1.
Change Management 2.0
Amy M. Fry @coloconn
David C. Thompson @dcthmpsn
#PRSAICON

2.
I shall be telling this with a sigh
Somewhere ages and ages hence:
Two roads diverged in a wood, and I,
I took the one less traveled by,
And that has made all the difference.
The Road Not Taken, Robert Frost

3.
What we’re going to talk about
• The importance of internal networks – formal
and informal
• The role of leadership in supporting nascent
change
• How to turn latent organizational energy into
strategically important ‘wins’

4.
Welcome to your company

5.
What we noticed

6.
Wicked problems
“Some problems are so complex
that you have to be highly
intelligent and well informed just
to be undecided about them”
Laurence J. Peter

7.
The inexorable socialization of ‘digital’

8.
The Componential Theory of Creativity
“… all humans with normal capacities are
able to produce at least moderately
creative work in some domain, some of the
time - and [that] the social environment can
influence both the level and the frequency
of creative behavior.”
Teresa M. Amabile

9.
What we’re doing

10.
We set conditions

11.
We navigate ambiguity with simple rules

12.
We engage the network – all of it

13.
Our results

14.
Organizational Effectiveness (OE)
Success Metrics – Progress YTD
Blue Dollars - (Efficiency savings - $ resulting from employees
not doing something):
•
•
Removed over 10,000 hours of electronic training: $556,909
Reduced mandatory Lync training manual size by 93%: $457,776
Increased Capability:
• IS ‘Usability Assessment’ Endorsed – Committed to ensuring that IS organizational tools are
user friendly
• Mandatory Governance Training Council Created – A process for assessing required training
• Established an Enabling Functions Initiative Board (EFIB) - Improved efficiency through
shorter project cycles and increased project planning across/within the Enabling Functions
Green Dollars:
•
$12,000 –Volunteer-led VTI Day activities delivered business results on time
and under budget
Employee Engagement
• Multiple OE initiatives engaged > 220 employees, across 17 functional areas, and 6 OPUs
• More than 40 U.S. colleagues volunteered for BIPeople Change Agent Team
• Growing list of ‘Friends of OE’ – assisted Talent Management team in refining ‘Development
Framework’ post VTI and involved in the plan and design of upcoming Development Day
For internal use only
15

15.
Avoiding the Filter Bubble – How do we robustly measure
engagement?
Advocacy
Action
Acceptance
Drive OE and business impact by actively
influencing, leading and engaging others
Get involved in OE initiatives
Have a positive view of the OE group and its
work and demonstrate support
Understanding
Understand the purpose of the OE group
and some of the potential ways to get
involved
Awareness
Demonstrate knowledge of the OE group
and its objectives

16.
Linear Minds in a Nonlinear World
I have stolen like an artist
from Paul Adams’ book ‘Grouped’
Action
Aware of the brand
Consider the brand
Preference for the brand
Buy the brand
Loyal to the brand
Rational
Linear
Chaotic
Non-linear

17.
Gauging Awareness
Objective: Gauge awareness of the OE function and activities within the organization –
and begin to understand what is driving that awareness
Q1: Have you heard of
Organizational Effectiveness (OE)?
70.0%
60.0%
50.0%
40.0%
Q2
Q3
30.0%
20.0%
10.0%
0.0%
Yes
Q2 (N=200)
Q3 (N=500)
No
Q2: Do you know someone who
has been involved in an OE project?
90.0%
80.0%
70.0%
60.0%
50.0%
Q2
40.0%
Q3
30.0%
20.0%
10.0%
0.0%
Yes
No

18.
Highlight 1 – Q3 Pulse Survey
Objective: Gauge awareness of the OE function and activities within the organization –
and begin to understand what is driving that awareness
Q3. How did you hear about OE?
70.0%
60.0%
50.0%
40.0%
Q2
Q3
30.0%
20.0%
10.0%
0.0%
MyBI
State of the Business *
* Statistically significant change, Q2 to Q3
Q2 (N=200)
Q3 (N=500)
A colleague