julie person geeta durham jeff stalcup · 2018-04-03 · jw marriott live los angeles, ......
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ACMP GLOBAL CONFERENCEJW MARRIOTT LIVE LOS ANGELES, CALIFORNIA, USA APRIL 14-17, 2013
WHEN TO LEAD WITH CHANGE…ALWAYS
Julie PersonGeeta Durham
Jeff Stalcup
McKesson
ACMP GLOBAL CONFERENCEJW MARRIOTT LIVE LOS ANGELES, CALIFORNIA, USA APRIL 14-17, 2013
LEARNING OBJECTIVES
• Understand the importance of change management as the primary driver of success in large scale transformational initiative.
• Link the science of change management to program management.
• See how effective communications design is key to making organizational transitions real for people.
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Presentation Notes
Prologue In 2009 McKesson hired Jorge Figueredo to replace the outgoing and retiring CHRO Paul Kirincic. At that time Human Resources was fairly decentralized with traditional and small centers of excellence reporting to Corporate and then each Business Unit essentially operating their own HR functions.� When Jorge arrived on the scene HR colleagues were anxious for him to unveil his platform and tell us what his big plans were for the HR Function. Jorge did not do that. In fact we didn’t even see Jorge for the first six months – he spent all of his time on the road visiting customers and business leaders – time getting to know the business.� A little more than a year into his tenure Jorge started talking about contemporary HR models and Shared Services. McKesson being a largely allied or decentralized organization does not really have shared services in any function, let alone HR. Jorge didn’t make any big moves but he kept seeding the concept and for about six months we heard commentary on what World Class HR organizations looked like.� In September of 2010 Jorge invited a consultancy to present a best practices report on what World Class HR looked like. At the end of the meeting Jorge told the top team – I want to be world class. To enable McKesson to get to the next level, we need to be world class.� From there Jorge worked with a small group of people to help him think through what the implications of building a world class HR organization would be – which led to the first real reveal of McKesson’s journey to World Class HR in January 2011 to a large group of HR leaders in New Orleans. In New Orleans Jorge put forth the same World Class benchmarking study and said to a group of about 200 – I want to get there – we need to get there to enable McKesson’s success for the future.� And so the tone was set. McKesson was on the road to World Class HR and we were going to take our HR Community on the journey with us. To be clear the journey actually started in the first 6 months that Jorge was flying around the country meeting customers and clients – he was planting the seeds of future change. �
ACMP GLOBAL CONFERENCEJW MARRIOTT LIVE LOS ANGELES, CALIFORNIA, USA APRIL 14-17, 2013
Presenter
Presentation Notes
Prologue In 2009 McKesson hired Jorge Figueredo to replace the outgoing and retiring CHRO Paul Kirincic. At that time Human Resources was fairly decentralized with traditional and small centers of excellence reporting to Corporate and then each Business Unit essentially operating their own HR functions.� When Jorge arrived on the scene HR colleagues were anxious for him to unveil his platform and tell us what his big plans were for the HR Function. Jorge did not do that. In fact we didn’t even see Jorge for the first six months – he spent all of his time on the road visiting customers and business leaders – time getting to know the business.� A little more than a year into his tenure Jorge started talking about contemporary HR models and Shared Services. McKesson being a largely allied or decentralized organization does not really have shared services in any function, let alone HR. Jorge didn’t make any big moves but he kept seeding the concept and for about six months we heard commentary on what World Class HR organizations looked like.� In September of 2010 Jorge invited a consultancy to present a best practices report on what World Class HR looked like. At the end of the meeting Jorge told the top team – I want to be world class. To enable McKesson to get to the next level, we need to be world class.� From there Jorge worked with a small group of people to help him think through what the implications of building a world class HR organization would be – which led to the first real reveal of McKesson’s journey to World Class HR in January 2011 to a large group of HR leaders in New Orleans. In New Orleans Jorge put forth the same World Class benchmarking study and said to a group of about 200 – I want to get there – we need to get there to enable McKesson’s success for the future.� And so the tone was set. McKesson was on the road to World Class HR and we were going to take our HR Community on the journey with us. To be clear the journey actually started in the first 6 months that Jorge was flying around the country meeting customers and clients – he was planting the seeds of future change. �
Cast of Characters
Julie—Program Management Office
Geeta—Change leadership
Jeff—Communications & Creative
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It’s also why I asked my colleagues Geeta Durham and Jeff Stalcup to join our journey – as change agent and communication leaders I planned for them to help me lead the transition first with change instead of a massive project management effort.
Table of Contents
1 Designing for the Future
2 Getting to Alignment
3 Placement & Movement
4 The Go-Live
5 Sustaining HR. Even better
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Jeff to cover—moments of truth for the project. Key elements that really made the difference.
Prologue
A Visionary Leader
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Jorge unlike many senior leaders understands that in order for any major transformation to be successful you have to figure out what you want people to think, feel and do when they get to the new normal of the transition you’re making. Jorge’s natural inclination to lead what change is why I agreed to take on the leadership challenge of designing and implementing McKesson’s new HR Service Delivery model.�
Our guiding principlesTell people what you know when you know it.
If you don’t know something, tell people when you will.
Be open and transparent in all communications.
Communicate regularly and with consistent message
Review communications with appropriate leadership
Be forward-looking
Keep multiple viewpoints in mind
Provide a central repository for questions and answers
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WHAT WE DID: We brought the Leadership Team together to confirm charter, agree to guiding principles – specifically the principle of being transparent about the work with all of our HR Colleagues and the organization This was a pivotal decision because with the principle of transparency we were forced to not only be clear about what was happening but to communicate tough messages when tough decisions were being made
C H A P T E R O N E
Designing for the Future
The Work of Design
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We brought them together in person to participate in design team working session – big event to build excitement and gain momentum and to take everyone through the bridges transition model We knew that this change in organizational structure would require extreme focus on helping people get through the phases of transition – we wanted our design teams to be able to make that transition faster and bring their peers back at the office along with them Design teams spent the first six weeks doing nothing but benchmarking how other organizations were delivering HR services – (TELL ER STORY) Design teams spent a total of six months in design mode before presenting final proposals to the HR Leadership team
The Science of Design
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Leading versus Managing the change. We talk about change management when 2/3 successful transformation is 70-90% leadership and 20-30% management. Management is a set of processes to keep things smooth versus a set of processes that create organization. EEs in older organizations have difficulty getting change started or keeping it going because of lack of leadership. Management is important to keep transformation process from getting out of control but leadership is essential for it to get over corporate inertia that’s required for transformational change. Initiating Transformational Change. Science: Kotter First Three: Creating Urgency, Guiding Coalition, Communicating the Change Vision. Create urgency-Guiding Coalitions by getting EE themselves designing the system. Getting them over the complacency hump using various ways to raise the urgency level including the key of having EE and resistant leaders themselves go through the discovery of listening to their customers/clients and benchmarking other organizations to see what’s possible and pit that against McKesson’s financial growth. Communicated the vision continuously in engaging colorful ways, didn’t stop and measured stakeholder buy-in to problem as well as buy-in to vision. Spent more time selling problem first versus selling solution (Bridges).
Making Design Real
“Fred’s Files”
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Play Fred’s Files
Making Design Real
“Fred’s Files”
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Play Fred’s Files
C H A P T E R T W O
Getting to Alignment
The work of getting to alignment
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Once the proposals were adopted we had to make them real HR Leadership Team took the proposed model and mapped all HR colleagues in to it to see where people fit, where they fell out At this stage in the project the theoretical starting become more real – HR leaders started to resist We asked everyone to sign in INK their intent to support the design as agreed to Mapping people into roles helped us better understand how they would feel about the transition and what support they would require We created tools that helped individuals assess their strengths and more importantly their passions We created scripts to help employees and managers talk about future roles And we created guidelines for actually moving people into roles in a respectful way – aligned with our ICARE shared principles
The Science ofAlignment
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Leadership Playbooks/Stakeholder Management Science: Bridges Marathon effect for Leaders– We needed the leaders ahead of the change recognizing for themselves what their EE’s will go through and how to lead them through it. It’s more then simply aligning vision and ensuring commitment. It starts by realizing that they too are going through a personal transition and giving them coaching/space/tools to start with themselves and then help others. We expect our leaders to know how to do that – Our job is to enable/equip our leaders while they are still flying the plane. (I can throw in a couple of other leadership science examples as quotes during the presentation) Science: Bridges/Kates Kessler. Empowering EE for Broad-based Action by tackling structural barriers directly.
Making Alignment Real
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walking deck
C H A P T E R T H R E E
Placement & Movement
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Understanding the emotion of transition and how to manage it was an important tool for people to have as they were accountable for not only managing their own journey but their team’s journey and their customers and clients as well.
The work of moving our people
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WHAT WE DID: As mentioned earlier understanding that this transition was immensely personal was critical in how we developed our approach to getting people through it ---- that started with the Bridges transition training for the design teams and eventually for all HR colleagues We also implemented a Peer Advisory Transition Team – our eyes and ears of the organization to feed back to us how people in general were doing Some of the feedback we received was that there was a great desire for more information specifically about how the model would work To support the need, we developed A LOT of content to help colleagues understand why the new model was important and how it would work and how they could see themselves fitting in to it The communications team was absolutely essential for bringing all of these things to life for us
The Science of Placement and Movement
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THE SCIENCE BEHIND IT: Peer Advisory Transition Team – Instant double-loop learning for the change team put into place to guide transition. Marathon effect for EE – Mapped what type of activities would help employees move through transition. What questions needed to be answered and what events would help facilitate that transition for individuals. How do we cement endings? What will help people through neutral zone and how do we use that time as a mechanism for organizational renewal…done through exploration of individuals passion in HR and discussions around aspirations/future. Tried to pace the transition events with the change taking place. At times, we’d pressure the change to speed up or say we’re need to slow down as not individuals aren’t there yet – need to find an accelerator.
Making the Moves Real
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Micro site with org chart, HR wire, etc.
C H A P T E R F O U R
The Go-Live
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As you can see, we have a pretty complex landscape as a backdrop to our story…. if you need the Cliff Notes’ version here it is: External forces including the economy, healthcare reform and the globalization of the universe are causing McKesson to think about & do business differently As McKesson starts to evolve, as we think and do things differently, HR must be aligned and positioned to support these changes McKesson’s business model evolves to meet the expectations of our changing universe HR must As McKesson’s business model evolves as a result of the universe changing, McKesson HR needs to evolve and align to support the business The way HR is going to align to the business is to re-think our HR Service Delivery model The next question is how? That’s the plot to our story. And here to describe how we’re going to get started developing one aspect of our plot are Tiffany Owens, Wood Lovell and Priscilla Stewart-Jones.
Working towards Go Live
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WHAT WE DID: Focused on Get Fit training and having people understand how to work together through interaction flows, practice sessions, etc., Prior to actually moving people into new roles we scheduled a series of learning events to help people build capability and test out the new way of working – this included a lot of scenario based exercises where individuals worked through RACI maps to better understand roles and responsibilities – Scenarios were a great way to highlight where the gray areas were going to be and to help people understand that in the new model the ability to work through the gray was critical Also extremely critical was the ability to communicate and build relationships One of the primary reasons we brought people together was so that they could build connections with their HR partners It was imperative that individuals TRUSTED each other and personal interaction was a huge part of that
The Science of Go Live
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THE SCIENCE BEHIND IT: Kates/Kessler – Interaction maps simulations concept. <need to look up the term they use> Used multiple ways to get EE around workflow and building relationships necessary for interaction to take place. Kotter – Reference to simulation/training in Step 5.
Making It Real
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Personas Focus Groups BU-owned comms Etc.
C H A P T E R F I V E
Sustaining HR. Even Better
The work of getting to a new normal
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WHAT WE DID: We launched the model in waves – this was helpful because what we learned from Wave I was applied to Wave 2 and with every Wave we got better and smarter Once we were complete with the Waves we didn’t let up on the communication and information flow to the HR Community – primarily channels were kept in place Development opportunities, specifically for the HR Business Partners also continued For HRBP’s we launched the HRBP Community of Practice – We host monthly learning sessions and have built a site just for HR Business Partners to access tools, templates, articles, learning session recordings. Etc Sustaining the change is a lot harder though than the transition. In transition people were anxious but also excited. Now that we’re through the transition individual skills and capabilities are really being tested out and there’s a lot more anxiety – anxiety that can’t be resolved by communications and development alone --- at this point we need to engage our leadership in a different way to provide coaching and mentoring and also help people into the right space
The Science of sustaining the new
model
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THE SCIENCE BEHIND IT: Kotter’s Anchoring New Changes in the Culture: Have continued to focus on improving and deepening the change into the culture. Talent management processes, aligning functional scorecard and customer satisfaction measures, intentional arrangement and discussion town-halls and broad communications, etc., Bridges New Beginning: Be consistent and renewal focus
Making the new normal real
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Tie to leadership and business content Insert new radio show graphic… HR Wire…
Enable the McKesson vision to empower healthcare by being a
talent champion, ensuring operational excellence and fostering a
high performance organization.
The McKesson HR Mission
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Julie to cover…
E P I L O G U E
Questions & Discussion
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Thank you for your attention this morning. This afternoon we will take a little bit different approach to telling our HR Story. We’re going to learn about the author – All authors have a point of view or lens they bring to their writing – whether or not it’s intentional is completely up the author. So we’re going to spend some time learning about ourselves and the perspectives we bring to McKesson’s HR Story.