Master Business Change with People Transformation

BA Lunch & Learn
Series:
Business Change
20th FEBRUARY 2019

Agenda
• Welcome
• The Challenge of Change
• Change Factors
• Business Change Disciplines
• People Transformation
• Business Change Toolkit
2 Presentation title | © Expleo | Internal | Version 1.0

The Challenge
of Change
Presentation title | © Expleo | Internal | Version 1.03
• Strategy and setting good strategic
choices is important.
• But strategy will mean nothing if
you fail to execute or deliver
change.
• A look at the disciplines and the
capabilities required to master
change delivery.

Change is tough,
not changing is
fatal
• McKinsey, IBM, Harvard Business
Review have all reported 50 – 70%
Change programs fail statistics.
• Change can cause conflicts
and disputes
• Invoke an emotional response
• Can cause reputational damage
• Impact organisations financially

Change Fails
History is full of blunders and epic
change failures. The business world is
one in which we get to see bad decisions
on a very big and public scale.
• New coke attempting to change the
flavour
• Child Support Agency with payment
collections
• Immigration and Asylum applications
backlog
• Heathrow T5 Baggage operation
• HSBC/RBS Payment or Account
"Glitches"

“It is not the strongest
species that survive nor
the most intelligent, it is
the one most adaptable to
change.”
6
CHARLES DARWIN

Factors of Change
• Structural change
• Cost cutting change
• Social or Cultural change
• Process change
• Strategic purpose change
• Environmental or Technological
change

“The secret of change is to
focus all of your energy not
into fighting the old but on
building the new.”
8
SOCRATES

Change Delivery Disciplines
• Delivering change successfully requires attention on four key disciplines:
Change
Governance
To provide
support and
guidance for
change
programs.
Make good
decisions.
Operational
Excellence
To improve the
efficiency, quality,
and performance
of your operation
to deliver the
best service to
customers.
People
Transformation
To engage
stakeholders is
key to
successful
change and
performance
improvement.
IT
Solutions
To deliver the
right IT
solutions that
meet your
business
needs

Change Governance
• The APMG has found that poor governance of
portfolios, programmes, and projects leads to a lack
of:
• Link to key strategic priorities
• Clear senior leadership
• Effective engagement with stakeholders
• Skills and proven approach to project and risk
management
• Attention to breaking change into steps with
manageable or minimal impact to business as
usual.
• Organisations state a lack of capabilities, and
experience to deliver change as a reason for failure.
• Governance provides the controls, reporting,
processes, standards, and policies that reduce risk of
failure.

Operational Excellence
• Achieving and sustaining operational excellence is
more important than ever in today’s challenging
environment.
• Given two companies with the same strategy, the
Operationally Excellent company will have lower
operational risk, lower operating costs, and increased
revenues relative to its competitors, which creates
value for customers and shareholders.
• Operational Excellence is a continuous pursuit for an
efficient and effective operation with a focus on
delivering value to customers.
• Process Management that focuses on Improving
service quality and reliability, and cost effectiveness of
the current operation.

IT Solutions
• IT Solutions are a traditional area of focus for
Business Analysts.
• Businesses need to exploit new channels and
technologies faster with Agile practices and
cloud solutions before their competitors do.
• Poor design can frustrate people and reduce
efficiency. Consider how people will interact
with solutions and design interfaces
appropriate to the consumers.
• Successful delivery of a new or enhanced IT
software solution requires a combination of
technical and business expertise working
together.
• Solutions must meet the needs of the business.

People Transformation
• At the centre of current and future digital
and other technological changes is people.
• The success of any Digital solution or
technological change is dependant upon
people’s and society’s acceptance and
adoption.
• Main reasons for change failure relate to
People engagement.
• Evidence shows that market leading
organisations have a greater level of
employee engagement and involvement in
change (Gallup).
• Bringing about real change is much broader
than just communications and training to
enable and sustain change.

Getting people matters
right is essential for any
serious change effort.
14
PEOPLE TRANSFORMATION – PART 1

People Transformation Intro
Change isn't just about moving
pawn's or changing the system,
to make change successful you
need to fully understand the end
goal, what are the benefits, but
more importantly what the
impact will be on your greatest
resource, your colleagues and
clients. It's critical you consider
the People and Client side of
Change, before, during and after
the change.

Change Behaviour
• If you are going to be an advocate
for change, it might help you to
start by understanding what you
are up against, psychologically
speaking.
• This is a vast subject on the
psychology we will only touch on it
and focus on helping in regards to
business change.
• This part looks at the how we think
and what are the factors or
influences that persuade people to
change behaviour.

People Change
Exercise
• Cross your arms?

Change Behaviour
• Change is a constant aspect of our
lives.
• Typically our psyche doesn’t like
change and prefers stability.
• But the Human ability to adapt and
change is one of our most
important skills.

Why we don’t like change
• We are creatures of habit. Routines
become automatic, but change jolts us into
consciousness, sometimes in
uncomfortable ways. Too many differences
can be distracting or confusing.
• We generally don’t like change that brings
uncertainty.
• As the saying goes, “Better the devil you
know than the devil you don’t know.”
• Change is easier where we can clearly see
the benefits .
• To overcome inertia requires a sense of
safety as well as an inspiring vision.

Why we don’t like
change
• Can I do it? Change is resisted when people
are worried that their skills/experience will be
obsolete.
• The ghosts of the past can haunt us. Past
experiences and historic resentments are
remembered.
• Sometimes change is resisted simply because
not everyone is a winner. For example jobs
can be lost, investments can be wiped out.
The best thing is to be honest, transparent,
fast, and fair.

Why we don’t like
change
We have to overcome these resistances people
have to change

How we Think and Act?
• Bringing about change isn't simply an
instruction and we follow. Not all behaviors
can be controlled through rational thought,
We are human not Robots!

What drives our thinking/actions?
• Conscious and sub conscious thoughts
influence a person’s behavior.
• Our thinking is influenced by what we see or
experience, by our feelings or emotions and
changes our behavior.
Conscious Mind
Subconscious Mind

Factors for change thinking
• The model depicts how emotions, thoughts,
and behaviors all influence each other. The
middle represents your core beliefs influences
all three.

Other factors
• We are not solely guided by ourselves but
also affected by:
• Group, Cultural, Social, Environmental
factors
• Past Experience, History

Other factors
• Change is a personal thing - there are
different strategies whether its a carrot
or stick or another approach.
• Whatever the approach the goal is
about leading the individual to change
views/opinions and taking action.

Influencing People
• We are seeking to persuade people to
support/accept/embrace a change.
• Persuasion is an attempt to influence a
person's beliefs, attitudes, intentions,
motivations, or behaviors towards that
desired outcome.
• The best approaches tend to be
directed on influencing two or more
factors (Thoughts, emotion or
Behaviour).

Thoughts
• Thinking is focusing on the rational/logical
arguments.
• In business a large part of the change communication
focuses on this approach.
• Our thinking also calls on our past experiences or
stories we’ve heard.
• When have you heard a perfectly sound logical point
made but that doesn't make you move to take action.
• Our Sub conscious also processes a lot of non
verbal/written communication through all our senses
(Visual signals, sounds, touch and smell etc.).
• Support not turning into action is a problem many
causes are finding a problem.

Behaviour Influence
• Experiencing something for the first time is
sometimes scary and exhilarating.
• The experiencing of something is a strong
influencer (combined with the emotion) to
changing people’s attitudes.
• Cognitive behaviour therapy is based on
helping you manage your problems by
changing the way you think (cognitive) and
act (behaviour).
• It’s an approach working on the thoughts
and behaviour.
• A positive outcome resulting in Good
emotions reinforces the thinking and
behaviour.

Behaviour
• But its not always easy getting
Consumers to adopt new
things.
• For example:
• Self service checkout at
Supermarkets were initially
resisted.
• But as we have got used to
them they are common place
and many people now prefer
them.

Behaviour
• Examples or experiences of others also influence our decisions.
• For example the you tube video of a lady’s experience with a Wookie mask
resulted in massive increase in sales.

Emotional Influence
• In part the previous example about the
Wookie mask is also a emotional influence
(happiness).
• Emotions may affect not only the person at
whom the emotion was directed, but also
third parties who observe an agent's
emotion.
• Emotions can affect larger social entities
such as a group or a team.
• Emotions are a kind of message and
therefore can influence the emotions, and
ensuing behaviors of others. Potentially
evoking a feedback process to the original
agent.

Emotional Influence
• Emotion is effective in
advertising
• Use of story telling in adverts
and charity appeals are
designed to invoke strong
emotional responses.
• John Lewis adverts have been
very successful at using an
emotional influence.
• Iceland orangutan Ad

Speed of Change
Note that adoption of technological change and the impact on society and the rate is increasing:
Note this is true because of the positive experiences we’ve had a benefits (some things are still difficult to
change like stopping smoking, obesity, recycling)

Speed of Change
• Achieving the change within a person is
often not a instant thing (although it can
be e.g. Smell bacon, want a Bacon
Sandwich!)
• Decisions imposed on people suddenly,
with no time to get used to the idea or
prepare for the consequences, are
generally resisted. It’s always easier to
say No than to say Yes.
• In Business change often takes time. Lets
look at two theories relating to time.
• The Change Curve and Kanters Law.

The change curve
• We recognise that the
person is on a journey.
• It may take time to
achieve the change.
• The Kubler-Ross change
curve or Grief Model
describes the stages of
the journey:

Everything looks like a failure in the middle.
Everyone loves inspiring beginnings and happy
endings; it is just the middles that involve hard
work.
The promises give way to the tough challenges
of implementation. That’s the point in the
middle when doubts creep in.
37
KANTERS LAW

People Transformation Summary
• For any transformation
engagement with people requires.
• That we address their (often
unconscious) assumptions and
concerns.
• We persuade people not solely
with logic but by influencing
Hearts, Minds and with
Actions.
• Time and effort to engage
people and we must recognise
the stages people experience.

Business Change Toolkit

Change Delivery Disciplines
• Delivering change successfully requires attention on four key disciplines:
Change
Governance
Operational
Excellence
People
Transformation
IT
Solutions
To provide
support and
guidance for
change
programs.
Make good
decisions.
To improve the
efficiency, quality,
and performance of
your operation to
deliver the best
service to
customers.
To engage
stakeholders is
key to successful
change and
performance
improvement.
To deliver the
right IT
solutions that
meet your
business needs

expleogroup.com
Think bold, act reliable
Robert Topley
Senior Business Analyst • London • United Kingdom
M. +44 (0) 7469 76 08 97
Robert.topley@expleogroup.com

Master Business Change with People Transformation

Recomendados

Recomendados

Mais conteúdo relacionado

Mais procurados

Mais procurados (19)

Semelhante a Master Business Change with People Transformation

Semelhante a Master Business Change with People Transformation (20)

Mais de Robert Topley

Mais de Robert Topley (6)

Último

Último (20)

Master Business Change with People Transformation