driving transformation through engaged teams by ranjit sidhu, 13th sep 2016, norwich

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[email protected] .uk @ChangeQuestLtd +44 (0)1276 34480 /ChangeQuest Ranjit Sidhu www.changequest.co.u k Driving transformation through engaged teams 13 th September 2016 APM East of England #apmeoe

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Page 1: Driving transformation through engaged teams by Ranjit Sidhu, 13th Sep 2016, Norwich

[email protected]

@ChangeQuestLtd

+44 (0)1276 34480

/ChangeQuestRanjit Sidhu

www.changequest.co.uk

Driving transformationthrough engaged teams13th September 2016

APM East of England

#apmeoe

Page 2: Driving transformation through engaged teams by Ranjit Sidhu, 13th Sep 2016, Norwich

Integrating project and change management

• Prosci 2016 edition of Best Practices in Change Management‘a direct correlation between change management effectiveness and project success – meeting objectives, schedule and budget’

• Best Industry Outcomes 2012‘Direct correlation between under utilisation of changemanagement and increase in project failure’

© ChangeQuest 2016

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Page 3: Driving transformation through engaged teams by Ranjit Sidhu, 13th Sep 2016, Norwich

Project management vs change management

Project management

+Change

management

Transformation

© ChangeQuest 2016

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Page 4: Driving transformation through engaged teams by Ranjit Sidhu, 13th Sep 2016, Norwich

Leaders

Middle

Teamleaders

Change

managers champions

Specialists HR, OD

Senior managementteam Project

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deliveryteams

One person cannot do this alone

People impactedby change

Leaders canonly make change happen through other people

Page 5: Driving transformation through engaged teams by Ranjit Sidhu, 13th Sep 2016, Norwich

Example approach – fails to achieve change

Strategic Leadership Team

Drivers VisionDefaultApproach

Project and programme management - delivery

Business integration

Fail to achieve expected benefits or behaviour change

© ChangeQuest 2016

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Page 6: Driving transformation through engaged teams by Ranjit Sidhu, 13th Sep 2016, Norwich

Example approach – fails to achieve change

Strategic Leadership Team

Drivers VisionDefaultApproach

Project and programme management - delivery

Business integration

Fail to achieve expected benefits or behaviour change

Some change management

© ChangeQuest 2016

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Page 7: Driving transformation through engaged teams by Ranjit Sidhu, 13th Sep 2016, Norwich

Example of organisational change programme

© ChangeQuest 2016

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Drivers of change• Government regulations

change, so reduced funding from the government

• Increased competition

Aims • Streamline processes and make

them more efficient• Automate processes• Provide better value to clients• Achieve savings of £7M within 3

years

Page 8: Driving transformation through engaged teams by Ranjit Sidhu, 13th Sep 2016, Norwich

Example – successful organisational change

Strategic Leadership Team

Drivers Vision

Getting the organisation ready for change

Support, engage and empower people to make change happen

Project and programme management - delivery

DefinedApproach

Review effectiveness of change approach and adapt

Successful, lasting change that delivered expected benefits

© ChangeQuest 2016

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Page 9: Driving transformation through engaged teams by Ranjit Sidhu, 13th Sep 2016, Norwich

Getting the leadership team aligned

© ChangeQuest 2016

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• Shared understanding of the drivers

• Agree on the vision• Work together as a team• Leadership and change

management training

Page 10: Driving transformation through engaged teams by Ranjit Sidhu, 13th Sep 2016, Norwich

Determining the approach for change

• Type and nature of change• Culture of the organisation• Change ability of the organisation• History of change in the

organisation• Individual responses to change

They recognised this needed to be treated like a cultural changeand agreed on a bottom-up approach to involve people in decision-making

© ChangeQuest 2016

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Page 11: Driving transformation through engaged teams by Ranjit Sidhu, 13th Sep 2016, Norwich

Identifying key areas and people impacted

• Impact analysis• Systems thinking

approach• Scope of changes• Organisational structure• Informal networks

© ChangeQuest 2016

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Page 12: Driving transformation through engaged teams by Ranjit Sidhu, 13th Sep 2016, Norwich

Preparing for change

• Senior leadership team united together, invested effort and time to explain to people ‘WHY’ change necessary and the vision

• Invested in training to motivate teams and equip them for the future

• Frequent follow-up sessions to reinforce messages

© ChangeQuest 2016

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Page 13: Driving transformation through engaged teams by Ranjit Sidhu, 13th Sep 2016, Norwich

Developing effective teams

• Leadership team• Project team• Change team• Change agents• Other support

teams

Effective teams

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Purpose & goal setting

Team operating processes

Inter- team relatio

ns

Team inter- person

al relatio

n- ships

Team roles

Page 14: Driving transformation through engaged teams by Ranjit Sidhu, 13th Sep 2016, Norwich

Anxious, think less clearly

UncertaintyToo many unknowns Lack of information New things to deal with

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Willing to change, motivated

Certainty, information Feeling in control Being listened to Have some autonomy

THREAT

REWARD

Support people through change

Page 15: Driving transformation through engaged teams by Ranjit Sidhu, 13th Sep 2016, Norwich

Develop and maintain trust

Focus on maintaining trust through open communication and genuine dialogue

Visible behaviours

Change disrupts the existing unconscious

system

Emotions Attitudes

Assumptions Beliefs Values

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Page 16: Driving transformation through engaged teams by Ranjit Sidhu, 13th Sep 2016, Norwich

Encourage engagement

• Visible support from Sponsor and leaders of change is critical

• People need to hear information from their immediate managers as well as senior leaders

• For fuller engagement, need to have opportunities fortwo-way interaction and dialogue

• Appeal to hearts and minds - use logical reasoning and connect emotionally

Actions speak louder than words© ChangeQuest 2016

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Page 17: Driving transformation through engaged teams by Ranjit Sidhu, 13th Sep 2016, Norwich

Plan time for effective communication

• Don’t wait until full information is available• Consider impact of changes to individuals• Tailor messages for specific audiences• Allow plenty of time• Encourage feedback and act on it• Ensure consistent messages and• Repeat messages using different formats

For example: online discussion forums, large meetings, team meetings, open coffee sessions, intranet, newsletter, suggestion boxes, feedback boards

© ChangeQuest 2016

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Page 18: Driving transformation through engaged teams by Ranjit Sidhu, 13th Sep 2016, Norwich

Monitoring progress and impact of change

• Put in place clear processes for reporting and issueescalation

• Develop clear action plans to maintain focus and track progress

• Ensure regular progress meetings and reviews to check status and highlight issues

• Make progress visible along with the decisions made• Make different levels of information available for

differentaudiences

• Track and measure benefits resulting from the change

© ChangeQuest 2016

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Page 19: Driving transformation through engaged teams by Ranjit Sidhu, 13th Sep 2016, Norwich

Example of organisational change programme

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Key points contributing to successful change for this organisation

• Managed as a cultural change not just efficiency savings programme

• Bottom-up approach involving people in decisions• Strong leadership support• Clear reporting lines, progress monitoring and reviews• Extensive communication and engagement• Invested effort in training and getting people ready for change

Page 20: Driving transformation through engaged teams by Ranjit Sidhu, 13th Sep 2016, Norwich

Balancing delivery with change

• Are there sufficient activities to manage the people side of change?

• Has sufficient time been allowed to engage people in change?

• Building readiness for change – help prepare teams and people for change, so they can commit to it and be involved in driving transformation!

Project Plan

Change Plan

© ChangeQuest 2016

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Page 21: Driving transformation through engaged teams by Ranjit Sidhu, 13th Sep 2016, Norwich

[email protected]

@ChangeQuestLtd

+44 (0)1276 34480

/ChangeQuestRanjit Sidhu

www.changequest.co.uk

You can find more useful resources on managing projects, change and people at www.changequest.co.uk/resources/

Page 22: Driving transformation through engaged teams by Ranjit Sidhu, 13th Sep 2016, Norwich

This presentation was delivered at an APM event

To find out more about upcoming events please visit

our website www.apm.org.uk/events