 Job fairs
 Induction and onboarding
 Ensure employees are knowledgeable of how the new
SITA has been translated into the various policies,
strategies and frameworks.
 Buy-in
 Break despondence of employees
 Improve morale
 Ensure an engaged workforce
 The impact of the Migration and
Placement on staff is not only emotional
but financial as well. It is possible that
not all staff are quipped to make the
decisions regarding the financial
implications of the options/outcomes of
the Migration and placement process.
 Informed staff and positive staff - whatever the outcome
of the placement process.
SITA Change Management Methodology
SITA Change Management Model
Change Management Vision
Organizational
Readiness
Purpose of the Change
Management Strategy
S
I
T
A
Stakeholder management
Plan
Communication
Plan
Objectives of the Change
Management Strategy
Training Plan
O
C
M
S
T
R
A
T
E
G
Y
Risk Mitigation Plan
Situational Analysis
Team
Structure
Critical Success
Factors for the change
Sponsorship
Roadmap
Change Champion
Network
Resistance
Management Plan
Lessons Learned
Framework
OCM Approach
Change
Embedding
Requirements
Impact
Evaluation
Consequential
Management
Evaluation & Continuous Reinforcement
Workstream Charter
Objectives
 Promote the benefits and objectives of the
Turnaround within the organisation for
employees;
 Prepare impacted stakeholders and business
impact for the implementation;
 Ensuring that the expectations are managed
during implementation;
 Support the leadership to ensure visible
sponsorship of the change, through
communication and involvement;
 Ensure that there is frequent communication
regarding the project status and policies;
 Promote enthusiasm and excitement for
turnaround implementation outcomes.
Interdependencies
Key Activities
 To ensure Situational awareness
 Organisational Awareness sessions
conducted to ensure all employees
understand
the
Turnaround
Strategy and the Impact on
employee work experience goingforward in the new SITA.
 Awareness through presentations
and booklets
 To build Supporting structures
 Corporate communiqué;
 Exco’s Involvement
 Change management website
 Job fairs kiosks
Gladys Boakye
Morongwa Mpete
 Project Manager: Tshidi Gumbi
 Business Enablement Tools
 New Role/Job Training
 Presentations on new policies and frameworks
 Revised/New Process Training
 Rebuild a progressive organizational culture.
 OA-enquiries email
 Marketing Team
Gladys Makondo
 Communication plan
 To ensure continuous communication:
 Change Champion network
 Change Team
 Stakeholder management strategy and plan
 That will reach out to employees
e.g MCF/CCF; Change Champions;
CEO
engagement
sessions;
Leadership alignment sessions;
 CEO bulletin
 Sponsor : Diamond Mushwana
 Change management strategy and plan
 Change management evaluation tools
 Internal Communication team
Sponsor & Champion
Deliverables
 Focus groups sessions
Critical Success Factors
 Executive availability for involvement in change
intervention
 Alignment across all project teams of the
Turnaround Programme
Additional Resource Requirements
 To work closely with leadership so as to
provide guidance on the required
communication and engagement with
SITAzens
 Rebuild and revitalise a new organisational
culture
 Employee wellbeing and wellness
interventions.
 IFMS Change Management Team
SITA Change Management Methodology
Various tools are used in order to deliver
on change management objectives








Communication Strategy
Stakeholder Engagement Strategy
Communication Plan
Stakeholder Engagement Plan (Inclusive of Leadership Plan)
Leadership Assessment Alignment Tools
Employee Engagement Assessment Tools
Assessment (readiness, impact) tools
Change Impact Tool (Monitoring and Evaluation Tool)
…all of these tools will be used throughout the project.
ADKAR model towards Employee engagement has
been identified as a measurable tool of employee’s
commitment and buy-in to the change process
Current and Future
The ADKAR Model as the necessary link to both employee engagement
and communications..
1. AWARENESS
• Effective awareness communication designed to lay a strong
foundation of familiarity with the change key concepts
2. DESIRE
• Measurable return on awareness when implementing effective
awareness efforts
• enforced by leadership availability
• change activities to enhance morale
3. KNOWLEDGE
4. ABILITY
• Enhanced familiarity with key change concepts by providing the
necessary training,
• Explicitly define the behaviours to be modelled by leaders
• Diagnose organisational and individual capabilities
• Disseminate existing change, project competencies across the
•
5. REINFORCEMENT
organizations
Build individual skills and self-confidence
• Continues focus group discussions breeds loyalty and responsiveness
• Reduced despondence, detachment
• maintaining momentums
Stakeholder Management is a critical success
factor: SITAZENS will be engaged by different
groups representatives
Executive Group:
Provincial Heads


Will communicate the new Organisation Structure
Will highlight the benefits of the new structure for SITA and our clients

Will ensure effective operationalisation of the new structure and business
processes.
They will address any confusion in the provinces so business


Senior and General
Managers


HR Operations



Change Champions
Will engage you and ensure understanding of what the organisation expects
from each department and SITAzens.
Will have one-on-one discussions with SITAzens on new roles
Will provide support on the project team during the migration and transfer
period.
Will be available as an information point for SITAzens.
Will ensure that project information is disseminated in their different environments.
Will facilitate sessions to ensure understand and gather concerns and/or input
from SITAzens for escalation to project team.
Strategy & Approach: Communication & Mobilization
Internal Mobilisation and Communications is the nerve
of any transformation programme

The objectives of Internal Mobilisation and Communications are to:
– Provide an effective communication strategy that creates awareness of the Organisation
Architecture project and its roll-out
– Ensure SITAzesns understand their respective roles and key activities resulting in the
achievement of the above
– Mobilise SITAzens to contribute and buy in to the change
– Develop initiatives to manage risks and barriers to the implementation
– Provide the opportunity for feedback from SITAzens
Messages will be developed in line with the project milestones.
JOH-RNS003-20070522-JvW-P1
Communication channels relevant
Communicators
SET
Audience
• Leadership
Channel of communication
• Interactive workshops to
align on key message
SET
• MCF/CCF
representatives
Change team
• SITAzenry
• Interactive workshop with
consultative representatives to
ensure alignment
• Informative workshop with
Managers and employees
CEO breakfast
• SITAzenry
• Involving briefing and interactions
with employees and clients
Corporate comms
• SITAzenry
• Updates via news letter
• Feedback and comments via the
portal
Change Management Tools: Change Agents
The Change Champion Network is an effective tool in
driving out the change agenda at a peer-to-peer level
Skills and Characteristics of Change Agents





Credibility at all levels of the organisation
Ability to give and receive feedback / coaching
Good listening / interpersonal communication
skills
Demonstrates desired culture values and
behaviours
Good follow-up skills
–


Expectations of Change Agents

Communication of the organisation in the Change
Management Process:
– Able to conduct/facilitate sessions/workshops
– Able to onboard new appointees in the business
(about the overall project)

Issue Resolution:
– Assist stakeholders in resolution of issues
related to the project (e.g. ensure each user can
access training portal)

Partner with departmental managers to implement the
changes:
– Drive the preparation, facilitation and
implementation (particularly with role profiling
work)
– Co-facilitate meetings initially (e.g. 1-on-1 staff
engagement for role profiling)
– Transition to background coach role
Ability to influence, push for action
Commitment to results
Ability to quickly pick up Change Management
skills and tools:
–
–
–
–
Facilitation and Communication
Root cause analysis problem solving
Feedback and coaching
Recognizing and dealing with resistance
Change Management Tools: Assessments
The process of conducting assessments/surveys is
an ongoing exercise for the change management
team
A Change Readiness Assessment assesses an organization’s ability to change. It takes the pulse of the
organization in order to determine to what extent key stakeholders understand, support and will help to
implement the change.
The change impact assessment examines the degree of change impact on the employees’ wellbeing
Thank You