change management iiba 2011 08-25

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International Institute

of Business Analysis

Vision: The world's leading association for

Business Analysis professionals”

Mission: To develop and maintain standards for the

practice of business analysis and for the certification

of its practitioners

Our Board

Special Thanks to Outgoing President Ken Miller and Outgoing

Treasurer Kim Mallory

Position Officer

Secretary Tammy Reno

Treasurer, new Jon Rouseeau

VP Marketing, new Justin Alford

VP Communications, new Holly Wood

VP Events Ami Harvey

VP Membership Chander Sharma

VP Education Vacant

President, new Greg Garner

Today’s Speaker – Steve Little

Principal Consultant, Strategic Solutions Group, InfoWorks

25+ Years Experience

CEO Executive Management

Consulting

Academics

Research

Policy & Strategy

Business Statistics

Management Science

Professor at Lipscomb University

Works with Non-Profit Organizations

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"It is not necessary to change…

survival is not mandatory"

~ W. Edwards Deming

CHANGE MANAGEMENT

IIBA August 25, 2011Steve Little, Principal Consultant, Strategic Solutions Group, InfoWorks, Inc. 4

THIS IS NOT A COMMERCIAL


Vision Realized

Vision Created

Hard Work

Most people don’t recognize opportunity because it’s disguised as hard work.

THIS IS NOT A COMMERCIAL


Vision Realized

Vision Created

We love the in-between

Where Business Analysts live

BUSINESS ANALYST, THE GREAT COMMUNICATOR


“The single biggest problem with communication is the illusion

that it has taken place.”

~ George Bernard Shaw


Change Management

Change happens

The only constant in business…change

Change before you have to

It’s a choice

MY FIRST CHANGE MANAGEMENT LESSON…


RESISTANCE TO CHANGE…


1. THE RISK OF CHANGE IS SEEN AS GREATER THAN THE RISK OF STANDING STILL

2. PEOPLE FEEL CONNECTED TO OTHER PEOPLE WHO ARE IDENTIFIED WITH THE OLD WAY

3. PEOPLE HAVE NO ROLE MODELS FOR THE NEW ACTIVITY

4. PEOPLE FEAR THEY LACK THE COMPETENCE TO CHANGE

5. PEOPLE FEEL OVERLOADED AND OVERWHELMED

6. PEOPLE HAVE A HEALTHY SKEPTICISM AND WANT TO BE SURE NEW IDEAS ARE SOUND

7. PEOPLE FEAR HIDDEN AGENDAS AMONG WOULD-BE REFORMERS

8. PEOPLE FEEL THE PROPOSED CHANGE THREATENS THEIR NOTIONS OF THEMSELVES

9. PEOPLE ANTICIPATE A LOSS OF STATUS OR QUALITY OF LIFE

10. PEOPLE GENUINELY BELIEVE THAT THE PROPOSED CHANGE IS A BAD IDEA

~ A. J. Schuler

THINGS TO CONSIDER…


• Fear of loss is a greater motivator than the hope of gain

• The most elegant solution is worthless unless it is adopted

• A plan that cannot be changed, is not a good plan

• People don’t care how much you know until they know how much you care

• I choose to believe that people inherently want to perform well and to do good. It is our job to create an environment that makes it easier for them to succeed than to fail (remember that a failure can actually be a success...it will only be a failure if it stops there).

PREPARING FOR CHANGE…


1. Expose the need for change

a. Communicate the need to everyone in the organization – all must

understand why change is needed

b. Share a vivid, credible picture of what will happen to the organization if

change is not made

c. Create a sense of urgency

d. Begin preparing each person for change (“Who Moved My Cheese”)



2. Create a respected, trusted coalition of change agents

a. Enlist the right people

i. Cross-functional, multi-level

ii. Respected and trusted by the organization (unquestioned character, unquestioned competence)

iii.Demonstrated leadership

iv.Visionary – not constrained by what exists today; not overly influenced by “we tried that before and it didn’t work”

v. Evangelists – passionate about what they believe and not afraid to share that passion

b. Collectively create the vision and the strategy for realizing it

c. Continue appropriate communications to the rest of the organization during this process



3. Share the vision

a. Communicate the vision to all (consider external stakeholders as well)

b. The vision must have the following characteristics

i. Appropriate – It is consistent with the mission, or the mission is changed to be consistent with the new vision. It will ensure the success of the organization (a success that is much greater than that which could be achieved without change).

ii. Realistic but big

iii.Understandable and palpable

iv.Motivating – “I want to be part of this.” “I am willing to sacrifice to make this happen.”

c. Develop and implement a communication plan that continually reminds the organization of the new vision. Consistency of the message along with frequency and diversity of the communication are important.



4. Create and communicate the safety net

a. Don’t mislead people. Some will be displaced as a result of the change.

b. How will decisions be made?

c. What will happen to those who are displaced?



5. Make initial organizational changes

a. Ensure that the change agents are properly placed in the organization

b. Eliminate resistance first through persuasion, second through

containment (don’t let them do damage, they may get on board later),

and as a last resort through termination.

c. Eliminate protectionism and turf battles

d. Empower broad-based action (everyone is part of the solution;

everyone’s ideas are valued; everyone’s contribution and sacrifices are

needed)

THE CHANGE PROCESS…


1. Generate short-term wins

a. Success is the best antidote for skepticism

b. As successes build, the change process will become self-perpetuating

c. The wins should clearly be consistent with the vision; be sure that

people see the linkage



2. Celebrate successes

a. It is important for progress to be recognized

b. It is important to have moments of community celebration and pride in

what has been accomplished



3. Stay on track; finish the job

a. Through project management (or similar constructs), ensure that the

change process continues moving, moves in the right direction, and is

completed

b. Expect the unexpected

c. Apply new learning (modify the plan as the organization creates more

and better information); re-communicate as you modify



4. Respect the casualties

a. People will leave the organization. Many people who leave (or are asked

to leave) made contributions to the past success of the organization.

Honor those who are leaving (it speaks volumes to those who are

staying).

b. Processes will change. Remember that some people took pride (derived

value) in performing that process well. Respect the transition.



5. Anchor the changes in corporate culture

a. Talk about progress every chance you get. Tell success stories about the change process, and repeat other stories that you hear.

b. Include the change ideals and values when hiring and training new staff.

c. Publicly recognize key members of your original change coalition, and make sure the rest of the staff - new and old - remembers their contributions.

d. Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten

THAT WAS A HEAVY LIFT…



Patient to dentist: “Doc, do I have to floss between all of my teeth?”

Dentist to patient: “Oh, no, no, absolutely not!”

“Only the ones you want to keep.”


Do we have to practice change management for every change?

“Oh, no, no, absolutely not!”

“Only the changes that matter.”

• Lean, effective cadre of managers plans and directs all efforts

• Changes are planned far in advance and implemented very deliberately

• Otherwise…

THE EFFICIENT ORGANIZATION


• Failure to change, or

• Changing too impulsively

• Can have disastrous consequences

• Team oriented

• Empowered employees

• Responsive, decisive, quick to take action

THE FLEXIBLE ORGANIZATION


WHICH REFLECTS BUSINESS TODAY?


WHAT’S THE ANSWER?


ORGANIZATIONAL DEVELOPMENT


• Equipping the organization and individuals within the organization to achieve long-term success

• Identifying and remediating obstacles to organizational and personal success

• Building a strong, positive, success-oriented culture

• Ensuring that high-performing teams are the rule, not the exception

• Creating an environment that embraces and leverages change (innovation…tolerance for failed attempts)

• Helping a barge crew become a white-water rafting team

LEADERS & MANAGERS


"There is a profound difference between management and leadership, and both are important. To manage means to bring about, to accomplish, to have charge of or responsibility for, to conduct. Leading is influencing, guiding in a direction, course, action, opinion. The distinction is crucial."

And in one of his most famous lines, he added,

"Managers are people who do things right and leaders are people who do the right thing."

~ Warren Bennis

LEADERS & MANAGERS


Leaders use their heart to lead and

Managers us their head to manage

Think in terms of: Leaders = Change Managers = Stability Together = Controlled Change

Vision without action is a daydream.Action without vision is a nightmare.

~Japanese Proverb

FINAL THOUGHTS


• The change process

• Generate short-term wins

• Celebrate successes

• Stay on track; finish the job

• Respect the casualties

• Anchor the change in corporate culture

• Organizational Development

• Leaders & Managers

• Survival depends on change…managed change reduces the risk of failure

• People resist change…earn their trust

• Prepare for change

• Expose the need for change

• Create a respected, trusted coalition of change agents

• Share the vision

• Create and communicate the safety net

• Make initial organizational changes

Do well and do good

change management iiba 2011 08-25

Leadership & Management

infoworks steve

welcome steve little

strategic solutions

business planning

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row of change