Transcript Slide 1

The Other Change Management Process:
A Composite Best Practices Approach to
Organizational Change Management
William L. Cunningham, PMP
http://wcunning.com
[email protected]
Contact:
[email protected]
http://wcunning.com
Presentation with notes available at
http://www.wcunning.com/DMM/DMMHome.html
Agenda
• Anticipate resistance and respond to barriers:
– A structured approach to Managing Organizational Change
– Composite Case Study of applying the model to an ITSM
initiative
– What key roles & resources do you need?
• Questions
Deming or Shewhart Cycle
Process Management
implies constant change
ITIL v3 Service Lifecycle
ITIL
implies constant change
ITIL Adoption will Include Change
Reasons for Failure of
Organizational Change Initiatives
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Difficulty changing the culture of the organization
Lack of staff commitment and understanding
Lack of education, communication and training
Responsibility without sufficient authority
Lack of effective ‘Champions’
Loss of momentum after opening hype
Lack of funding
Source – Pink Elephant (mostly)
Reasons for Failure of
Organizational Change Initiatives
• Lack of quantifiable long term benefits (ROI)
• Lack of organizational learning (lessons
learned – lack of iterative culture)
• Satisfaction with status quo
• Over-focus on tactical, isolated solutions
rather than a strategic solution
• Trying to do everything at once – over
ambitious
Source – Pink Elephant (mostly)
Reasons for Failure of
Organizational Change Initiatives
• No accountability; lack of clear ownership
• Tools unable to support processes
• People not skilled enough to support
processes
• No structured Project Management
Source – Pink Elephant (mostly)
ITIL Adoption will Include Change
• Serious organizational change takes 3-5 years
– This does not mean you can’t have quick wins
• You must be prepared for resistance to any
significant organizational change.
• You must also understand that change
adoption is not likely to be linear.
ITSM/ITIL Entails Organizational Change
• New roles: Process owners, change advisory board
• Moving from hierarchy to matrix
• Standardization
• Managing to metrics instead of anecdotes
• New steps, new accountabilities
• New tools
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ITIL Entails Organizational Change
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Replacing and consolidating current tools
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Incident tracking
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Email
Automating existing functions
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Forms
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Phone calls
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‘We just know…’
New tools for new functions
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CMDB
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Discovery tools
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Service level management
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ITSM/ITIL Entails Organizational Change
• Your organization will become more of a matrix and less
hierarchical
• Process teams that come from all across the organization
• Process owners and functional owners may compete for
authority and power
• If you’ve already introduced project management discipline in
your organization, you may have an easier time
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Peter M. Senge – The Five Disciplines
(towards building a Learning Organization)
• 1. Personal Mastery
• 2. Mental Models
• 3. Shared Vision
• 4. Team Learning
• 5. Systems Thinking
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Composite Organizational Change Model
for the Learning Organization
Organizational
IndividualPsychological
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Necessary Conditions for Successful Change:
1. Leadership for the Change
2. Capabilities that are weaved into the fabric
of the organization
-John Kotter
Leading Change
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Implementing Process: Managing Change
Eight Stages of Leading Change, John Kotter
1.
2.
3.
4.
Create Sense of Urgency
Create Guiding Coalition
Develop a Change Vision & Strategy
Communicate the Change Vision
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Still Managing Change
Kotter’s 8-Stage Process continued:
5.
6.
7.
8.
Empower Broad-based Action
Generate Short-term Wins
Consolidate Gains and Produce more Wins
Anchor New Approaches in the Culture
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Implementing Change- Communicating
the Vision through Anchoring
ADKAR Model: ‘Managing the People Side’ to
embed Changes in the culture:
• A: Awareness of need for Change
(Communications)
• D: Desire to participate in and support the
Change
• K: Knowledge on how to change (Education)
-Prosci – www.prosci.com
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Implementing Change- Communicating
the Vision through Anchoring
ADKAR Model: ‘Managing the People Side’ to
embed Changes in the culture:
• A: Ability to implement required skills and
behaviors (Training)
• R: Reinforcement to sustain the change
-Prosci – www.prosci.com
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The Model Applied –
Change Trigger to 1. Sense of Urgency
• From current Shared Vision – where is the
organization falling short?
• What are the ‘pain points?’
• Have there been triggers? Specific occurrences
leading to a consideration of change?
The Model Applied –
Change Trigger to 1. Sense of Urgency
Examples:
– Organizational merger results in a larger organization
– suddenly one doesn’t ‘know everyone’  drives a
move to process (paradox of best practices)
– High visibility Changes fail - leading management to
consider alternatives
– Poorly designed ticketing system leading to increased
and non-standard Service Desk responses
The Model Applied –
Change Trigger to 1. Sense of Urgency
Examples:
– Benchmarking against competing organizations
– Benchmarking against best practices (the ‘Gartner
call’)
The Model Applied –
2. Create the Guiding Coalition
• Ideally a broad-based team
– Enough power to lead the change
– Enough knowledge to lead the change
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Process Experts
ITSM Experts
Project Management
Functional Managers
Executive sponsor
Generic Improvement Model – Steps for
the Guiding Coalition as they
3. Develop the Vision and Strategy
1. Analysis -- Where are We now?
2. Goals & Objective – Where do we want to be?
3. Plans– How do we get there
4. Measurement & Tracking – Are we there yet?
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Generic Improvement Model – Steps for
the Guiding Coalition as they
3. Develop the Vision and Strategy
• Analysis – Where are we now?
– Suggest widening the Guiding Coalition at this
iteration
– Include line staff- those who best know existing
process
– Include them in detail
definition
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Generic Improvement Model – Steps for
the Guiding Coalition as they
3. Develop the Vision and Strategy
• Suggest using Project Management
Methodology
– Define the goals of the projects (charter)
– Clearly define the scope of the project (charter)
– Define a reasonable project schedule to track
progress
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Generic Improvement Model – Steps for
the Guiding Coalition as they
3. Develop the Vision and Strategy
• Caution- Beware Scope Creep
– Recharter your Program if necessary
• As Knowledge is gained- the Vision may change as well
• Failure to recharter may shortchange the end of the
program
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Generic Improvement Model – Steps for
the Guiding Coalition as they
3. Develop the Vision and Strategy
• Example – Widening the Guiding Coalition
(Gain a Head Start on Building Awareness and Desire)
– Committees to analyze SOPs
– Teams to Analyze Existing Processes
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Generic Improvement Model –
4. Communicate the Vision
(Awareness and Desire)
• This is a continuous step – it should begin as
soon as the Vision is clear
• You are seeking to build:
– Awareness of the need for change
– Desire to participate in and
support the change
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Generic Improvement Model –
4. Communicate the Vision
(Awareness and Desire)
• Kotter suggests that it impossible to
overcommunicate
– Use a variety of methods to communicate.
– Include the commitment- the change is NOT an
option (you can’t wait it out)
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Generic Improvement Model –
4. Communicate the Vision
(Awareness and Desire)
• Examples:
– Participation on Process and SOP Design Teams
– High Level Concepts Workshops
• First for Senior Managers
• Followed by Line Staff
– Posters
– Newsletter column
– Staff Meetings
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Generic Improvement Model –
5. Empower Broad Based Action
• Charter the Individual Projects
• Provide Funding
• Analysis Teams move to (re)Design
• Committee to design SOPs for Service Requests
• Process Design Teams for Incident, Problem and Change
• Vendor Selection
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Generic Improvement Model –
6. Generate Short Term Wins
• This is where Knowledge and Ability are
applied
• Examples:
• CAB
• Major Incident Process and Problem Management
• SOPs for Service Requests
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Generic Improvement Model –
7. Consolidating Gains
• CAB  Formalized Change Management
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• Tool to document ALL Changes
• Definition of Standard, Normal, CAB Changes
Incident Management  Common Process
Formal Problem Management
ITSM Tools…
CSI - Committees to refine processes
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Generic Improvement Model –
8. Anchor New Approaches
(Reinforcement)
• Change Adoption and Execution is NOT likely
to be linear
• Have plans to Reinforce the Change
• Resist the temptation to declare victory too
early
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The J-Curve of Change
Initial level of happiness
and productivity.
Trough of
despair
•Questions?
Contact:
[email protected]
http://wcunning.com
Presentation with notes available at
http://www.wcunning.com/DMM/DMMHome.html