The First 100 Days To Sustainable Change Overview

1. Chris Phillips-Maund
By three methods we may learn wisdom:
First, by reflection, which is noblest;
Second, by imitation, which is easiest;
and third by experience, which is the bitterest.
Confucius (551 to 479 BC)

2. “There is nothing more difficult to carry out, nor more doubtful
of success, nor more dangerous to handle, than to initiate a
new order of things. For the reformer has enemies in all those
who profit from the old order, and only lukewarm defenders
in all those who profit by the new”
Niccolo Machiavelli (C15th)
“The art of progress is to preserve order amid change, and to
preserve change amid order.”
Alfred North Whitehead

3. Objective:
 To develop a 100 day service offering that lays the foundations for
sustainable change resulting in improved business change success rate
Background & Definitions:
 70% of change initiatives fail to meet expectations1.
 More than half of top-management driven “corporate transformation” efforts
do not survive the initial phases2
 Sustainable change means implementing and embedding the change to
enable the business benefits to be achieved
 Achieving sustainable change is a journey, and the preparations need to
ensure the purpose and objectives of the journey are understood and
reviewed throughout the journey
1 Peter Senge, The Dance of Change (Nicholas Brealey Publishing Ltd, 2008)
2 John Kotter
3 Rick Maurer, author of Beyond the Wall of Resistance: Why 70% of Changes Still Fail and What You Can Do About It, Revised Edition (Bard
Press, 2010)

4.  A 100 day service offering that lays the foundations for sustainable change resulting in
improved business change success rate
 Sustainable change means implementing and embedding the change to enable the
business benefits to be achieved
 Why 100 days? 100 days puts a suitable boundary around this study and from a work
perspective to bring the issue of sustainable change and benefit realisation to the
forefront of a management initiative
Vision & Strategy
Formulation
Strategy Execution
Change
Programmes
Projects
Benefit Realisation
Sustainable
Change
1st
100
Days
Strategy
Feedback Loop

5. Outcomes of this study:
 Service Offering
◦ Development of a blue-print for the service offering
◦ Implementation plan for incorporating the service into an organisation
 Organisational Development
◦ Organisational behaviours that support sustainable change as opposed to delivery focus
◦ People, Process and Systems changes required to support the service offering
 Organisational Learning
◦ Change of emphasis from Delivery KPIs (i.e. time/schedule, cost) to Benefit KPIs
◦ Development of process to identify Benefit KPIs that capture the holistic benefits of the change as
opposed to a financial or delivery focus
◦ Ethical issues such as highlighting that current the managers of projects and programmes are not
delivering sustainable change and, hence, not delivery to the benefit targets set by the business
sponsor
 Personal Development
◦ Profile within RSA and external change management community
◦ Developing incubation skills: incubation of ideas into marketable services
◦ Developing skills to take on a new role or management initiative

6. 1 http://www.ogc.gov.uk/methods_prince_2.asp accessed 9th July 2010)
Figure 2: Product Breakdown Structure
Figure 1: Elaborated Deming and
general model of planned change
 The approach to this project is an elaborated
Deming and general model of planned change
(Figure 1)
◦ Scouting for opportunities was covered in the first
assignment (TMA01)
 This proposal has been developed using the
PRINCE 21 product breakdown structure (Figure 2)
 Research Ethics: Wherever possible consent has
been obtained to utilise data collected through this
study and where individuals have requested to
remain anonymous, or where individual consent
has not been obtained, then every effort to retain
the individuals privacy has been made.

7. Business
Environment
Strategy
Determination
and Execution
Benefits and
Consequences
Change is Constant
 The macro- and micro- business environments
create change:
◦ Macro: Political, Economic, Sociological,
Technological, Legal and Environmental
Changes
◦ Micro: Internal Change e.g. re-financing, re-
structure, operational improvement initiatives
 These changes create new strategies (planned
or emergent)
 For each new strategy a number of new
management interventions take place to
mobilise the translation of strategy into action
 As these fail, more change is created to address
the original business problem which hasn’t
gone away
 The successful initiatives deliver benefit and
also deliver unexpected consequences, which
also require further management interventions
 All this happens whilst the macro-business
environment continues to change, increasing
demand for management interventions to
deliver change

8. Financial Perspective
1 Strategy Maps, Kaplin & Norton
Customer Perspective
Internal Process
Perspective
Learning & Growth
Perspectives
Aligning our workforce to strategy will enable the right questions to be asked, killing off initiatives that don’t fit and
guiding direction for lessons to learn
Reduction in
Failed Delivery
Earlier Delivery of
Strategic Benefits
Improved ROI Improved COR
Reduced Cost of
Non-Quality
Reduced Recovery
or Rework
Wrong Initiatives
killed-off
appropriately
Initiative
Foundations
Right
Organisational
Lessons LearnedEngaging workforce in
strategic alignment

9. Listen Formulise Mobilise
Consider Work / Life
Balance Issues
Define the Problem and
Agree the Outcomes
Plan the Next
Stage
Align Workforce with the
Problem & Outcomes
Analyse the Options
Mobilise the Team
Plan the Next
Stage
Plan the Next
Stage
Meet Stakeholders /
Listen
1st Deliverable
Measure & Celebrate
Success
Identify and Manage the Key Stakeholders
Manage Expectations
Plan the Next
Stage
Anchor the Change (for 1st
Deliverable)
Month 1 Month 2 Month 3 Month 4
Address Stickiness Define the 1st Deliverable Build the Team

10. Balance Work / Life
Define the Problem
and Agree the
Outcomes
Identify and
Manage the Key
Stakeholders
Align Workforce
with Strategy
Mobilise the Team
Analyse the
Options
Plan the Next Stage
Manage
Expectations
Measure &
Celebrate Success

11. Self-Analysis
Stakeholder
Management
Listening &
Communications
Organisation &
Macro-Environment
Analysis
Vision and
Conceptualisation
Creative Problem
Solving
Team Selection &
Team Building
Option Analysis
Planning
Managing
Expectations
Performance
Measurement
Learn from Your
Mistakes
Networking &
Marketing Yourself
Understand Your
Power & the Power
of your Colleagues,
Peers
Politicking
Business Case /
Financial Analysis

12.  Organisational Change is a complex environment
 The key precursor to change is strategy
determination and planning (this covers a planned
strategy approach)
 Emergent strategies will be identified and,
potentially, will need to be managed into the
organisational development cycle
 Change initiatives are coming in from all angles
and the Executive team need to determine which
initiatives will 1) add sufficient value and 2) will
resonate sufficiently with the delivery and
maintenance functions to enable that value to be
realised whilst not over expending
 The Executive Sponsor also has to be mindful of
the resultant consequences from change initiatives
which may result in unexpected behaviour from
the service staff and this behaviour may well result
in a follow-on change initiative to rectify the
situation (or if in-significant / not relevant can be
ignored)

13. Level 1 –
Initial
•Ad-Hoc
process
Level 2 –
Managed
•Delivery
process
defined,
covers Change
Department
Level 3 –
Defined
•Process defined,
covers cross-
functional
boundaries and
interfaces
Level 4 –
Quantitatively
Managed
•Processes are
measured
Level 5 –
Optimising
•Proactive
process
improvement
Maturity model based on ideas from Software
Engineering Institute, Carnegie Mellon University