Chris Moore. Change Management. Programme Management

Transcription

1 Chris Moore Change Management Programme Management

2 11 gold medals Propor.on of Norway s exports to UK GDP per capita 2012 Sovereign Wealth Fund

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4 Chris Moore s Change Management Light bulb moment 1996 Introduc7on of UK Photocard Licences for Dept for Transport Purpose Par7culars People Comply with EU Legisla.on Reduce fraud Improve enforcement Maintain service levels Process changes - Iden.ty checks - Scan photos people System changes Card produc.on equipment Applica.on form/s 700 driving licence administrators 7,000 Post Offices 7,000,000 applicants per year

5 CMC Partnership owned & managed by expert business change practitioners Founded in 2000 Wholly owned by staff Over 140 consultants Change Management Programme and Project Management Advisory Delivery Support Prosci training

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7 Why is Change Management important? It is not the strongest of the species that will survive, not the most intelligent, but the ones who are most responsive to change. Charles Darwin

8 Why is Change Management important? The number one obstacle to success for major change projects is employee resistance and the ineffective management of the people side of change. 327 companies surveyed by Prosci 2011

9 Why is Change Management important? Change then change again The new realities have been described by GTE s Kent Foster as, Products that are still evolving, delivered to a market that is still emerging, via a technology that is still changing on a daily basis

10 What is Change Management? The process, tools and techniques to manage the people-side of change to achieve the required business results. Prosci 2010 Prosci and PCT are trademarks of Prosci

11 Objectives of this session Build awareness of the evolution of, and need for, change management. Create desire to find out more about change management. Impart some knowledge about change management research and tools.

12 Agenda The evolution of change management Latest change management research Practical experience and lessons from using a change management method

13 Evolution of Change Management Theory Separa.on, transi.on and reincorpora.on Unfreezing, moving and freezing Resolving Social Conflicts Kurt Lewin The Rites of Passage Arnold Van Gennep On Death and Dying Elizabeth Kubler Ross

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15 Evolution of Change Management Theory Unfreezing, moving and freezing Separa.on, transi.on and reincorpora.on Le^ng go, neutral zone, new beginnings Resolving Social Conflicts Kurt Lewin Transi.ons William Bridges The Rites of Passage Arnold Van Gennep On Death and Dying Elizabeth Kubler Ross Organisa.onal Transi.ons Beckhard and Harris

16 Beckhard and Harris Why Change? Determining the need for change Determining the degree of choice about whether to change Describing the desired future state Describing the present state Ge^ng from here to there: Assessing the present in terms of the future to determine the work to be done Managing during the transi.on state

17 Beckhard & Harris features Using a written scenario to describe in behaviourally prescriptive detail the future state Defining the current state Recognition that the transition is a state requiring organisation and roles (one option is a project) Intervention strategies where to start? Commitment charting Resistance equation: C= [ABD] > X

18 Evolution of Change Management Theory The Managed change Model 5 Steps Resolving Social Conflicts Kurt Lewin Transi.ons William Bridges Changing the way we change Jeanenne LaMarsh The Rites of Passage Arnold Van Gennep On Death and Dying Elizabeth Kubler Ross Organisa.onal Transi.ons Beckhard and Harris Leading Change John Kofer

19 Kotter s 8 Steps

20 Evolution of Change Management Theory 9 phase change process Resolving Social Conflicts Kurt Lewin Transi.ons William Bridges Changing the way we change Jeanenne LaMarsh Change Leaders Roadmap Ackermand and Andersen The Rites of Passage Arnold Van Gennep On Death and Dying Elizabeth Kubler Ross Organisa.onal Transi.ons Beckhard and Harris Leading Change John Kofer

21 Ackerman and Andersen

22 Evolution of Change Management Theory Prosci Resolving Social Conflicts Kurt Lewin Transi.ons William Bridges Changing the way we change Jeanenne LaMarsh Change Leaders Roadmap Ackermand and Andersen The Rites of Passage Arnold Van Gennep On Death and Dying Elizabeth Kubler Ross Organisa.onal Transi.ons Beckhard and Harris Leading Change John Kofer Change Management Hiaf and Creasey Personal Transi.on Org Transi.on Org Methods

23 Individual Transition 1 st communication or 1 st rumor Comfort / security Increasing resistance Decreasing productivity Worry / uncertainty Risk / flight Time Prosci Flight Risk Model

24 Chris Moore s change curve for the Chris.an s request 1 st communication or 1 st rumor ECONA presentation Comfort / security Increasing resistance Anxiety Decreasing productivity Worry / uncertainty? Risk / flight Time Prosci Flight Risk Model

25 People v1 Change is a Process Current Capability Technology v1 Process v1 People v2 New Capability Technology v2 Process v2

26 Experience in practice What defines and describes THE CHANGE? Vision what does good look like and how to help clients design a vision? Models of the future state what does good look like and to what level of detail? Are these ques.ons relevant to Norway s Oil and Gas Change Programme?

27 Burning Platform or Burning Ambition? v=tfn6vd4yyc4

28 Best Practices in Change Management benchmarking report Findings: Key success factors What works What doesn't work Mistakes to avoid Topics include: Communica.on Sponsorship Resistance Reinforcement Team ac.vi.es Managers and supervisors Change satura.on 28

29 Prosci s Business Model Prosci is a research company focused on change management:- Best practices research Model, process and tool development Knowledge transfer Competency building

30 Prosci by the numbers % 3,400 20, ,000+ Longitudinal studies Years of research Fortune 500 companies Research participants Certified practitioners Registered members 2012 Prosci

31 Participant Profile Geographic distribution of participants in Prosci's 2013 study Latin America, 2% Asia and Pacific Islands, 3% Africa, 5% Middle East, 2% Europe, 14% United States, 34% Canada, 15% Australia and New Zealand, 25% Copyright 2014 Prosci. Best Practices in Change Management 2014 Edition. 31

32 A Majority of Change Projects Are Enterprise-Wide 60% Scope of projects reported on in Prosci's 2013 study ts n e d n o p s re f o t n e rc e P 50% 40% 30% 20% % 0% Within a workgroup Single department Multiple departments Single division Multiple divisions Entire enterprise Copyright 2014 Prosci. Best Practices in Change Management 2014 Edition. 32

33 Most Changes Impact a Large Number of Employees Number of employees impacted by the projects reported on in Prosci's 2013 study ts n e d n o p s re f o t n e rc e P 30% 25% 20% 15% 10% % 0% Less than to to to to 5000 More than 5000 Copyright 2014 Prosci. Best Practices in Change Management 2014 Edition. 33

34 Prosci correlation analysis 100% Correlation of change management effectiveness to meeting project objectives t e s m e t a tiv c th je ts b n o e t d c n je o p ro s p re d f e o d t e n e x c rc e e r P o 90% 80% 70% 60% 50% 40% 30% 20% 46% 77% 96% 10% 16% 0% Poor (n=244) Fair (n=653) Good (n=834) Excellent (n=165) Overall effectiveness of change management program * Data from 2007, 2009, 2011 and 2013 Copyright 2014 Prosci. Best Practices in Change Management 2014 Edition

35 Prosci correlation analysis 100% Correlation of change management effectiveness to staying on budget t a t th e g ts d n u e b d r n e o d p n s u re r f o o n t o n e re rc e e w P 90% 80% 70% 60% 50% 40% 30% 20% 48% 63% 71% 81% 10% 0% Poor (n=258) Fair (n=737) Good (n=1001) Excellent (n=180) Overall effectiveness of change management program * Data from 2007, 2009, 2011 and 2013 Copyright 2014 Prosci. Best Practices in Change Management 2014 Edition

36 Prosci correlation analysis 100% Correlation of change management effectiveness to staying on schedule re e w t a th ts n e d n o p s re f o t n e rc e P le u d e h c s f o d a e h a r o n o 90% 80% 70% 60% 50% 40% 30% 20% 32% 54% 72% 10% 16% 0% Poor (n=293) Fair (n=793) Good (n=1032) Excellent (n=181) Overall effectiveness of change management program * Data from 2007, 2009, 2011 and 2013 Copyright 2014 Prosci. Best Practices in Change Management 2014 Edition

37 Greatest contributors to success Frequent and open communica.on A structured change management approach Dedicated Change Management Resources Ac.ve and visible sponsorship Employee engagement 37 37

38 Greatest contributors to success 1. Active and visible executive sponsorship 2. Structured change management approach 3. Dedicated change management resources and funding 4. Frequent and open communication about the change and the need for change management 5. Employee engagement and participation 6. Engagement and integration wtih project management 7. Engagement with and support from middle management In all eight studies, sponsorship was #1 How effec.ve are your sponsors? 38 38

39 What is the role of the sponsor? ü Participate actively and visibly throughout the project ü Build a coalition of sponsorship and manage resistance ü Communicate directly with employees It is not just signing checks and charters! 39 39

40 Do sponsors understand their role? Sponsor understanding of role in change Complete understanding Adequate understanding Some understanding 58% Slight understanding No understanding 0% 5% 10% 15% 20% 25% 30% 35% 40% Percent of respondents Copyright 2014 Prosci. Best Practices in Change Management 2014 Edition

41 Applying a structured approach to change management 80% 70% Percent of respondents 60% 50% 40% 30% #2 contributor to success 20% 10% 0% Prosci. From Prosci s 2012 Best Practices in Change Management benchmarking report 41 41

42 Resistance: most common reasons employees resist change Employee resistance is the #3 obstacle to success It is not about the solu.on you are implemen.ng 1. Lack of awareness 2. Impact on current job role 3. Organization s past performance with change 4. Lack of visible support and commitment from managers 5. Job loss 42 42

43 Resistance: most common reasons managers resist change Manager resistance is the #5 obstacle It's not about the par.cular solu.on, so how do you overcome these reasons? 1. Lack of awareness about and involvement in the change 2. Loss of control or negative impact on job role 3. Increased workload and lack of time 4. Culture of change resistance and past failures 5. Impact to their team 43 43

44 Communication Most effective Face- to- face Most important messages Impact to the individual Why the change is happening Do differently next time More communica.on Have a communica.on strategy Communicate earlier #4 Contributor Effec.ve communica.on is cri.cal 44 44

45 Communication: Preferred senders of change messages CEO/President Executive manager Senior manager Department head The employee's supervisor Communication specialist Human Resources representative Project team member Project team leader Change management team member Change management team leader Other Business messages Personal messages 0% 10% 20% 30% 40% 50% 60% 70% Percent of respondents Copyright 2014 Prosci. Best Practices in Change Management 2014 Edition

46 Organizational competency Level 5 Organizational Competency Change management competency is evident in all levels of the organization and is part of the organization s intellectual property and competitive edge Continuous process improvement in place Highest profitability and responsiveness Level 4 Organizational Standards Organization-wide standards and methods are broadly deployed for managing and leading change Selection of common approach Level 3 Multiple Projects Comprehensive approach for managing change is being applied in multiple projects Examples of best practices evident Level 2 Isolated Projects Some elements of change management are being applied in isolated projects Many different tactics used inconsistently Level 1 Adhoc or Absent Little or no change management applied People-dependent without any formal practices or plans Highest rate of project failure, turnover and productivity loss Prosci Change Management Maturity Model Prosci 46 46

47 Change Management Maturity Model Level 5 Level Level 3 Level 2 Level 1 0% 10% 20% 30% 40% 50% 60% Percent of respondents Copyright 2014 Prosci. Best Practices in Change Management 2014 Edition

48 Levels of change saturation Level of change saturation Past saturation point At saturation point Nearing saturation point Some spare capacity Quite a bit of capacity Plenty of capacity Do not know 0% 5% 10% 15% 20% 25% 30% 35% Percent of respondents Copyright 2014 Prosci. Best Practices in Change Management 2014 Edition

49 All findings are from Prosci s 2014 Best Practices in Change Management benchmarking report Find out more at: 49

50 Prosci s Change Management Process

51 ADKAR Awareness Desire Knowledge Ability Reinforcement

52 Reinforcement Activity 1. What does PCT stand for? Answer: Project Change Triangle 2. What does ADKAR stand for? Answer: Awareness, Desire, Knowledge, Ability, Reinforcement 3. What picture of Oslo do you get from Google Images? Answer: Three bathing beau.es

53 Objectives Build awareness of the evolution of, and need for, change management. Create desire to find out more about managing change successfully. Impart some knowledge about change management research and tools.

54 Everyone thinks of changing the world, but no one thinks of changing himself. - Leo Tolstoy

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