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Impact of Change on People
Significant change can affect productivity and morale due to a loss of familiarity, control, and empowerment at the individual level.
New Organizational Structure New Boss New Reports New Work Processes New Policies New Incentive / Reward Plans New Technologies New Business Strategies
Enabling Change and Unleashing Great Performance
Why Organizational Change Management is Important to BPM Success
BPM Institute BrainStorm SF Event - June, 2010 Sara M. Roberts
New Job Roles and Responsibilities
New Skills & Knowledge Requirements
New Business Challenges, Risks, and Concerns
44 Montgomery Street, Suite 600 | San Francisco, CA | 94104 | +1-415-641-5523 | www.robertsgolden.com
Importance of Managing Change:
Impact of Change on People
Throughout major changes, “me issues” are questions asked by people at all levels …
• If I ignore this, will it go away? Will anyone know? Or care?
• Will I have a job? How will I look to those who determine my future?
• Who will I report to? What kind of work will I do?
• How much does this change what is familiar and easy for me?
• Will this impact how my compensation is determined?
• Will my role change? How? Will I like it? Will I have to do stuff I hate?
• Do I have the skills? Will I have to upgrade my skills or knowledge?
What would it take to make change?
• Will I need to do this to fit in?
• Does this really matter or make a difference from my perspective?
… creating an inward focus, causing a loss of productivity and loss of key talent.
The Keys to Mastering Change • Reframe it • Engage them • Give them constant guidance • Work right alongside them while they’re making the change • Work directly in their environment • Ensure accountability for new behaviors 6 .
Lessons Learned – Why Initiatives Fail Lessons Learned – Why Initiatives Fail Change Management Areas Non Change Management Areas 7 Change Management Areas Source: Deloitte Survey Source: Deloitte Survey Non Change Management Areas 8 .
• Coaching sessions while performing new activities 10 .Adoption is Key Commit to full support and predictability for the change • Weekly webinars • Adoption champion network • Working sessions with different stakeholder groups • One-on-one training • More than 500 hours of training for a core impacted audience of 100 There is a silver lining. Change efforts can succeed.
the ability to effectively manage change will be the number one necessary skill required of business professionals.S. • A company needs periods of stability to regroup and regain energy • Know ‘normal’ Within the next ten years.Know the Right Time for Change • Time periods of stability with periods of change • Cannot be in constant change process V. 12 .
Assessing the Degree of Impact – Estimating and Prioritization Guidelines Mega Involves major change across one or more business & technology dimensions (organization. sustained floor support needed Involves significant change across one or more business & technology dimensions x 50% .50% employees impacted x +8 hours training / practice / coaching time required x Up to 1 month learning curve to achieve mastery level x 1-2 months of sustained communication needed x Up to one month to fully operationalize and stabilize Designate a ‘Change Guardian’ • An executive that has his or her finger on the pulse of the company or a cross-functional change council that you form for that purpose • Similar to how PMOs manage portfolios or how executive councils prioritize projects from a financial perspective • Have birds-eye view • Ensure initiatives are prioritized and aren’t competing Large Medium Small Incremental change across one or more business & technology dimensions x Minimal employees impacted x Minimal training / practice / coaching time required x Minimal learning curve to achieve mastery level x Requires 1 month of intensive.g.70% employees impacted x +16 hours of training / practice time required prior to implementation x 2 . application. process.) x +70% employees impacted x +32 hours of training / practice time required prior to implementation x +3 month learning curve to achieve mastery level x +6 months of sustained communication needed x 3-6 months to fully operationalize (e.2 months to fully operationalize and stabilize Involves moderate change across one or more business & technology dimensions x 25% . etc. sustained communication x 5 days or less to fully operationalize and stabilize 14 . facilities. technology. data.3 month learning curve to achieve mastery level x 3 – 6 months of sustained communication needed x 1 . stability and enhancements) x +3 months of intensive.
*E* Employee Framework™ Change Curve: How People Transition Through Change High UNDERSTANDING BUY-IN Individuals are actively involved in and contribute to project activities AWARENESS Individuals have heard that the project exists and are aware of basic scope of the project / general concept Individuals have an appreciation for the impacts and benefits that the project will have on them and their areas COMMITMENT COMMITMENT / OWNERSHIP Individuals acknowledge that the project belongs to them and actively support and adopt the changes In order to: • Convince of value • Feel confident they can make the change • Ensure they’re capable • Feel continuously supported during and after change process • Maintain and sustain change Low Status Quo (Where we Started) 15 TIME Vision 16 16 .
Engage Your People It’s All About Me • How is it going to impact me? impact me? a • What’s in it for me? What’s in it fo • Is there a role for me? s rol l • Know your audiences – get a handle through “stakeholder analysis” and understanding where they are • Establish a sense of urgency with them • Communicate a compelling vision and strategy 17 18 .1.
surveys. meaning the people who will have to give up positions. the people who will gain the most from the change? 19 20 . What methods of involving and informing stakeholders would help you strike a balance between efficiency and inclusiveness? 6. or a valued way of working? 7. What is their importance to the ultimate success of these efforts? 3. workshops. How can you uncover their concerns. interviews. is there someone who supports you that could provide a better link? (Who are the key influencers?) 5. Who are the losers. issues and potential contribution? 4. ability and willingness for stakeholders to adopt the changes • To conduct an effective stakeholder analysis. If they’re opposing the change or refusing to engage with you directly. Who are the winners. on the job observation and discussions • Find out where they are and what’s important to them • Determine timing. consider these 7 questions: 1. or people. Who are the individuals or groups that need to be considered or involved at some point in the process? 2.Engaging Stakeholders Appropriately Getting a Handle on Your Audiences – Getting Out There • Not just about talking about your stakeholders in a war room with other project team members – have to roll your sleeves up and engage with the stakeholders • Focus groups.
00 – 2. Response Value = 0. legitimate. is instilled within the organization and widely shared through data.Assessing for Change Readiness: Change Enablers Definition Sponsorship R Change Risk Wheel Example Commitment R G Y R Key Change Enablers Sponsorship • Having sponsors/champions who support the change and have visible. Systems and Structures 21 • Foundation and practices are in place to complement and reinforce the change (Measurement. Response Value = 4. The need for change exceeds its resistance. appropriate channels have been identified Systems and Structures R Senior Leaders R R Change Integration R Impacted Stakeholders Training • Plans and resources are in place to train impacted stakeholders in new roles. Processes are in place to capture early learnings and transfer them throughout the organization R Communication • Plans and resources are in place to communicate the changes and their timing and impact. etc. demonstration or demand. the vision is shaped in behavioral terms Vision R Y Y Y Y Y Y Y Project Team Case for Change G G Y Y R R Y Y Commitment • Stakeholders are strongly committed to invest in the change. whether driven by threat or opportunity. Org Design.00 22 . make it work and demand and receive management attention.00 – 5. Response Value = 3. IT Systems) R Training Red = Avg.99 Communication Yellow = Avg. active public commitment of the change Area Ready for Change Opportunities exist to enhance change success Must be addressed to ensure project success Case for Change • The reason to change. Rewards.99 Green = Avg. Vision • The desired outcome of the change is clear. systems. stakeholders agree to change their own actions and behaviors to support the change Change Integration • Changes are integrated with other key initiatives. processes.00 – 3. widely understood and shared.
Why Does There Have To Be Urgency? Raise the Urgency Level Recent Harvard research shows that an organization with 100 employees must have at least two dozen people go far beyond the normal call of duty to produce a significant change. feel • Make the message tangible – emotions not just numbers • Stop senior management “happy talk” – put more honesty out there • Talk about the rewards of capitalizing on the opportunities • Highlight performance gaps • Use customer and shareholder testimonies 23 24 .000 or more. In a company of 100. • Show others the need to change – help them see.000 employees. touch. the same is required of 15.
Communicate. person to person interaction 25 26 . Listen. Repeat Individual • Meeting • Conversation • • • • • • • • Impactful Ways to Engage Stakeholders Vehicles for Stakeholder Engagement Use a combination of tactics to engage with your stakeholders Small Group Advisory Councils Project Teams Task Forces Focus Groups Brown Bag Lunches Discussion Teams Online Real-Time Workgroups Group Town Halls Large Group • System-wide Networks (ambassadors. change champions) • Webinars / web meetings • All-Hands Meetings • Interactive Website Have your stakeholders participate all throughout change efforts Give them meaningful roles Across All • • • • • • Conference calls Video conferencing Instant messaging Voicemails Social networking Training Plan for meaningful involvement face to face or at least.
We are going to throw out some of the rules and give employees more discretion to do the right thing for our customers. .
Enable & Empower Your People The most important thing to remember about communicating a new direction is that it’s most powerful when it’s communicated through behavior. the behavior changes 5 Direct your reward systems 5 Reshape your culture 5 Redefine roles and responsibilities so that managers oversee the larger processes rather than detailed work activities 5 Develop people rather than supervise them 5 Align your people and organizational systems to the vision 30 .2. 5 Increase training to support these roles 5 Enable decision-making for frontline personnel 5 Change the environment – when situation changes.
Increase Training to Support Roles • Provide the right training • Provide it just-in-time • Follow-up support on the job – coaching is integral to sustaining change Enable Decision Making • Help more people become more powerful • Provide employees with flexibility and latitude to make decisions that benefit the customer and organization 31 32 .
Align Your Systems to the Vision Align your: One dollar equals SEVEN dollars in repeat business •Performance appraisals •Compensation •Succession planning •Promotions 34 .
Maintain and Sustain Change Chunk Your Efforts • Don’t throw too many changes at your stakeholders all at once • Commit to not moving forward with next phase until you’ve reached “appropriate” level of adoption • One bite at a time •Take baby steps •Don’t declare victory too soon •Ensure results .accountability is the name of the game 35 .3.
Don’t Declare Victory Too Soon • Often times team starts to disband and efforts start to fizzle after first success is declared • Changes in culture can take 3 to 10 years – new approaches are subject to ‘revertia’ Make People Accountable at all Levels • Build structured ways to talk to your people often • Understand what’s working and what’s preventing them from doing things the new way • Use the same stakeholder engagement methods you were using during change • Do evaluations every 90 days to see if the changes are sticking… • Measure and manage – look at it 3 ways – activities. adoption & business results 38 .
• Remember the Four E’s – Engage.Key Takeaways “If you think you’re too small to make a difference. develop the competency so it’s just part of how you do business 39 .” —Michelle Walker • Orchestrate the ebb and flow of change in your organization • Make managing change in a systematic way a priority for your initiative. Enable. Empower & Ensure – need to go beyond engagement • Don’t think of this as an initiative. you’ve obviously never been in bed with a mosquito.
Questions? About Us .
Who We Are… • Roberts Golden Consulting is an organization performance consulting firm that specializes in helping companies and their people to adapt and succeed in times of change. build leadership capability and enhance business performance. • We leverage our deep expertise in organizational effectiveness and change management to engage employees. What We Do… 43 44 . • We help companies to “make the turn” and sustain the changes.
business process transformations. mergers and acquisitions.Our Areas of Expertise… Our Business… • Experienced. corporate branding efforts and companies working to develop a culture of innovation. seasoned consultants with years of experience • Serving clients in many industries. including: • Our work spans across many different scenarios. Unlocking your success We have practical and proven expertise in solutions such as: • Organizational analysis & measurement • Employee communications • Executive alignment • Strategy and execution roadmap facilitation • Training for employees and management • Leadership development • Process design and improvement • Governance processes • Rewards and recognition • Performance management • Organizational design 45 46 . Just a few examples include managing change and transition efforts for organizational culture transformations.
We understand that businesses across the globe are frequently faced with many of the same issues and concerns – things such as how to address a disengaged workforce or how to effectively minimize the impact to and gain the buy-in of employees in times of change. behaviors and performance for increased business results. CA.robertsgolden. . Suite 600 San Francisco.com http://www. These are the unique skills and experiences Roberts Golden combines to positively influence your employees' attitudes.415. We have experience tackling a wide variety of these issues and our flexible. USA 94104 + 1.com 47 Expertise in employee engagement.641.Roberts Golden at a Glance… Contact: Sara M.5523 (office) sara@robertsgolden. Come talk to us – we can help. inside/out branding. change management and organizational effectiveness. scalable approach enables us to meet your objectives through solutions from a rapid 30-day business assessment to a larger-scale effort such as managing change in a merger or reviving a struggling brand. Roberts President / CEO Headquarters Location 44 Montgomery Street.
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