RESOURCE GUIDE. CHANGE ACCELERATION PROCESS: Leading Change REFERENCE GUIDE CHANGE ACCELERATION PROCESS. Date

Transcription

1 CHANGE ACCELERATION PROCESS: Leading Change REFERENCE GUIDE Date 0

2 Change Management Four Common Roadblocks... Change Phases... Change Phase Milestones Checklist... Tools Sponsor discussion... Core Team GRIP... Stakeholder Analysis... Key constituent groups... Critical success factors... More of / Less of... Threats / Opportunities... Elevator Speech... RASCI Matrix... Managing reactions to change... Influence strategy... Building excitement & readiness... Communication Planning... Progress assessment... Altered, created, retained... Resistance Check... Storytelling... Implementation Checklist... Addendum Change Influence... Dimensions of Leading Change... Characteristics of an effective core team... Selected Bibliography... Reflections Table of Contents 1

3 The Four Common Roadblocks Preparing for and Managing Change The scope of the change is misdiagnosed. o Poorly defined diagnosis. o Poorly articulated future state. o Core Team and/or Sponsor are not well defined and/or rotate too much. o Change focus is not clear, revisited and refined often enough. o Impact of change on external constituents and customers is not considered. Leaders fail to understand their role in leading change. o Lack of involvement by sponsor once the Change focus has been identified. o Focus on the change separate from other initiatives. o Changes to reward structures and performance reviews go unexplored. o Measurements are not well defined. o The Change focus is not communicated enough. o Too busy. The Human element of change is not adequately addressed. o Not measuring soft as well as hard indicators. o Assuming new competencies are not required. o Not enough involvement and responsibility taking by others. o Lack of political sensitivity. o Follow-up with key support people slips. o Resistance is underestimated. o Results are discounted from other key projects. Change is viewed as an event rather than a process. o Project plan milestones slip and are not addressed. o People do not have the time to put into guiding change. o Assuming the need for change is obvious. o Assuming one person has the answer and others just have to get it. 2

4 CHANGE ACCELERATION PROCESS 3 C.A. Schifman and Company

5 Initiating Change: Milestones Checklist The core team and the sponsor are creating the sense of urgency and voicing the Change focus whenever possible. The reason to change is instilled and There is active and visible support for the direction and Change focus. A clear direction has Status quo dissatisfaction is apparent. Major threats and opportunities have been identified; underlying problems differentiated from symptoms. Market and competitive challenges have There are clearly defined goals, roles and processes by those leading the change. The right people (core team) have been The sponsor has and continues to demonstrate engagement and availability. 4

6 Transitioning: Project milestones Milestones Checklist Structures have been identified that need to be altered or created. The transition business strategy is well defined and instituted. The We have created a number of wins to create momentum for the change. Results of We check for areas of resistance and make a plan of action to address the resistance. The core team Measures of progress for the change have been created. 5

7 TOOLS 6

8 Tools Usage Summary What do we need to do to have an effective start-up? Forward Imaging X X Sponsor discussion X X X X Core Team Competencies X X Core Team GRIP X X X GAP analysis X X Threats / Opportunities X X X Key Constituent Groups X X X More of / Less of X X Elevator Speech X X X x Critical Success Factors X X X Project Planning X X X Stakeholder Analysis X X X Action Planning x x x RASCI Matrix X X X Building excitement & readiness X X X Managing reactions to change & Influence Strategy X X X Communication Planning X X X X Progress assessment X X Resistance Check X X Transition Manager Checklist Altered, Created, Retained How do we get strong commitment from key constituents to invest in the change and make it work? How do we keep the ball rolling? Interim Business Strategy Planning X X Best Practices/Lessons Learned X X X X Storytelling X X X Implementation Checklist X X X X How do we make the change the norm? 7

9 Utility: This tool helps sort out the questions: What is the business sponsor s focus? Does this Change have the degree of backing we need? How big are the concerns & perceived obstacles? When this tool is used: Steps: For clarifying Sponsor commitment and readiness Clarifying the Scope Exposing threats & opportunities Building a sense of urgency for change Clarifying the future state / develop a clear vision of the desired outcome Sponsor Discussion 1. Once you have identified the questions that best suit this situation & project, schedule a meeting with the Sponsor. Clarify the desired outcome of the meeting, including securing the Sponsor s on-going, visible support. 2. Using the questions, hold a discussion with the sponsor to ensure his/her commitment to supporting the change and understanding his/her perspective on the issues. Review your understanding of the Sponsor s role and your role as the Change Agent (see page 11). 3. Summarize the discussion and keep it accessible for creating the shared need and building commitment. Tips: If you are the Sponsor, hold this meeting with the project team to ensure they know of your commitment. 8

10 Sponsor Discussion In your own words, how would you describe this change initiative? Why is this important? What will success look like to you? What else is on your radar screen - where does this fit? What is / is not the scope of this change initiative? Who are the key players and how do they view this change initiative? What excites you the most about this change initiative? What do you stand to gain and/or lose from this change initiative? What concerns you the most about this change initiative? What do you think our biggest challenge will be? What kind of time frame will we be working with? What resources and funding do you anticipate we will need? Who should be on this project team? What does the time commitment need to be? How can we get their commitment? What role do you see yourself playing? How involved do you want to be? How much calendar time do you feel you will need to set aside? What key decisions do you want to make or be involved in? Do you have any words of advice, wisdom, suggestions for me or the team? 9

11 Change Process Change Sponsor Change Agent Initiating Change Mobilizing Commitment Transitioning Making Change Last Sponsor Discussion Roles During Change Supports change Questions status quo Encourages risk-taking Integrates change with Strategy Shares ownership Buffers upper level conflicts Provides resources for change Integrates change initiative into larger strategy Monitors results Shares credit Aligns new systems and structures with other initiatives Champions change Builds case for changing status quo Clarifies the desired future state Accepts ownership Networks with others Resolves conflicts Assigns resources Persistently pushes change initiative Measures results Receives credit Makes systems and structures practical and real 10

12 Utility: To help the core team develop a sense of whom the key stakeholders are, how they currently feel about the Change, and the level of support they need to exhibit for the Change to have a good chance for success. It also helps to discover influence relationships. Steps: When this tool is used: To illuminate gaps For exposing threats & opportunities For building stakeholders energy for the change To enliven & entice towards change; get buy- in Stakeholder Analysis 1. Identify the key stakeholders to be charted. A key stakeholder is anyone who controls critical resources, who can resist the Change by direct or indirect means, who must approve certain aspects of the change strategy, who shapes the thinking of other critical constituents, or who owns a key work process impacted by the Change. To avoid becoming bogged down in this analysis, it is wise to initially limit the list to no more than individuals. 2. List each stakeholder along the left side of the chart. In discussing each individual, examine both objective evidence (e.g. at the last meeting Bill clearly stated his unwillingness to assign a member of his group to the effort. ) as well as subjective opinion (e.g. Betty is likely to be strongly supportive because of her unit s objectives in this area. ) 3. When there is general agreement about where each stakeholder is currently, complete the Analysis chart. Then the discussion turns to where each stakeholder needs to be for the Change effort to be successful and who will work to influence them (see Influence Strategy, pages 45-47). Some stakeholders need only be shifted from a 3 to a 5 (meaning they will no longer be an active blocker), while others may only need to be at a level of 5 or 6 moderate supporters. 4. Look for logical relationships between and among these stakeholders of who might assist you in gaining the support of others. 11

13 Stakeholders Central Region President: Javier Marketing Director: Tom Strategic Importance High Medium Low Stakeholders' WANTS, NEEDS, CONCERNS Medium SAMPLE NSC's Manufacturing Supervisor: Julie IMPACTED Relationship to the Change INFLUENCE EXPERTISE RESOURCES AUTHORITY Current à Needed Support (10 high, 1 low) High Y Y Y 9 à 9 High Stakeholder Analysis Need to know the value in relation to their current responsibilities and workload Need to know the value in relation to their current responsibilities and workload Y Y Y Y Y 3 à 5 Y 6 à 9 Consider these questions: What is specifically needed from the stakeholder? How might the stakeholder benefit from the project? What might this project cost the stakeholder? What is the stakeholder s probable response? What is the gap between what the stakeholder has and what the change wants to get? 12

14 Stakeholders Import High Medium Low Stakeholders' WANTS, NEEDS, CONCERNS Stakeholder Analysis IMPACTED Relationship to the Change INFLUENCE EXPERTISE RESOURCES AUTHORITY Current à Needed Support (10 high, 1 low)) Consider these questions: What is specifically needed from the stakeholder? How might the stakeholder benefit from the project? What might this project cost the stakeholder? What is the stakeholder s probable response? What is the gap between what the stakeholder has and what the change wants to get? 13

15 Utility: This simple tool helps the team discover how to frame the need for change more broadly. Steps: When this tool is used: Clarifying the future state / developing a clear vision of the desired outcome Exposing external threats & opportunities Building a sense of urgency for change 1. Brainstorm threats and opportunities. 2. Discuss and come to common understanding with your core team as you develop your shared need approach. Data from Threats and Opportunities can be used in your elevator speech. NOTE: You can use the threat/opportunity dimensions for both long term and short term aspects of the change. Tips: Threats / Opportunities As the project moves forward, more information and perspectives will be gathered and should be factored into your discussion to create a shared sense of need. Different audiences or groups will understand the need to change in different ways. You must learn how to communicate this need in a way that will appeal to the specific group or individual. 14

16 Threats If We Don t Change Continued difficulty in utilizing the product or discontinuance of use Market-share decrease Innovation Opportunities If We Do Change Improved reliability Greater accessibility Sales increase SAMPLE Changes in product Threats / Opportunities New opportunities for discovery For The Key Stakeholders For The Customer For Those Implementing The Change For Others Impacted By The Change 15

17 Threats If We Don t Change Threats / Opportunities Opportunities If We Do Change For The Key Stakeholders For The Customer For Those Implementing The Change For Others Impacted By The Change 16

18 Utility: Use this tool to review each project team member s current and potential for building excitement for the Change. Steps: When this tool is used: Building stakeholders energy for the change Illuminating gaps To enliven & entice towards change; get buy- in To ensure accountabilities are clear & stakeholders are involved To create increasing momentum 1. Each project team member read through the checklist, marking what each person thinks they need to do more of, do less of, or continue to do in motivating people. Discuss and request perceptions by other project team members of each person s ability to build excitement and readiness. You may want to request feedback from those experiencing the change. 2. Discuss what best practices came out of this information for others in your project team to learn from and utilize. Continue doing what is helpful to raise motivation towards the change. Tips: Building Excitement and Readiness The more you are able to provide people with information and tools for understanding the change in their day-to-day lives, the fewer gaps you will have in transition. 17

19 Building Excitement and Readiness This tool is a list of very specific behaviors for increasing interest in the change 18

20 Critical Success Factors CHANGE ACCELERATION PROCESS Utility: To help your team get specific on the outcomes and key results for the change. Steps: When this tool is used: Preparing so the change is understandable, simple, shared, energizing Exposing external threats & opportunities Building a sense of urgency for change 1. Use large Post-It notes to place the five headers across or down a wall (see below). 2. Take 5 to 10 minutes for each core team member to write several critical success factors for each of the five categories, using one smaller post-it note per idea writing large and using a felt tip pen. 3. When finished, everyone places their post-it notes under the respective categories. 4. Discuss the common ground and differences within each of the five categories. Agree on a common set of success factors. Tips: Be specific. Set stretch outcomes for the must results category. Use this information for identifying key factors for creating a shared need, and can also be used for defining your project plan. 19

21 Must Do Must Have Must Results Must When Must Who - Communication Plan: clearly communicated path forward; establish visible feedback loop in communication plan. - Sort out continuous integration. - Control multi-tasking. - Define it ; who: project Sponsor: when: NOW - Control expectations - Establish correct metrics - Budget / funding for continued consulting from Ken - Infrastructure - Automated testing - Buy-in - Define how to communicate successes; who? When? - Self-forming teams - Trust - 85% of all projects completed in APEZ - Better quality SAMPLE - Improved morale - On-time delivery - Greatly improved predictability - Pilot feedback in Q3-4 more projects in Q3 - Complete four pilots by end of FY - ADP plan 09 Critical Success Factors - Identify Core Team: have tech leads from pilots in Core Team - Identify resistance points - Identify product owners for ALL projects - Plan training for other Campuses 20

22 Must Do Must Have Must Results Must When Must Who Critical Success Factors 21