1.
CULTIVATING AN ENVIRONMENT
FOR SUCCESS
Change Programmes and Business Readiness.
Orientation and Status Definition.
AUTHOR: SALLY PIKE 1

2.
DRIVING SUCCESS, ATTAINING STRATEGIC GOALS, FORMALISING
BEST PRACTISE.
ENSURING BUSINESS READINESS.
AUTHOR: SALLY PIKE 2

3.
1 Cultivating an environment for success
2 We are here
3 Key pillars of transformation
INDEX
AUTHOR: SALLY PIKE 3

4.
CULTIVATING AN ENVIRONMENT FOR SUCCESS
AUTHOR: SALLY PIKE 4
Fostering an environment for adoption, maturity and betterment
“Change is exciting. We all need new challenges and those challenges
can make life truly worthwhile.
However, change is often mismanaged.
By paying attention to the five factors of
creating understanding,
communicating effectively,
releasing the potential in your people,
setting a good example and
pacing yourself,
it is possible to create and organisation which truly ‘thrives on change’”.
John Potter, ‘Creating a Passion for Change – The Art of Intelligent Leadership’, 2001
Point for consideration:
Do you think the
environment within your
business area allows for
staff to thrive on change?

5.
“Is your organisation trapped in this frenetic cycle of busy-ness?
Here are just a few characteristics of an organisation constrained
by busy-ness:
Micro management is standard operating procedure
Priorities are absent
Employees jump from problem to problem
Root cause is rarely defined when problems arise
People have little or no time to celebrate their successes.
… Busy-ness, no matter how well intended, is inadequate”.
Point for consideration:
Would you consider your
business area to be
trapped in a frenetic cycle
of busy- ness?
CULTIVATING AN ENVIRONMENT FOR SUCCESS
AUTHOR: SALLY PIKE 5
Dr William Hendricks, Are Your Measuring the Right Things in Your Organisation?
Fostering an environment for adoption, maturity and betterment

6.
Process Maturity:
“…maturity is defined as the ability to systematically
provide better business results, thus links with process
and/or organisational performance (Rosemann, De Bruin
2005, pp. 1-21; Hammer 2007, pp. 111-123)”.
“the degree of explicit definition, management,
measurement, control and effectiveness a process has”
(Humphrey 1987, pp. 1-13).
CULTIVATING AN ENVIRONMENT FOR SUCCESS
AUTHOR: SALLY PIKE 6
Fostering an environment for adoption, maturity and betterment

7.
Process Maturity:
“Increasing the process maturity level has significant impact on many areas of
organisation.
… it changes the way employees work and interact.
• As functional silos are broken down and business processes start to be
integrated, inter-functional conflicts decrease and inter-departmental
connectedness increases.
• Process maturity can also influence the interaction between a company and its
business partners (suppliers and customers).
• Integrating processes beyond the boundaries of a single organisation (transaction
based cooperation) is transformed into long-term partnership that results in
increased performance for all links in a supply chain
(Hendricks, Singhal, Stratman 2007, pp. 65-82; Cousins, Menguc 2006, pp. 604-620).”
CULTIVATING AN ENVIRONMENT FOR SUCCESS
AUTHOR: SALLY PIKE 7
Fostering an environment for adoption, maturity and betterment

8.
Process Maturity:
The CMM/CMMI distinguishes the following maturity levels:
1. initial (a.k.a. chaotic, ad hoc): processes are not documented, the
organisation lacks a formal process management and processes
are ineffectively planned,
2. repeatable: processes are at least documented sufficiently and are
under such statistical control that repeating the same steps may be
attempted,
3. defined: processes are defined/confirmed as a standard business
process and decomposed,
4. managed: processes are quantitatively managed in accordance
with agreed upon metrics,
5. optimized: measured processes create the foundation for
continuing improvement and optimization.
Point for consideration: At
which maturity level would
you place your business
area?
CULTIVATING AN ENVIRONMENT FOR SUCCESS
AUTHOR: SALLY PIKE 8
Fostering an environment for adoption, maturity and betterment

9.
Point of consideration:
Are teams in your
business area engaged?
Is there open two way
communication?
Employee Engagement:
Erikson (2004) indicates eight factors that consistently surface as drivers of
employee engagement; of these, teamwork, involvement and belonging, open two-way
communication, trust and confidence in leadership are directly
linked to the team.
• “Dick (2007), engaged employees are more motivated, responsive to change and more
willing to perform different demanding work activities”.
• “Robinson, Perryman and Hayday (2004) state that engaged employees are more
productive, make more money for the company and create emotional engagement by
loyal customers. They contribute to good organisational climate where people are
productive, ethical and accountable. They remain with the organisation for a longer
period and are more committed to quality and growth”.
Role of Management:
• The manager plays a crucial role in representing the organisation for the employee
[Bakker, 2017; Corporate Leadership Council (CLC), 2004].
• Dick (2007)… where employees trusted their managers, liked their leadership styles and
perceived them as competent, they aligned with the company’s values and were
honoured to be a member of the company”.
CULTIVATING AN ENVIRONMENT FOR SUCCESS
AUTHOR: SALLY PIKE 9
Fostering an environment for adoption, maturity and betterment

10.
16 factor analysis model (Magnusson, Nilsson and Carlsson, 2005)
Strategy ORGANISATION: Clear, communicated business strategy and
aligned IS/IT strategy.
Culture ORGANISATION: A culture that values learning, knowledge,
past experience and change, as well as a strategy for
knowledge management.
Leadership ORGANISATION: Leadership motivate employees to change Change ORGANISATION: Fundamental willingness and readiness for
change as well as an explicit change management strategy.
Support ORGANISATION: Top management and steering committee. Process ORGANISATION: high level of process-maturity and explicit
guidelines for process management
Competence ORGANISATION: Steering committee members have
competency in IT projects
Communication PROJECT & ORGANISATION: Detailed communication plan
and strategy that ensures the successful communication of
project plan and progress to all relevant stakeholders.
Team PROJECT: Individuals representing different views and
perceptions of the enterprise and the enterprise system.
Technology PROJECT & ORGANISATION: a clear understanding of the
existing legacy environment and the technological aspects
involved in the implementation of the ERP system.
Management PROJECT & ORGANISATION: Ensure that the management
does not present only a business- or technical perspective of the
implementation.
Training PROJECT: Clear educational strategy- involves routines for
early hands on training for the employees.
Plan PROJECT: Well communicated project methodology -
documentation procedures and clear performance
measurements with routines for monitoring progress.
User PROJECT: An implementation process that strives for a high
level of user acceptance early on through the use of constant
presumptive end user consultations.
External PROJECT & ORGANISATION: Manage the influence of
external consultants
Empowerment PROJECT & ORGANISATION: High level of implementation
process transparency and a staff policy that empowers team
members, end-users and management.
If the responding organization fulfils 12
out of the 16 factors, this will result in
the forecasting of a 75% probability of
[ERP Implementation] success
CULTIVATING AN ENVIRONMENT FOR SUCCESS
AUTHOR: SALLY PIKE 10
Fostering an environment for adoption, maturity and betterment

11.
ANALYSIS: WE ARE
HERE
AUTHOR: SALLY PIKE 11

12.
Project
BUSINESS AREA
AUTHOR: SALLY PIKE 12
Communication
Leadership
Environment
Impact on project success?

13.
APPROACHING WORK
HOLISTICALLY
AUTHOR: SALLY PIKE 13
Ensuring
Project
Success
Environment
Leadership
Communication
Project
Physical environment – structured, spaces for privacy,
organised, supports collaboration
Constant change requires large amounts of energy – are you
allowing your teams to rebuild self confidence and avoid stress
related illness?
Resource management – releasing potential in
people – moving from boss to coach , avoid micro
management – change is encouraged, employees
are empowered
Collaboration – cross departmental and cross
functional
Structured and planned
Regular and clear
Visionary and provides direction (timelines)
and aligns to KPI’s
Strong management alignment – ensure all
perspectives are represented (business
strategy and IS/IT strategy are aligned)
Knowledge share is ongoing
Project communication is face to face,
fosters dialogue and encourages
conversation
Example – live out the desired culture,
exceed expectations
Root causes of problems are clearly defined and addressed
and employees are not jumping from one problem to the next
Successes are communicated and celebrated
External stakeholders are effectively managed
Culture that values learning and knowledge
Reason for change is understood and
opportunity for uncertainty managed
Priorities are clearly defined and understood
Guidelines for process management and
process maturity
Project plan and progress is communicated
to all critical stakeholders
Space for dialogue and understanding
Early end user acceptance

14.
APPROACHING WORK HOLISTICALLY
AUTHOR: SALLY PIKE 14
Environment Physical environment Managing
employees through
change
Learning and
knowledge is
encouraged
Process maturity Priorities are
known and
understood
Leadership Resource
management
Collaboration -
Leadership
Leading by
example
Manage external
stakeholders
Addressing
problems
Communication Structured and
Planned
Regular and Clear Visionary and
provides direction
(timelines)
Successes are
communicated and
celebrated
Space for
dialogue and
understanding
Project Business strat. and
IS/IT strat. are
aligned
Ongoing
knowledge share
(contractors to
business)
Reason for change
is understood
Project plan and
progress is
communicated
High level early
user acceptance
Business Area: Heat map
Discussion point: Populate each block with a red (address as priority), amber (address in
the next 12 months) or green (no need to address).

15.
KEY PILLARS FOR SUCCESS
NEXT STEPS
AUTHOR: SALLY PIKE 15

16.
POTENTIAL INTERVENTIONS
AUTHOR: SALLY PIKE 16
Environment Physical environment
• Review seating – are the
correct people sitting
next to each other?
• Is the work space
• Uncluttered
• Allows in light
• Are there spaces for
privacy and break out
conversations?
• Are resources available –
white boards, flip charts,
pens, projectors?
• Is paperwork filed
away?
• Are administrative
structures in place and
clearly communicated to
all?
• Are there administrative
efficiencies that could be
implemented?
Managing employees
through change
• Senior management to
include a ‘change’
section in each team
meeting – aim is to
cultivate understanding,
allow for open
communication (face to
face is best), allow for
new ideas to be
suggested.
• Support this feedback
loop by initially
providing managers
with a ‘script’ to help
them guide sessions.
Learning and knowledge
is encouraged
• Fail fast – is this
acceptable or is
failure punished?
• Is there opportunity
for people to step
into new spaces and
develop new skill
sets?
• Are managers aware
of the skills and skills
development taking
place in their team
and are they
cultivating space for
new skills to be
practised?
Process maturity
• Is there a need to
develop processes –
hire BA resources?
• Is there discipline in
following current
processes and if not,
• Engage business
to understand
the reason for
lack of
discipline.
• Identify if there
should there be
a policy / SLA /
KPI initiated to
ensure
discipline?
Priorities are known
and understood
• Weekly sessions
where task lists are
reviewed and
prioritised
• Management
support for
identifying critical
priorities and
pushing back where
possible
• Any need for
stakeholder
management to
avoid priorities
landing at same
time?

17.
POTENTIAL INTERVENTIONS
AUTHOR: SALLY PIKE 17
Leadership Resource management
• Management
development course – are
your managers equipped
to fulfil their function.
• Do your managers have
the time in a day to be
coaches/managers?
• Do you need to review
resourcing and work
loads? I.e. execute on
workforce planning?
Collaboration –
Leadership
• Leadership development
– focused on benefitting
from each others
strengths and recognising
differences (e.g.
Enneagram, Strength
Finders, Insights Colour
Wheel etc. )
• Workshop
• SLAs
• Accountability
Leading by example
• Accountability
• Understanding impact
of not living out values
and culture
• Honest assessment and
reflection
• Collaborative dialogue
Manage external
stakeholders
• SLA’s
• Accountability
• Quarterly timelines to
support planning and
resource allocation
• Senior leadership
support / management
of work allocation and
stakeholder
requirements is
paramount
Addressing problems
• Team survey and
actions in response
• Management survey
and actions in
response
• Monthly review on
progress

18.
POTENTIAL INTERVENTIONS
AUTHOR: SALLY PIKE 18
Communication Structured and Planned
• Expected intervals
• Multiple channels –
Business area
collective meetings,
mailer and team
meetings
• Stick to timelines
Regular and Clear
• Set up Business area
collective meetings for
regular time lines
• Ensure weekly team
sessions are taking
place and there is
alignment on key
messages being
cascaded
Visionary and provides
direction (timelines)
• Quarterly visioning
sessions – how is the
business area
supporting company
strategy, upcoming
priorities and how to
get ready to
manage resource
time etc.
Successes are
communicated and
celebrated
• Awards systems –
beyond incentives
(remember not all
people respond to
money – intrinsic e.g.
autonomy,
relatedness,
competence or
extrinsic e.g. money,
praise, competition,
punishment
Space for dialogue
and understanding
• Needs to be
directed and
exemplified by
managers – create
safe space for
dialogue
• One on one sessions
• Foster relationship
with team
lunches/events that
provide alternative
space for
engagement and
allow other aspects
of character to
‘come out’

19.
POTENTIAL INTERVENTIONS
AUTHOR: SALLY PIKE 19
Project Business strat. and
IS/IT strat. are aligned
Steerco to drive.
Utilise an operating
model to support.
Ongoing knowledge
share (contractors to
business)
Project managers to
manage
Reason for change is
understood
Change Management
intervention
Project plan and
progress is
communicated
PMO and Change
Management
High level early user
acceptance
Change Management
intervention
Project : Business interventions will need to be managed via programme governance
structures.

20.
RETURN ON INVESTMENT
Why should business invest in people
Why should business invest in people
https://www.humanimpactaudit.com/
AUTHOR: SALLY PIKE 20

21.
KEY PILLARS FOR SUCCESS
AUTHOR: SALLY PIKE 21
Next steps
• Feedback on results
• Work with Senior stakeholders to agree actions
• Review for change in status monthly

22.
REFERENCES
AUTHOR: SALLY PIKE 22
• Bartosz Kalinowski, T, ‘Analysis of business process maturity and organisational
performance relations’, De Gruytner Open, vol 20, no 2, 2016, pp. 87-101.
• Hendricks, W (Dr), ‘Are You Measuring the Right Things in Your Organization?’
• Magnusson, J.; Nilsson, A.; and Carlsson, F., ‘Forecasting ERP Implementation Success -
Towards a Grounded Framework’ (2004). ECIS 2004 Proceedings. 75.
http://aisel.aisnet.org/ecis2004/75
• Potter, J, ‘Creating a Passion for Change – The Art of Intelligent Leadership’ Industrial
and Commercial Training, vol 33, no 2, pp54-58, 2001.
• Seymour, M; Geldenhuys, D, ‘The impact of team dialogue sessions on employee
engagement in an information and communication technology company’, SA Journal of
Human Resource Management, [S.l.], v. 16, p. 11. Available at:
<https://sajhrm.co.za/index.php/sajhrm/article/view/987/1480>. Date accessed: 02
July 2019. doi: https://doi.org/10.4102/sajhrm.v16i0.987.