change management: evolving business culture ... -...
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Change Management: Evolving Business Culture
& Making it Stick
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Featuring:
Chris Bates VP of Global Customer Success
Clarizen
Matthew Taylor Strategic Accounts CSM
Clarizen
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Agenda
! " Change Management Methodology
! " How The Went About Getting There – The Journey ! " Sodexo Overview
•" Why they care about PM
! " PM Problems That Needed Fixing
! " The Results They Wanted To See ! " The ADKAR Approach Relevant to Sodexo
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You Can’t Eat a Whole Elephant
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My Way or the Highway = Meet resistance immediately
Change Management Methodology
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It’s going to be perfect & easy = The second something goes wrong, lose all credibility
Change Management Methodology
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Let’s give it a try, it’s no big deal = the path to change. You build trust because you are being real with them
Change Management Methodology
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Let’s give it a try, it’s no big deal = the path to change. You build trust because you are being real with them
Change Management Methodology
Let’s give it a try, it’s Let’s give it a try, it’s
are being real are being real
Imperative to target leaders at all levels in an organization to ensure maximum engagement
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ADKAR is still relevant in the Future of Work
How They Went About Getting There – The Journey
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How They Went About Getting There — The Journey
A D K A Rof the need
for change
AWARENESS
“Why do I have to do things differently?”
“Why would I want to do things differently?”
DESIRE to support and participate in the change
KNOWLEDGE on how
to change
“What additional skills do I need to do things differently”
ABILITY to implement the right skills and
behaviors
“Can I actually do things differently?”
REINFORCEMENT
to sustain the change
“How do I get the support to maintain a different way of doing things?”
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Sodexo
33,279 sites
$20.6 bn revenues
75 million consumers served daily
80 countries
18 th
largest employer worldwide
427,921 employees
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Global Contracts
Procter & Gamble Coca-Cola Unilever Nestlé Nokia
Shell BP Alcatel Lucent Samsung
GlaxoSmithKline Johnson & Johnson Eli Lilly AstraZeneca Merck / MSD
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Employees
Revenues
21%
37%
Rest of World
Revenues
Employees
41%
32%
Europe Revenues
Employees
38%
31%
North America
Sodexo Priorities: A Balanced Geographical Footprint
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The McDonalds principle: London
Diversity of Sodexo’s Quality of Life Services
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The McDonalds principle: Australia
Diversity of Sodexo’s Quality of Life Services
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The McDonalds principle: USA
Diversity of Sodexo’s Quality of Life Services
Why PM is so important to Sodexo
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•" No Governance •" Disparate Tools •" Limited Visibility •" Lack of Trust in Mgmt Info •" Behavioural Inconsistency •" Poor Productivity •" Geographically Dispersed –
Poor Collaboration
Problems Sodexo was Trying to Fix
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The Results They Wanted to See — the Case for Change
Why an enterprise-wide PM tool? ! " Improve productivity ! " Improve governance
! " Improve collaboration
! " Improve visibility
Strategic requirements of Sodexo PM tool
! "Targeting market leadership amongst competition ! "Differentiation of service
! "Emphasis on Collaboration
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ADKAR Refresher
A D K A R
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Awareness
•" Current State Analysis
•" Communicating ‘The Vision’
•" Engage Senior Leaders •" Community of Excellence
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Desire
•" The Case for Change
•" WIFM
•" Changing Perception •" What’s the Clients’ View
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Knowledge
•" Creating Capability
•" Certification
•" Training Excellence •" Sharing the Knowledge
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Ability
•" GLOBAL Deployment •" 6-step Process •" Country by Country
•" Review and learn
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Reinforcement
•" Information Value
•" Benefits Review
•" Measurements •" Lessons Learnt & KPI’s
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Results
TASKS
12,000 TIMESHEET
LINES OF DATA PER QTR
50,000 MANAGE PROJECTS
THAT CONTAIN 30%! INCREASE IN
PRODUCTIVITY
Increased project visibility and delivery performance Increased project efficiency and reduced PM margins Established PM community to leverage PM expertise in all geographies Results-driven global collaborative PM approach
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Questions?
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Thank You
Chris Bates [email protected]
www.clarizen.com
Matthew Taylor [email protected]
www.clarizen.com