People Firm Why Enterprise Change Management Heat Maps

Enterprise Change Heat Maps:
Are you at Change Saturation levels?

© 2012 PeopleFirm. All rights reserved. 1

Wikipedia defines a heat map as a
graphical representation of data
where the values taken by a
variable in a two-dimensional table
are represented as colors.

Wikipedia has no definition for a
Change Heat Map…
yet!

© 2012 2
PeopleFirm. All rights reserved.

But people are talking
about Change Saturation
and Change Fatigue

© 2012 3

Why?
Because today’s organizations are
saturated with change… and their
employees are fatigued.

© 2012 4

In 2010, 82% of
employees experienced
significant change at
their organization.

What’s more …66% of employees anticipate
additional change in the next six months,
including layoffs of team members, significant
organizational restructuring, and changes in
one or more senior leaders.

© 2012 5
Source: CLC Building Engagement Capital, 2010

Per Towers Watson’s 2011 Talent
Management & Rewards Survey,
most organizations (65%) expect
employees to work more hours
than before the recession; and over
half (53%) expect this to continue
— putting particular strain on
professional level employees.

“Employees at many organizations are already suffering from change fatigue.
As a result, when the labor market does recover, companies can expect a sharp
increase in voluntary turnover . . .”
Laurie Bienstock, North America leader at Towers Watson

© 2012 6
Source: 2011 North American Towers Watson Talent Management and Rewards Survey

Organizations are
reporting increasing
Change Saturation
100%
80%
60% 66% 73%
40% 59%
20%
0%
2007 2009 2011

© 2012 7
PeopleFirm. All rights reserved. Source: Prosci’s 2012 Best Practices in Change Management

Corporate Change Saturation
becomes most apparent when
we evaluate the change burden Enterprise
employees are carrying. Programs
Strategic
Initiatives
Business
Unit
Priorities
Employee stress is heightened Program
when changes collide … when Management
multiple changes from different Agendas
sources hit an employee group at
the same time.

© 2012 8

The results when survey participants were
asked… “do you have a structured process for
managing your change portfolio?”

15% The few who are working to
Don’t know address the change
YES saturation and collision risks
NO 24% identified portfolio
61% management tools and
prioritization as the top two
mitigation tactics.

© 2012 9

Surprisingly, most
the organizations
with awareness of
their own change
saturation, report
doing “nothing” to
address the risks.

© 2012 10

• Disengagement and apathy
• Frustration and stress
Individual behaviors • Fatigue and burnout
exhibited in a change- • Resistance
saturated environment • Confusion
The • Cynicism
symptoms • Unrealized benefits
Symptoms of change
of change saturation with Projects
• Lack of resources
• Changes were not sustained
are real and and project teams • Projects failed to gain momentum
“show up” • Higher turnover
Organizational • Productivity decline
symptoms of a change- • Increased absenteeism
saturated environment • Loss of focus on business basics
• Negative morale

© 2012 11

59% of projects were
considered unsuccessful
IBM 2008 Study – “Making Change Work”

$63 billion is spent on IT
projects that fail in the U.S
How much is annually
change CIO Insight, June 2010

saturation
Employee turnover costs range from
costing your 50% - 150% of salary + benefits for
organization? each employee loss from burn-out

Unplanned absences drove a 54%
decrease in productivity/output and a
39% drop in sales and customer service.
2008 Mercer/Marsh Survey on health, productivity and absenteeism

© 2012 12

So, where is your organization in understanding
and managing change saturation?

Lacking Admiring Taking action,
visibility the mitigating
problem risks

© 2012 13

Do you know . . .
 The top strategic change initiatives in your
organization this year?
 The degree and volume of change your
employees will face?
 The changes that are likely to collide?
 How much change is too much?
 How your bottom line will be impacted?
 How can you mitigate the risks?

© 2012 14

If change is a constant… like the weather,
how can you predict it?
and
what should you do to prepare for the
storm?

© 2012 15

Step 1: Assess … no visualize your risk
Initiative View
Audience
Impact April May June July August September October
UW / UA RVP / TM/AS Agents EMG
Sales Activities
WC BOR Expires X X X 1-Jul
WC - Propel Book Renewals X X 1-Oct
National Sales Meeting X 8/9-8/13
President's Award Incentives Trip X X X X 5/17-5/20
Agent Golf Tournaments X X 7/13 - OR 9/9 - ID
Agency Roundtables - Coos Bay X 6/1-6/3
Bandon Dunes meeting 10/5-10/7
Payne Financial Rope & Stroke X MT: 6/2-6/4
Conference / External Activities
Insurance Conventions X X 5/24 - 5/26
IABI - Insurance Agent Brokers of Idaho 8/16-8/18
IABI - Insurance Agent Brokers of Montana 7/14-7/15
Oregon Convention 8/29-8/31
PIA Convention for Oregon 10/24-10/26
Montana Governor's Cup X X 8/4-8/6
Montana Chamber Golf Tournament
Idaho Golf Tournament
Julie Out 17-Se p
LNW Normal Business Activities
Agency Reviews X X X
Agency Profit Sharing Development work X
Audits Due X 15-Se p
Mid Year Performance Reviews X X X X
Talent Reviews X
LNW Planning Season X X
Employee Town Halls X X X X 6/9-10: SEA
COR X 7/21: SEA
RCG Planning Prep X 29-Jun
Alaska Roadtrip (Julie, Gary et al)
Projects
New Audit Database X
Billing System
Authorities Implementation X
Documentation??
Vista Roll-out X X X X
CCCA - Guidwire Implementation??
Safeco Personal Lines Conversion

Enterprise View

© 2012 17

Step 1: Assess … no visualize your risk
The Goal
• Improved decisions on strategic priorities and timing, leveraging
change initiative insight and awareness.
Assess Benefits
• Increase visibility
From your stakeholder’s view :
• across functions, departments
• Identify the levels of impact and/or business units;
• Understand the volume of • move away from siloed
change thinking
• Overlay key business events • Mitigate change saturation
such high work spikes, heavy risks
employee vacation • Increase adoption / success
timeframes, normal yearly
• Ensure planned business
business events
results are achieved

© 2012 18

Step 2: Build your mitigation plan

 Adapt: Can you change the deployment timing of your effort
to maximize the best possible timing for adoption?

 Adjust: Is there anything within the ‘rhythm of the business’
Take the time that can be changed – delayed, removed or scaled back?
to consider
your options!  Integrate: Should the initiatives be consolidated for certain
stakeholder groups – e.g. Could training efforts be rolled into
one?

 Shift: Should one project go before the other to mitigate
change saturation and risk?

 Intervene: What intervention should be applied to mitigate
the risk of change saturation? More resources added to the
project? Additional change management activities to ensure
readiness?

© 2012 19

Step 2: Build your mitigation plan

Client Change Heat Mitigation Steps Results
Our clients are Map Type
successfully
1. Received ‘permission’
mitigating their from Corporate to
Met Adoption
Scorecard
risk and Fortune Initiative View for have grace period on
Indicators
Transformative audits that were to
associated costs 100
Technology, occur at the same time
Insurance Successful
Process & Product 2. Delayed implementing
related to change Provider Project Windows 2010/Office
deployment as
proven by
saturation. 7 until 3 months post-
launch
project results

Enterprise View 1. Forming Enterprise-
Regional as defined by wide Governance
In early stages of
Utilities Large, Strategic, Committee
implementing
Provider Enterprise 2. Researching how best
Initiatives to mitigate Q4 impacts

© 2012 20

Step 3: Increase change resiliency throughout the
organization

PeopleFirm’s Change-Capability Framework™
Change Heat Maps
are a key enabler to
aligning the
organization and
becoming more
Change-Capable.

© 2012 21

Can we help take that weight
off your shoulders?

If so, we’d love to share more
about our Change-Capable
Solutions with you.

© 2012 22

PeopleFirm, LLC Tamra Chandler Beth Montag Schmaltz
2201 Sixth Ave. Suite 150
Seattle, WA 98121 e mtc@peoplefirm.com e bethms@peoplefirm.com
o 206.462.6462 x120 o 206.462.6462 x120
c 206.399.8701 c 425.591.3400

Thank You
www.peoplefirm.com

Your People = Your Business

People Firm Why Enterprise Change Management Heat Maps

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