Change Success

Willem NooijJuly, 1st 2013

Change Success 2

Definition of business change management

Definition business change management Manage a planned change of processes, systems / technology,

organization (structure, style, roles, responsibilities) Realizing sustainable objectives within given boundaries

Change objectives (examples) Cost reduction, new products or services, increase market share,

increase productivity, be more customer oriented, etc

Change drivers Regulation, law, competitors, customers, technology, ambition

Note: 1. Projectmanagement tools, skills and techniques can be used to meet project requirements2. In some definitions Business change management is focussing only on the people-side of change3. In MSP (Managing Succesful Programs) the role of a Business Change Manager is to realize the benefits of a change

Change Success 3

Definition of success

Time

Current Performance (A)

Desired Performance (B)

1

5

On Budget On Time Quality Benefits Sustainable

Change Success 4

Definition of success

Time

Current Performance (A)

Desired Performance (B)

1

5

On Budget On Time Quality Benefits Sustainable

The red line indicates a non-succesfull changeThe green line is needed (and possible) because competition drives you to exceed expectations which are set several months ago.Continuous improvement is needed

Change Success 5

Maier’s law

• Result is the product of Quality and Acceptance

R = Q * A

Change Success 6

Maier’s law

• Result is the product of Quality and Acceptance

R = Q * AOn what aspect do you spend most

time and effort?

Change Success 7

Success ratio and causes

30%Successfull

70%Non-Successfull

Resistance employees39%

Management behaviour33%

Resources, budget14%

Other14%

Change Success 8

Knowing, Willing & Be able to, lead to co-ownership of the change

Do you want involvement / engagement or co-ownership?

People are willing to take co-ownership on the change if they: 1. Know what the change

means to them and2. Willing to change and3. Able to work according

to the new way of working.

WillingMotivation EngagementTrustSatisfaction

KnowingGoalsRouteRules of the game (freedom)Impact (what’s in it for me?)

Be AbleTimeKnowledgeExperienceTools

Change Success 9

Leadership in a nutshell

Goal Behaviour Result

Actions to influence

Knowing Willling Able to

Willing

Able to

Knowing

Change Success 10

An excercise

Your task is to increase the number of people using the normal stairs and reduce the number of people using the escalator. A solution can be found when playing:http://www.youtube.com/watch?v=2lXh2n0aPyw

The E2E business change process

ACurrent

state

BImproved

state

WHAT

System

Organization

Process

Integrated approach of Process, Organization and System

The E2E Business change process: What and How

ACurrent

state

BImproved

state

WHAT

HOW

1A shared need for change

2rules and level of freedom of the change

3Formation of the change team

4challenging and appealing goals and vison

5Route + action plan

6Execute actions & celebrate success

7Learning & Securing

System

Organization

Process

Change Success 13

The E2E Business change process: What and How

ACurrent

state

BImproved

state

WHAT

HOW

1A shared need for change

2rules and level of freedom of the change

3Formation of the change team

4challenging and appealing goals and vison

5Route + action plan

6Execute actions & celebrate success

7Learning & Securing

Design Build TestProcurement Train Implement

System

Organization

Process

Change Success 14

How do you know the status of a change ?

A

B Indicators (type I)- Revenu- Market share- Productivtiy- etc

Indicators (type II)- Trust- Engagement- Fun, Satisfaction- Pride

Source: http://www.succesgps.nl

Change Success 15

Case

European Warehouse, 150 employeesNew IT system, new processes, new warehouse infrastructureInitial assignment: Quality of 12 Teamleaders has to improve personal coaching -> team coaching -> organization development (15 months)

At the start Now “7 steps”

1 Not all personal capabilities were fully used

Everybody has additional tasks and responsibilitiesTL is doing part of the work of the manager; manager is doing part of the work of director

5, 6 and 7

and 3

2 Technical ambition focused on KPI’s

Inspiring and shared ambition understood by all employees

1 and 4

3 Communication was not sufficient

Quarterly company meetings, monthly department meeting (with interaction).

5 and 6

4 Fun, pride and engagement was less 7

Average 8 6

Change Success 16

Case

European Warehouse, 150 employeesNew IT system, new processes, new warehouse infrastructureInitial assignment: Quality of 12 Teamleaders has to improve personal coaching -> team coaching -> organization development (15 months)

At the start Now “7 steps”

1 Not all personal capabilities were fully used

Everybody has additional tasks and responsibilitiesTL is doing part of the work of the manager; manager is doing part of the work of director

5, 6 and 7

and 3

2 Technical ambition focused on KPI’s

Inspiring and shared ambition understood by all employees

1 and 4

3 Communication was not sufficient

Quarterly company meetings, monthly department meeting (with interaction).

5 and 6

4 Fun, pride and engagement was less 7

Average 8 6

Productivity +10%Quality +55%

Satisfaction +15%Example for Holding

Change Success 17

Checklist

What 7-steps Checked?

1 Shared: sense of urgency and ambitionincl change story and benefits

1 and 4

2 Leadershiprole model; transparant; communicate, reduce uncertainity; celebrate small success; motivate; feedback; handle resistance. Be clear about desired outcome and boundaries

2 and 3

3 Engagement (stakeholders, management, employees)From the beginning

3

4 Integrated approach of Proces, System and Organization 5 and 6

5 Small steps -> Success -> TrustMeasure type I and type II indicatores, “celebrate’ success

5 and 6

6 Focus on learning and developmentFirst time right is not necassary; remember how you learned to ride a bike.

5, 6 and 7

7 Planning and change process clear, transparant, mutual, understood

1 - 7

Communication

Change Success 18

ChangeAccelerator

Time: 1 – 3 days a weekChange plan and strategy

Role VAViA: Executive

Role VAViA: Changemanager,

Projectleader,Facilitator

and/or embedded coaching

Realize

Successfullresults

Time: Max 40 hoursWhen: at the start and / or during a change

Our servicesRealizing sustainable and succesfull business changes

Change Success 19

Actions to influence behaviour(interventions)

On individual or group level

Use the “Knowing, Willing, Be able to” framework

Examples- Feedback- Promotion- Workshop- Meeting- Investigation- Visit a customer- Training- Move to another floor/building- Fun, humor, pride, trust- Games, simulations- etc

Carrot or stick?

20

Where to influence behaviour(Dits & Bateson)

Change Success

Personal Mission

“what is my purpose”

Identity“who am I

Values & Beliefs“what do I want / believe”

Skils“what do I know / are my competenties

Behaviour“what do I do

Environment, situation, context