A Business Analyst's guide to organizational change management presented at IIBA Richmond Chapter meeting.

1. LET’S TALK ABOUT
CHANGE
IIBA Meeting, September 21, 2016
Kay Fudala
Change Consultant & Coach, Impact Makers
A BA'S GUIDE TO ORGANIZATIONAL
CHANGE MANAGEMENT

2. Change is central to the human experience
The world hates change, yet it is the only thing that has
brought progress. ~ Charles Kettering
To improve is to change; to be perfect
is to change often. ~Winston Churchill
Change means new experiences which makes
people nervous and scared. ~ My 6 year old daughter
Change before you have to. ~Jack
Welch
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3. Let’s talk about change
• Nature of change
• How individuals and organizations experience change
• How business analysts can lead change
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4. Does this sound familiar?
• Scenario 1 –You have deployed an technological enhancement to a
user group.The vision for this change was built over 2 years, you
engaged influential leaders in the process, but 6 months after
implementation your adoption rates are still low.
• Scenario 2 –You have worked with the business to reengineer
processes to realize operational efficiencies. But your business leaders
are confused about the new procedures and still resort to outdated
processes to get the work done. Metrics and morale have taken a nose
dive.
• How many of you have worked on projects that
• Changed systems/tools, work processes, organizational structure?
• Fundamentally altered the way work was done?
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5. Nature of change
• Change can be treated as moving from state A to state B but it is so
much more than that
• Change may be planned or unplanned
• Change results from internal and external factors
• Change takes place at varying rates
• Change can be radical (first order) or incremental (second order)
• Change is an ongoing activity, it is constant, it is inevitable
People don't resist change.They resist being changed. ~ Peter
Senge
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6. How people respond to change
EXPLORATION
SHOCK
RESISTANCE
INTEGRATION
Initial engagement with
the new situation. Feels
interested and curious.
EnergyandCommitment
Integration of Change
Employees are learning
to live with the change.
Feeling confident and
capable.
Connected to the old
ways. Feels frustrated
and distressed.
Unwilling to change.
Disbelief at the event.
Avoids the change.
ACCEPTANCE
Learning how to work in
the new environment.
Feels positive.
Change Curve
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7. How to help people adjust to change
Inform
Motivate
Train
Perform
ReinforceEXPLORATION
SHOCK
RESISTANCE
INTEGRATION
Provide training on new
concepts and skills.
EnergyandCommitment
Integration of Change
Recognize successes.
Keep reinforcing the
need for the change.
Encourage sponsors to
demonstrate support.
Be empathetic and
transparent to inspire
trust.
Increase awareness of
why the change is
necessary. Do not
overwhelm with too
much information
ACCEPTANCE
Coach employees to
master new skills and
processes
Change Curve
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8. Resistance – Why it matters
Level 1
“I don’t get it”
▪ Lack of exposure to critical
information
▪ Disagreement with data
▪ Confusion over what it
means
Level 2
“I don’t like it”
▪ Emotional reaction to
change
▪ Flight-Freeze-Fight mode
Level 3
“I don’t like you”
▪ Lack of trust, confidence
▪ Skepticism
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9. Resistance – What to do about it
Level 1
“I don’t get it”
▪ Make your case
▪ Explain why the change is
needed
▪ Use preferred
communication channels
Level 2
“I don’t like it”
▪ Remove fear
▪ Increase the excitement
about what’s positive about
the change
Level 3
“I don’t like you”
▪ Rebuild damaged
relationships
▪ Tend to neglected
relationships
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10. How organizations change – Lewin’sTheory
Stage Description
Unfreeze • Break down status quo to build up a new way of operating
• Develop compelling messages for why existing way of doing things cannot continue
• Challenge organizational beliefs, values, attitudes, and behaviors
• Expect uncertainty
Change • People begin to resolve their uncertainty and look for new ways to do things
• People start to believe and act in ways that support the new direction
• People need to understand the benefits of the change
• Not everyone will fall in line just to support the change and its benefit
Refreeze • Changes take shape and people embrace new ways of working
• Outward signs of stable organization chart, consistent job descriptions
• Acknowledgement of people’s efforts reinforces belief in future changes
• Celebration of successes helps people find closure
UNFREEZE
Create the right
environment
CHANGE
Support the
desired state
REFREEZE
Reinforce the
change
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11. Types of Organizational Change
• Transactional Change
• Transitional Change
• Transformational Change
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12. Transactional Change
• Simple, predictable outcomes
• Low level of investment
needed by the leadership and
organizations
• Minor alterations to
organizational structure,
policies and procedures
• Minimal change to individual
skills and abilities needed to
implement the change
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Accounts payable as an example
Transitional
Switch to electronic
invoicing from suppliers,
coupled with online
invoice approvals and
automated payments
Transactional
Shift to online
invoice approvals
and automated
payments
Transformational
Shift to self-invoicing
triggering automated
payments
StakeholderValueCreatedLowHigh
Cultural Change RequiredLow High

13. Transitional Change
• Simple yet unpredictable or
complex yet predictable outcomes
• Level of leadership and
organizational investment
needed is higher
• Some modifications needed to
organizational structure, policies
and procedures,
• Some change to individual skills
and abilities needed to
implement the change
• This type of change can lead to
an refinement of mission,
strategy, and organizational
culture
13
Accounts payable as an example
Transitional
Switch to electronic
invoicing from suppliers,
coupled with online
invoice approvals and
automated payments
Transactional
Shift to online
invoice approvals
and automated
payments
Transformational
Shift to self-invoicing
triggering automated
payments
StakeholderValueCreatedLowHigh
Cultural Change RequiredLow High

14. Transformational Change
• Complex and unpredictable
outcomes
• Highest level of leadership and
organizational investment
needed
• Radical modifications needed
to organizational structure,
policies and procedures.
• New skill, abilities, and ways of
thinking are required to
implement the change
• This type of change requires a
fundamental revision of one or
more of mission, strategy, and
organizational culture
14
Accounts payable as an example
Transitional
Switch to electronic
invoicing from suppliers,
coupled with online
invoice approvals and
automated payments
Transactional
Shift to online
invoice approvals
and automated
payments
Transformational
Shift to self-invoicing
triggering automated
payments
StakeholderValueCreatedLowHigh
Cultural Change RequiredLow High

15. How organizational culture enables change
Source: Diagnosing andChanging Organizational Culture: Based on the CompetingValues
Framework, Kim Cameron & Robert Quinn 15
The characteristics of your organizational culture will determine the value
drivers, the leadership styles that enable change.
CLAN
COLLABORATE
LONG-TERM
CHANGE
ADHOCRACY
CREATE
NEW
CHANGE
HIERARCHY
CONTROL
INCREMENTAL
CHANGE
MARKET
COMPETE
FAST
CHANGE
STABILITY/CONTROL
EXTERNAL
POSITIONING
INDIVIDUALITY/FLEXIBILITY
INTERNAL
MAINTENANCE
Leader Type:
Facilitator
Mentor
Teambuilder
Value Drivers:
Commitment
Communication
Development
Theory of Effectiveness:
Human development and
high commitment produce
effectiveness
Leader Type:
Innovator
Enterpreneur
Visionary
Value Drivers:
Innovative outputs
Transformation
Agility
Theory of Effectiveness:
Innovativeness, vision and
constant change produce
effectiveness
Leader Type:
Coordinator
Monitor
Organizer
Value Drivers:
Efficiency
Timeliness
Consistency and
Uniformity
Theory of Effectiveness:
Control and efficiency with
capable processes produce
effectiveness
Leader Type:
Hard-driver
Competitor
Producer
Value Drivers:
Market share
Goal achievement
Profitability
Theory of Effectiveness:
Aggressive competition
and customer focus
produce effectiveness

16. Roles in organizational change
• Individuals or groups with authority to
determine that change will occur
Change
Sponsor
• Responsible for implementing a well
defined change successfully
Change
Agent
• Individuals who change knowledge, skills,
and behavior as a result of the change
Change
Target
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17. Why Business Analysts?
• Business Analysts
• Identify and articulate the need for change in organizations
• Work across all levels of an organization
• Act as a guide, leading the business through unmapped territory, to
the desired destination
• Facilitate dialogue, face resistance and understand its impact
• Help business realize benefits of change
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• Business Analysts Help Businesses Do Business
Better
• As Change Agents you need to understand the
people side of change and how to leverage
organizational change management best practices
Change
Agent

18. Role of the Business Analyst
Mediator
Advocate
Messenger
Investigator
Coach
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Change Agent

19. BA skills to lead organizational change
What is the change? Characterize the change – size,
scope and type
Build Change Definition/Vision
Why is this
happening?
Clearly articulate benefits and
consequences of the change not
happening
Who is impacted? Assess impacted stakeholders
How will they
respond?
Assess resistance and evaluate
changeability
Create Resistance strategies
When and where is
the change
happening?
Create targeted communications,
training and leadership action plan
Integrate with project management
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20. CreativeThinking Exercise
Use the De Bono Six
hats exercise to
brainstorm solutions
for organizational
challenges.
20Source: De Bono Group, SixThinking Hats

21. • Leverage organizational change management best practices
• Understand resistance and take steps to mitigate it
• Seek support from management
• Embrace the future and don't get stuck in the past.
• Be patient with the rate of acceptance; some take longer to see the light
• Put things in perspective. Practice good stress management.
• Recognize and reward the accomplishments of those who were
instrumental in enabling the change
• Be you. Be the mediator, the coach, the advocate and the awesome
change agent that you already are.
Conclusion
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Be the change that you wish to see in the world. ~ Mahatma Gandhi