people firm why enterprise change management heat maps

1 © 2012 PeopleFirm. All rights reserved. © 2012 PeopleFirm. All rights reserved.

Enterprise Change Heat Maps: Are you at Change Saturation levels?

2 © 2012

PeopleFirm. All rights reserved.

Wikipedia defines a heat map as a graphical representation of data

where the values taken by a variable in a two-dimensional table

are represented as colors.

Wikipedia has no definition for a

Change Heat Map… yet!

3 © 2012


But people are talking about Change Saturation

and Change Fatigue

4 © 2012


Why?

Because today’s organizations are

saturated with change… and their

employees are fatigued.

5 © 2012


In 2010, 82% of employees experienced

significant change at their organization.

What’s more …66% of employees anticipate additional change in the next six months,

including layoffs of team members, significant organizational restructuring, and changes in

one or more senior leaders.

Source: CLC Building Engagement Capital, 2010

6 © 2012


Per Towers Watson’s 2011 Talent Management & Rewards Survey, most organizations (65%) expect

employees to work more hours than before the recession; and over

half (53%) expect this to continue — putting particular strain on professional level employees.

“Employees at many organizations are already suffering from change fatigue. As a result, when the labor market does recover, companies can expect a sharp

increase in voluntary turnover . . .”

Laurie Bienstock, North America leader at Towers Watson

Source: 2011 North American Towers Watson Talent Management and Rewards Survey

7 © 2012

PeopleFirm. All rights reserved. Source: Prosci’s 2012 Best Practices in Change Management

0%

20%

40%

60%

80%

100%

2007 2009 2011

59% 66% 73%

Organizations are reporting increasing

Change Saturation

8 © 2012


Employee stress is heightened when changes collide … when multiple changes from different

sources hit an employee group at the same time.

Business Unit

Priorities

Strategic Initiatives

Enterprise Programs

Program Management

Agendas

Corporate Change Saturation becomes most apparent when

we evaluate the change burden employees are carrying.

9 © 2012


The results when survey participants were asked… “do you have a structured process for

managing your change portfolio?”

15%

24%

61% NO

YES

The few who are working to address the change

saturation and collision risks identified portfolio

management tools and prioritization as the top two

mitigation tactics.

Don’t know

Source: Prosci’s 2012 Best Practices in Change Management

10 © 2012


Surprisingly, most the organizations with awareness of their own change saturation, report doing “nothing” to address the risks.


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The symptoms of change

are real and “show up”

Individual behaviors

exhibited in a change-saturated environment

• Disengagement and apathy

• Frustration and stress

• Fatigue and burnout

• Resistance

• Confusion

• Cynicism

Symptoms of change

saturation with Projects and project teams

• Unrealized benefits

• Lack of resources

• Changes were not sustained

• Projects failed to gain momentum

Organizational symptoms of a change- saturated environment

• Higher turnover

• Productivity decline

• Increased absenteeism

• Loss of focus on business basics

• Negative morale


12 © 2012


How much is change

saturation costing your

organization?

59% of projects were considered unsuccessful IBM 2008 Study – “Making Change Work”

Employee turnover costs range from 50% - 150% of salary + benefits for each employee loss from burn-out

$63 billion is spent on IT projects that fail in the U.S annually CIO Insight, June 2010

Unplanned absences drove a 54% decrease in productivity/output and a 39% drop in sales and customer service. 2008 Mercer/Marsh Survey on health, productivity and absenteeism

13 © 2012


Lacking visibility

Admiring the

problem

Taking action, mitigating

risks

So, where is your organization in understanding and managing change saturation?

14 © 2012


The top strategic change initiatives in your organization this year?

The degree and volume of change your employees will face?

The changes that are likely to collide?

How much change is too much?

How your bottom line will be impacted?

How can you mitigate the risks?

Do you know . . .

15 © 2012


If change is a constant… like the weather, how can you predict it?

and what should you do to prepare for the

storm?

17 © 2012


Step 1: Assess … no visualize your risk

UW / UA RVP / TM/AS Agents EMG

Sales ActivitiesWC BOR Expires X X X 1-Jul

WC - Propel Book Renewals X X 1-Oct

National Sales Meeting X 8/9-8/13

President's Award Incentives Trip X X X X 5/17-5/20

Agent Golf Tournaments X X 7/13 - OR 9/9 - ID

Agency Roundtables - Coos Bay X 6/1-6/3

Bandon Dunes meeting 10/5-10/7

Payne Financial Rope & Stroke X MT: 6/2-6/4

Conference / External Activities

Insurance Conventions X X 5/24 - 5/26

IABI - Insurance Agent Brokers of Idaho 8/16-8/18

IABI - Insurance Agent Brokers of Montana 7/14-7/15

Oregon Convention 8/29-8/31

PIA Convention for Oregon 10/24-10/26

Montana Governor's Cup X X 8/4-8/6

Montana Chamber Golf Tournament

Idaho Golf Tournament

Julie Out 17-Sep

LNW Normal Business ActivitiesAgency Reviews X X X

Agency Profit Sharing Development work X

Audits Due X 15-Sep

Mid Year Performance Reviews X X X X

Talent Reviews X

LNW Planning Season X X

Employee Town Halls X X X X 6/9-10: SEA

COR X 7/21: SEA

RCG Planning Prep X 29-Jun

Alaska Roadtrip (Julie, Gary et al)

ProjectsNew Audit Database X

Bill ing System

Authorities Implementation X

Documentation??

Vista Roll-out X X X X

CCCA - Guidwire Implementation??

Safeco Personal Lines Conversion

July August September OctoberImpactAudience

April May June

Initiative View

Enterprise View

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Step 1: Assess … no visualize your risk

From your stakeholder’s view :

• Identify the levels of impact

• Understand the volume of change

• Overlay key business events such high work spikes, heavy employee vacation timeframes, normal yearly business events

• Increase visibility

• across functions, departments and/or business units;

• move away from siloed thinking

• Mitigate change saturation risks

• Increase adoption / success

• Ensure planned business results are achieved

Assess Benefits

• Improved decisions on strategic priorities and timing, leveraging change initiative insight and awareness.

The Goal

19 © 2012


Step 2: Build your mitigation plan

Adapt: Can you change the deployment timing of your effort to maximize the best possible timing for adoption?

Adjust: Is there anything within the ‘rhythm of the business’ that can be changed – delayed, removed or scaled back?

Integrate: Should the initiatives be consolidated for certain stakeholder groups – e.g. Could training efforts be rolled into one?

Shift: Should one project go before the other to mitigate change saturation and risk?

Intervene: What intervention should be applied to mitigate the risk of change saturation? More resources added to the project? Additional change management activities to ensure readiness?

Take the time to consider

your options!

20 © 2012


Step 2: Build your mitigation plan

Our clients are successfully

mitigating their risk and

associated costs related to change

saturation.

Client Change Heat Map Type

Mitigation Steps Results

Fortune 100 Insurance Provider

Initiative View for Transformative Technology, Process & Product Project

1. Received ‘permission’ from Corporate to have grace period on audits that were to occur at the same time

2. Delayed implementing Windows 2010/Office 7 until 3 months post-launch

Met Adoption Scorecard Indicators Successful deployment as proven by project results

Regional Utilities Provider

Enterprise View as defined by Large, Strategic, Enterprise Initiatives

1. Forming Enterprise-wide Governance Committee

2. Researching how best to mitigate Q4 impacts

In early stages of implementing

21 © 2012


Change Heat Maps

are a key enabler to

aligning the

organization and

becoming more

Change-Capable.

Step 3: Increase change resiliency throughout the organization

PeopleFirm’s Change-Capability Framework™

22 © 2012


Can we help take that weight off your shoulders? If so, we’d love to share more about our Change-Capable Solutions with you.

Your People = Your Business

www.peoplefirm.com

PeopleFirm, LLC

2201 Sixth Ave. Suite 150

Seattle, WA 98121

Thank You

Tamra Chandler

e [email protected]

o 206.462.6462 x120

c 206.399.8701

Beth Montag Schmaltz

e [email protected]

o 206.462.6462 x120

c 425.591.3400

people firm why enterprise change management heat maps

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