JOURNEY MANAGEMENT: UNLEASHING THE STRATEGIC POWER OF CHANGE

Transcription

1 JOURNEY MANAGEMENT: UNLEASHING THE STRATEGIC POWER OF CHANGE

2 Agenda The opportunity A comparison Journey Management: a different approach creates different results Test it out Questions 2

3 You Tell Me What s Your? 3

4 The Advantage of Change The only true sustainable competitive advantage is the capability to make the transition from one set of strategies, structures, and processes of an old advantage to another strategic orientation that exploits a new advantage in short the capability to design and implement strategic change. Worley, C. G., Hitchin, D. E., & Ross, W. R. (1996). Integrated strategic change. Reading, MA: Addison-Wesley Publishing Company. 4

5 The Challenge of Change For many, change is Difficult Distracting Unwanted Something to avoid Limits our ability to succeed 5

6 Change is Beneficial When You actively manage it to maximize positive results and minimize negative consequences You evaluate the outcomes and results Across multiple stakeholder groups, functional units, and other affected entities You actively manage issues that fall outside of the primary focus of the functional and technical teams Just because you build it does NOT mean they will come 6

7 Types of Change Three types of change Tactical: Finite in scope, typically confined to a single department of division e.g., implementing a new accounting system Strategic: May be divisionally focused or organization-wide; designed to bring some new value e.g., merger with a complementary company Evolutionary: Transition of an entire organization (or industry) in response to change in the ecosystem e.g., move from mainframe to PCs to cloud Any change should be linked to performance objectives if not, why do it? 7

8 You Tell Me What types of change you are currently facing? 8

9 Journey Management Journey Management: the process of assessing the impacts of major organizational changes and actively managing those transitions to maximize positive results and minimize negative consequences 9

10 Journey Management vs. Traditional Change Management Journey Management Strategic Unit of analysis is the whole enterprise Integrates across functional areas and projects Leads the way Change Management Tactical Unit of analysis tends to be one functional area or project Tends to have defined boundaries within one functional area or project Tends to be in more of a support role to technology or process changes 10

11 Simplifies the complex Benefits of Journey Management Results in commitment, not compliance Employee viewpoint Keeps people change on pace with business milestones 11

12 Consistent Approach Across the Enterprise Journey Management ensures the focus is on five activities required for successful change: Awareness: Recognizing the need for change Planning: Setting up processes to make it successful Readiness: Preparing the organization, the systems AND the people Coordination: Integrating with other activities Execution: Following the plan, measuring the outcomes and adjusting if necessary 12

13 Awareness Recognition of a need for change can be triggered in different ways The organization recognizes that there is a need to change to become (or remain) competitive Digital Equipment Corporation There is an external driver forcing a new change Sarbanes-Oxley New directions from leadership Ever had a new CEO? 13

14 Planning Define: Clarify the vision and goals of the change Resource: Determine what people, processes and technology will be required/available Schedule: Exactly what it sounds like Base-line: Agree how you will know if the change is successful and measure the current state of performance against those measures 14

15 Planning Example #1 Strategy Where do we want to be in 3-5 years? Value Analysis How will our investments create the future? Execution Will we manage our progress and measure success? If yes, how? Outcome Analysis How will we know when we are the organization we said we wanted to be? Enablement How do we shape our organization, our processes, and our capabilities to be successful? 15

16 Planning Example #2 Vision & Strategy Process Changes Journey Drivers Measurable Outcomes Technology Accelerators Organizational Enablers 16

17 Scheduling: MS Project Gantt Chart 17

18 Readiness Readiness assesses preparedness of affected resources Is the organization prepared to move forward with the change? How do we know? Are the people in the organization equipped to take the actions they need to as part of the change? Is there a critical mass of individuals who are willing to accept the change and take different actions? Readiness is commonly overlooked 18

19 Key Components of Readiness Management Will the new system fit well within the current organizational structure? Could it be impeded in any way by current operating and management or reporting? Customers Will the new system change how we view and interact with customers? Will the new system change how we are perceived by our customers? Business Processes Will our current business processes impede or support the implementation of the new system? Are new business processes required? Role, Skill, & Motivation Will new roles and/or skills be needed? How can we support and motivate the workforce during the transition? Operational, Governance, & Legal Do new governance, regulatory, or legal requirements apply? Do new financial reporting procedures or regulations apply? Technologies Does the existing IT infrastructure support the new system? What IT changes, if any, are required? How will legacy systems be retired? 19

20 You Tell Me Readiness: How do you know it now? Coordination: How do you do it now? 20

21 Coordinating Traditional change management looks at each change as a self contained unit Journey Management expands the focus to look across integration points of multiple changes Anticipate and remove roadblocks or issues Identify opportunities (i.e. one communication for multiple changes) Employees experience seamless changes that make sense 21

22 Change Integration Map 22

23 Executing Executing: applying the resources to achieve some business performance outcomes If it doesn t improve performance, why do it? Three keys to Executing Manage the resources and risks Drive defined performance outcomes Measure the impact on the project and the organization 23

24 Drive Towards Outcomes Journey Management assumes change is strategic linked to performance outcomes Influencing factors affect people as they perform tasks that are part of key work processes which enable successful outcomes that achieve business goals. Talent Acquisition Workplace/Struc tural Learning and Development Managerial and Structural Support Personal Motivation Technology Identify prospects Review quality report Decide on data Fill out contract Respond to customer request or Open documents Sales prospecting Quality control Customer Communications Document preparation New customer Plans Sales contract Closed inquiries Profits High returns Increased profitability Reduced turnover Performance occurs in this direction. 6/11/ Beacon 2013

25 Measuring Impact We understand what we are driving towards, how do we know what progress we are making along the way? 25

26 Tell Me About Your Journey How many changes are affecting the same people/groups? Are the good outcomes clear? Are the business outcomes understood? If you look at these changes as an interconnected Journey, What new opportunities do you see? What different choices do you have? 26

27 For more information, contact Jill Royston, M.S.O.D. Executive Coach & Principal Consultant Contact: Practical Application of HPI & Change Management 27