Building a Better Business

Change Management in RoadTek Maryse Alvis 17 July 2014

What will we cover?

Objectives of this session:

• To create awareness of change management • To have specific change and communication actions you can carry out

Why Change Management?

What does it mean to “manage change”?

 To the organisation: • Have a structured change management process suitable to the nature of the change  To the employee: • Understand what change means and how it affects me • Have some skills to manage change

Cycles of Change From: http://chronicle.com/blognetwork/theubiquitouslibrarian/2012/12/18/cycles-of-change-innovation-two-models-together/

Organisational change management Phases of change

(ProSci):

• Prepare • Implement • Reinforce =OR=

(Lewin):

• Unfreeze • Change • Refreeze

Types of changes • Business process design • Technology/system upgrades • Restructuring • Expansion or downsizing • Business model changes/new ventures • New marketing campaigns • Job redesign • Changes that impact suppliers • Changes that impact customers

Greatest contributors to success 1. Effective sponsorship 2. Buy-in from front-line managers and employees 3. Exceptional team 4. Continuous & targeted communication 5. Well planned and organized approach

Greatest change management obstacles 1. Employee and staff resistance 2. Middle management resistance 3. Poor executive sponsorship 4. Limited time, budget and resources 5. Corporate inertia and politics

Project Management … Change Management

Risk assessment Organisational Attributes Change resistant

Medium risk Low risk

Change --able

High risk Medium risk

Small Incremental Change characteristics Large Disruptive

Using ADKAR model o ADKAR was developed by Prosci Research after studying the change patterns of more than 1000 companies.

o ADKAR represents the five phases of change that must be achieved for the change to be a success.

o ADKAR is easy to remember and is a foundational tool for understanding “how, why and when” to use different change management tool.

The ADKAR Model

Awareness

of the need for change.

Desire

to support the change.

Knowledge

on how to change.

Ability

to implement new skills.

Reinforcement

to cement the change.

Our goals Post -implementation Implementation Concept and Design Business need Successful Change Awareness Desire Knowledge Ability Reinforcement Phases of change for employees

ADKAR Template

Change Activity Pre-Move (cleanup) Activities

1. Move announcement: (GM RoadTek will announce the move) 2. Clean-up directive (Executive managers to provide direction for staff to have Ann street clean by Christmas) 3. Initial Ann Street clean up email from ASM2012 project (provide information, guidance on how to clean up Ann street and how to go about it)

A D K A R Responsibility

X X X X X X GM RoadTek/ PD&O exec/ ESU exec RoadTek Executives, PD&O executives/ ESU Executives Project manager

Personas – or “Who is involved?” • • • High level representation of our people at RoadTek General guide to needs and characteristics – not real, but snapshot of types of people Helps guide us in making decisions around user experiences

Nate New Hire I’m always looking for ways to link my work here to my studies It would be great to know more about the organisation

Personas

Fred Field Worker Prashant Project Manager I’m in charge of putting out bush fires!

I just need to get the right information quickly so I can get back out to site Working nights, or having to travel long distances to sites, means it’s even harder to keep in touch with the right people and information Paul Project Knowledge Worker It’s hard, sometimes, to keep up-to-date with all the changing information My role is diverse and challenging – from working with new teams to managing quality project outcomes Part of my job is to ensure that we’re ready for 3rd party accreditation

Kiri Knowledge Worker

Personas

Eric Executive I wish people wouldn’t keep using old versions of important forms Michael Manager Getting the right, accurate information, in a timely manner, can be more challenging than you would think I need information at my finger tips to support my decision making

Personas and Positions in RoadTek

Activity – Part 1

Story:

 RoadTek have decide to implement a project where all RoadTekians get a set of Google Glasses (use for internet access, maps, capturing photos & videos, voice recording)

Activity – Part 1  Project is reasonably funded and has 12 months to deliver Put yourself in the place of your indicated Persona.

For this change:  How does it feel?

 How are you impacted?

 What actions do you want your manager to take?

Take 20 minutes to discuss in your Persona group, then share your Top 5 points with the whole group

Communication Plan • Your plan will essentially answer the following questions about project communications: o who (who will receive the message and who will deliver that message) o what (what is the content of the message) o when (when will these messages be delivered) o where (where will the messages be delivered) o how (what media or channel will be used)

Communication Plan – cont.

Successful communications are: • honest • frequent and constant throughout the entire program • consistent • open, transparent and safe • Communicate 5 to 7 times

Message guidelines for employees • Focus on the impact of the change

on the employee

. • Be

clear

about what you know now and what you do not know now.

• Let employees know

when

more information will be available. • Be clear how employees can provide

feedback

about the change.

How well informed are we?

Have you considered all these groups – and their representatives – to help you communicate your message ?

Audience • Who is your audience? • What do they already know?

• What do they want to know?

• What information will benefit them, or help them do their job?

• How do they feel about the subject?

Handy hint

After your have written or developed a communication, put yourself in the audiences shoes and ask if the communication is likely to achieve what you intended.

Activity – Part 2 o Put yourself in the place of your indicated

Manager

or

Executive Persona

responsible for Change and Communication Activities: o For this change:    What Change activities would you carry out?

What Communication activities would you carry out?

What are your key messages/ intentions?

Take 15 minutes to discuss in your original Persona group, then share your Top 5 points with the whole group

Resistance and comfort • Comfort and the status quo o Do not underestimate the power of “comfort” with how things are today o The natural reaction to change is resistance o Your goal is not to eliminate resistance

“Many change agents are surprised by resistance to change, when in fact they should expect it and plan for it.”

Address the root cause of resistance proactively

Why resistant to change?

Mid-level managers Employees Executives

Disconnect with their strategy, financial objectives or compensation Loss of power or control, and overload of current responsibilities Lack of awareness of why the change is happening and “WIIFM” WIIFM – What’s In It For Me Comfort with the status quo and fear of the unknown

Top reasons for manager resistance 1. Loss of power and control 2. Overload of current tasks, pressures of daily activities and limited resources 3. Lack of skills and experience needed to manage the change effectively 4. Fear of job loss 5. Disagreement with the new way

What would you do differently re communication?

1. More communications (more frequent) 2. Begin communications sooner in the project 3. More face-to-face communications 4. More communications from executive sponsors and senior managers 5. More about the impact of the change on the employees

Activity – Part 3

Story:

 The Project timeline is reduced to 6 months  Budget cuts have meant that only half people can get the Google Glasses

Activity – Part 3 o Go back to your last groups, keeping the Manager Executive Persona responsible for Change and Communication Activities: or o What is the impact on your previously planned activities?

   What Change activities would you carry out?

What Communication activities would you carry out?

What are your key messages/ intentions?

Take 10 minutes to discuss in your original Persona group, then share your Top 5 points with the whole group

Your PAL Assignment • Who are your stakeholders for your Improvement Initiative?

• What other ideas from this morning could you use?

Questions