Change Management: Evolving Business Culture & Making it Stick
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1 Change Management: Evolving Business Culture & Making it Stick Copyright 2015 All rights reserved v
2 Featuring: Chris Bates VP of Global Customer Success Clarizen Matthew Taylor Strategic Accounts CSM Clarizen Copyright 2015 All rights reserved v
3 Agenda " Change Management Methodology " How The Went About Getting There The Journey " Sodexo Overview " Why they care about PM " PM Problems That Needed Fixing " The Results They Wanted To See " The ADKAR Approach Relevant to Sodexo Copyright 2015 All rights reserved Copyright 2015 All rights reserved
4 You Can t Eat a Whole Elephant Copyright 2015 Clarizen@Work. All rights reserved
5 Change Management Methodology My Way or the Highway = Meet resistance immediately Copyright 2015 Clarizen@Work. All rights reserved
6 Change Management Methodology It s going to be perfect & easy = The second something goes wrong, lose all credibility Copyright 2015 Clarizen@Work. All rights reserved
7 Change Management Methodology Let s give it a try, it s no big deal = the path to change. You build trust because you are being real with them Copyright 2015 Clarizen@Work. All rights reserved
8 Change Management Methodology Let s give it a try, it s no big deal = the Imperative path to to target leaders at all levels in an change. organization You build to ensure maximum engagement trust because you are being real with them Copyright 2015 Clarizen@Work. All rights reserved
9 How They Went About Getting There The Journey ADKAR is still relevant in the Future of Work Copyright 2015 All rights reserved
10 How They Went About Getting There The Journey Why would I want to do things differently? Can I actually do things differently? A D K A R AWARENESS of the need for change DESIRE to support and participate in the change KNOWLEDGE on how to change ABILITY to implement the right skills and behaviors REINFORCEMENT to sustain the change Why do I have to do things differently? What additional skills do I need to do things differently How do I get the support to maintain a different way of doing things? Copyright 2015 Clarizen@Work. All rights reserved 10
11 Sodexo $20.6 bn revenues 80 countries 427,921 employees 33,279 sites 75 million consumers served daily 18 th largest employer worldwide Copyright 2015 All rights reserved 11
12 Global Contracts Procter & Gamble Coca-Cola Unilever Nestlé Nokia Shell BP Alcatel Lucent Samsung GlaxoSmithKline Johnson & Johnson Eli Lilly AstraZeneca Merck / MSD Copyright 2015 Clarizen@Work. All rights reserved 12
13 Sodexo Priorities: A Balanced Geographical Footprint North America Revenues 38% Europe Revenues 41% Employees 31% Employees 32% Rest of World Revenues 21% Employees 37% Copyright 2015 Clarizen@Work. All rights reserved 13
14 Diversity of Sodexo s Quality of Life Services The McDonalds principle: London Copyright 2015 Clarizen@Work. All rights reserved
15 Diversity of Sodexo s Quality of Life Services The McDonalds principle: Australia Copyright 2015 Clarizen@Work. All rights reserved
16 Diversity of Sodexo s Quality of Life Services The McDonalds principle: USA Why PM is so important to Sodexo Copyright 2015 Clarizen@Work. All rights reserved
17 Problems Sodexo was Trying to Fix " No Governance " Disparate Tools " Limited Visibility " Lack of Trust in Mgmt Info " Behavioural Inconsistency " Poor Productivity " Geographically Dispersed Poor Collaboration Copyright 2015 All rights reserved
18 The Results They Wanted to See the Case for Change Why an enterprise-wide PM tool? " Improve productivity " Improve governance " Improve collaboration " Improve visibility Strategic requirements of Sodexo PM tool " Targeting market leadership amongst competition " Differentiation of service " Emphasis on Collaboration Copyright 2015 All rights reserved 18
19 ADKAR Refresher A D K A R Copyright 2015 Clarizen@Work. All rights reserved 19
20 Awareness " Current State Analysis " Communicating The Vision " Engage Senior Leaders " Community of Excellence Copyright 2015 All rights reserved
21 Desire " The Case for Change " WIFM " Changing Perception " What s the Clients View Copyright 2015 Clarizen@Work. All rights reserved
22 Knowledge " Creating Capability " Certification " Training Excellence " Sharing the Knowledge Copyright 2015 All rights reserved
23 Ability " GLOBAL Deployment " 6-step Process " Country by Country " Review and learn Copyright 2015 All rights reserved
24 Reinforcement " Information Value " Benefits Review " Measurements " Lessons Learnt & KPI s Copyright 2015 Clarizen@Work. All rights reserved
25 Results Increased project visibility and delivery performance Increased project efficiency and reduced PM margins Established PM community to leverage PM expertise in all geographies Results-driven global collaborative PM approach 30% 50,000 TASKS TIMESHEET MANAGE PROJECTS THAT CONTAIN 12,000 LINES OF DATA PER QTR INCREASE IN PRODUCTIVITY Copyright 2015 All rights reserved 25
26 Questions? Copyright 2015 All rights reserved v
27 Thank You Chris Bates Matthew Taylor Copyright 2015 All rights reserved Copyright 2015 All rights reserved
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