Getting a “bigger bang for buck” from your change programmes
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changefirst.com. How organisational change management can help you get more from your change programmes
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Getting a “bigger bang for buck” from your change programmes
- 1. Getting a “bigger bang for buck” from your change programmes David Miller Chairman and Founder © Changefirst Limited, all rights reserved
- 2. We help with project and programme teams Enable organisations to implement projects effectively OCM methodology called People Centred Implementation (PCI®) Trained over 12,000 people in over 35 countries around the world Dedicated training delivery partners in Melbourne and Sao Paulo Over 5,000 change leaders receive our newsletter and our LinkedIn group has over 1800 members © Changefirst Limited, all rights reserved 2012 changefirst.com 2
- 3. Change is what happens when there is a mismatch between expectations and reality changefirst.com © Changefirst Limited, all rights reserved 2012 3
- 4. This can make change difficult for people © Changefirst Limited, all rights reserved 2012 changefirst.com 4
- 5. Usually leads to a significant loss of value from change projects How the value gap is closed engaging people Business Case Implementation building skills shifting behaviour Value Gap Helping people to adapt Installation Time © Changefirst Limited, all rights reserved 2012 changefirst.com 5
- 6. OCM is…. Structured approach to transitioning individuals, teams, and organisations from a current state to a desired future state. Organisational processes aimed at helping employees to accept and embrace changes in their current business environment. © Changefirst Limited, all rights reserved 2012 changefirst.com 6
- 7. The challenge is to sustain commitment Our data tells us this is not always easy… How people behaved after implementation 70 60 50 % Respondents 40 30 20 10 0 Still resisting Accepting the change Committed to the the change but not engaged new way of working This data is taken from Initiative Legacy Assessment database. It is cumulative data collected since 2005 from change managers who attended accreditation workshops. It is a composite of nearly 2,500 participants from over 50 companies. They come from over 30 countries. © Changefirst Limited, all rights reserved 2012 changefirst.com 7
- 8. You need a pragmatic process to close the value gap PCI® (People-Centred Implementation) © Changefirst Limited, all rights reserved 2012 changefirst.com 8
- 9. Six Critical Success Factors Re-cap CSF End-Goal People are dissatisfied with the current state and Shared Change Purpose buy-in to the vision Effective Change Executive sponsors are ensuring the change is Leadership implemented Powerful Engagement Processes are being used to ensure people are Processes engaged Committed Local Managers are willing and able to help users to adapt Sponsors Strong Personal Users are committed and new behaviours are being Connection used Sustained Personal User resistance to change is being managed Performance © Changefirst Limited, all rights reserved 2012 changefirst.com 9
- 10. PCI can be integrated into project planning Main PCI Shared Change Effective Change Powerful Engagement Local Success Factors CSF Purpose Leadership Processes Project Starting Up Initiating Planning Delivering and Stages> Controlling Key tasks> Identify lessons Build Change Network Assess change Build plan to prepare from change legacy Map readiness local sponsors and Build case for Identify stakeholder Build engagement agents change issues plans including Tailor change plan to Analyse impact of Identify tasks to build communications, local needs change change leadership involvement, rewards Identify skills and Build and learning materials communication for requirements case for change Plans> Kick-off plan Change leadership plan Engagement plan Local change deployment plan Examples Initial Change Change Network Change Readiness Change Readiness of tools> Description Mapping Assessment Assessment Initiative Legacy Sponsor Assessment Resistance Reasons Assessment Assessment © Changefirst Limited, all rights reserved 2012 changefirst.com 10
- 11. These are the key challenges that change agents face Changefirst: Role of the change agent research, 2011 © Changefirst Limited, all rights reserved 2012 changefirst.com 11
- 12. Lastly, DIY is the most successful approach Which change resources were the most effective? Source: 2009 Change in a Downturn Survey by Changefirst © Changefirst Limited, all rights reserved 2012 changefirst.com 12
- 13. Key points…… Major change happens when people engage with it The challenge for Change Leaders is to implement rather than just install change PCI integrated with Project Management can close the value gap For ever £1 invested in OCM you can get ROI of £6.50 © Changefirst Limited, all rights reserved 2012 changefirst.com 13
- 14. Thank you. Any Questions? © Changefirst Limited, all rights reserved
- 15. You can find out more… © Changefirst Limited, all rights reserved
- 16. How change management improves your project management - white paper Available in the knowledge centre on our website at changefirst.com/resource-papers © Changefirst Limited, all rights reserved 2012 changefirst.com 16
- 17. Discussion on Changefirst LinkedIn group …join over 1,800 of your peers already networking via the Changefirst LinkedIn group © Changefirst Limited, all rights reserved 2012 changefirst.com 17
- 18. Successful Change by David Miller Successful Change explores the people aspects of change and how you can engage people to help deliver successful change in your organisation. It is now available from Amazon in paperback and ebook formats and other retailers. You can find a free chapter download on our website at: changefirst.com/free-chapter-download © Changefirst Limited, all rights reserved 2012 changefirst.com 18
- 19. Or contact us T: +44 (0) 1444 450 777 E: david.miller@changefirst.com © Changefirst Limited, all rights reserved
Notas do Editor
- For almost 20 we’ve been working directly with project and programme teams in large organisations - global organisations - to help them implement projects more effectively by focussing on the people aspects of change. We have our own OCM methodology called PCI® (People Centred Implementation), and it’s based in more than 40 years of academic and field research about this very topic of “how you get more from your Change Projects?” - how does OCM can help you IMPLEMENT In about 65% of cases OCM is a professional skills or function inside the organisation just as project management typically is now, and the last time I looked we had trained and coached more than 12,000 people in 32 countries around the world. Our change training has always been action oriented (you come with a project and you leave with a plan!) But in 2000, we started doing a lot of work to make sure that PCI could integrate quickly with Prince 2 and MSP steps, 6 Sigma, and was more easily accessible to project leaders with: strong analytical tools (which we rolled up online), a step-by-step execution guide and change planner, e-learning modules to support you at different stages in your project
- HUMANS Reality v Expectation leads to error messages Creates fear in the brain leading to fight or flight Day-to-day is hard wired and takes effort to change Loss of control
- So, it’s not that change is received negatively, but instead, the change is in direct conflict with deeply held beliefs or expectations about how things should be. It’s this mismatch between reality and expectation that leads to error messages and mistrust Certainly what doesn’t help is that (as we hear from the 2012 Edelman Trust Barometer) CEO trust is back to the low point of what it was after the crash of ’08-’09 – after all we see these people (the senior leadership) as the locus of everything that’s happening to us in organisations This can make change very difficult for people to embrace
- The challenge for change leaders is that this people dynamic usually leads to a significant loss of value from change projects, whereby it’s difficult to capture those business case / ROI factors Of course … need to know that the solution we putting in is of high Quality, but: But we also need to be effectively ENGAGING people to Speed up their Adoption . Comprehensive data held by Gallop suggest that world-class organisations record an engagement ratio near 8 to 1 - meaning there are eight engaged employees for every disengaged one. What is interesting is that one of the major influencing factors in employee engagement is the degree to which all employees see the organisation successfully implementing change. Being part of change initiatives that constantly fail or end up at installation demotivates people and saps their energy, focus and excitement. To close this value gap we also need to build skills so people can feel Proficient We often need to shift behaviour so people will Utilise the system We definitely need to manage resistance and create commitment to help people Sustain their effort
- One of the reasons organisations don’t reap the full benefit of change initiatives is that we don’t have in mind this distinction between installation and implementation, and that installation is really just a milestone towards full implementation The factors I’ve just been describing for going beyond installation are really all about OCM The way we transition people from now to WOW The way we help people to accept and embrace change The way we create and sustain people’s commitment to change
- Our own research tells us that commitment is not easy to create or sustain Taken from one of our diagnostic tools, this is the cumulative data collected since 2005 from a sample of change managers who attended accreditation workshops. It is a composite of just over 2,500 participants from 50 companies across 30 countries. We wanted to find out where people “landed up” 2 years after change has been delivered. They told us that: 21% were still resisting 35% were committed 44% had accepted the change but were not fully engaged =/ commitment 2 years ago I was speaking with a senior programme director for a FTSE 100 company over lunch. He told me that in his organisation you could be in charge of a change project worth up to £5 million, and if it was installed and no benefits resulted few questions were asked. Those involved were simply not held accountable for these “small” change projects. Apparently the executive team were only interested in the £5-million-plus projects. If any of them “went south” , then it would be a different ball-game for the people leading those initiatives. What we are hearing now is our clients saying we can’t afford to rush this (35% is not enough) – we must get it right first time About a month ago I recently read a piece in the Kennedy Consulting Research and Advisory Wire that spoke of corporations now seeing the dangers of moving too quickly with a large-scale IT strategy
- To copy this wheel to your slide pack… Have your slide pack open along with this one Select this wheel by click and drag over the entire wheel, you’ll see all the animations to the right, selected, right click and COPY – DO NOT CUT. Go back to the slide pack where you want the wheel to go and right click paste. If you want to move the wheel don’t deselect just left click drag. RESIZING , is not possible without the central wheel getting misaligned, so if the wheel is too big you need to build this image yourself. Insert the central wheel, say on mouse click you want it to disappear. Add stage 1 wheel and add animation to say entrance-appear (start with previous). Then add for stage one animation to say disappear on mouse click. Then so on and so forth, so each image disappears on mouse click and it automatically replaced with the next stage. YOU NEED TO GET THE SIZING RIGHT FIRST, BEFORE ADDING IMAGES ON TOP, OTHERWISE YOU CAN’T EDIT PREVIOUS IMAGES IN THE BACKGROUND WITHOUT MOVING THEM ALL AGAIN
- In each of these areas there’s a body of work with tasks, processes, tools, additional plans, but if we just focus on what we need to get done in each of the areas …if we’re going to engage people, build new skills, help them shift their behaviour and manage relapses in their commitment …
- At a very simple level …
- Reviewing the responses to this question alongside the last question shows that people see that internal teams with full-time members are seen as far more effective than an internal team with part-time members (56% vs. 30%). So the good news is that these organisations are taking the right action – using internal teams to deliver change. But these teams would deliver higher results if more of them were full-time.