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April 30, 2014
Amy Marshall Alexis Langlois Shelly Angolano Nick Satterfield
The Magnitude of Managing Change
Amy Marshall Alexis Langlois
Shelly Angolano
• 2006 Associates -Mechanical Engineering
• 2014 Bachelors - Business Management
• Husky Injection Molding -Manage multiple teams
Nick Satterfield
• 2007 Associates General Eng. & Tech
• 2014 Bachelors
Business MGT
• IBM Equipment Support Technician
• 2004 AS Gen. Engineering
• 2014 BS Bus. Tech. Mgmt
• Org. Change Management – Business Transformation
Keurig Green Mountain
• 2014 Bachelors- Business Management
• Costco Wholesale- Major sales assistant
Change can be a difficult
endeavor for any
organization. Without
proper structures, activities,
and skills, change projects
are often terminated,
abandoned, or result in
failure. People
TechnologyProcess
Amy Marshall
The need for change management
Alexis Langlois
Establish a change management approach
Shelly Angolano
Ensure changes are effective
Nick Satterfield
Develop a change agent network
Agenda:
Amy Marshall
The Need for Change Management
30.00%
70%
Change Initiatives
Successful
Unsuccessful
30 %
70 %
Amy
Leading Causes to Failure….
UnsuccessfulChange
Initiatives
2010, Oracle is the Information Company: Process Transformation and Adoption of Change
EMPLOYEES MANAGEMENT
Amy
2010, Oracle is the Information Company: Process
Transformation and Adoption of Change
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Large Scale
Technology
Projects
Small Scale
Technology
Projects
Employee Resistance Other Reasons
Leading Causes to Failure….
Amy
All Projects Aren’t Equal
•Overall project length
•Scope, Schedule, Cost
•Executive and staff commitment
•Effort to manage the change
Amy
The Feelings of Change
ANXIETY
Can I
cope ?
HAPPINESS
At last
something’s
going to change !
GUILT
Did I
really do
that?
DEPRESSION
Who am I?
GRADUAL
ACCEPTANCE
I can see
myself in
the future
MOVING
FORWARD
This can
work and
be good
HOSTILITY
I’ll make this
work if it kills
me!!
THREAT
This is bigger
than I thought!
FEAR
What impact
will this have?
How will it
affect me?
DISILLUSIONMENT
I’m off!! …
this isn’t
for me!
Amy
Executive Influence and Engagement
BenchmarkYear Active & Visible
1998
2000
2003
2005
2007
2009
Amy
Operational Complexities
Amy
Listen…Change is Coming
"Messages about change
having serious, human
implications can be
alienating if they are
delivered via channels
perceived as impersonal,
distant, or lacking
interactivity.”
2000 Stephen Axley, Communicating Change:
Questions to Consider
Amy
Keys to Managing Change
Establish a Change Management Approach
Ensure Changes are Effective
Develop a Change Agent Network
Amy
Alexis Langlois
Establish a Change Management Approach
Establish a Change Management Approach
Define change management
Learn to manage
Build an approach
McKinsey 7S framework
Prosci ADKAR model
Alexis
Define Change Management
The process of monitoring and
controlling change within an
organization
Alexis
“Organizational change is the movement of an organization away
from its present state and toward some desired future state to
increase its effectiveness.”
– 2008, Jennifer George and Gareth Jones, Understand and Managing Organizational Behavior
Present enterprise state
TransformationFuture state of
the enterprise
Alexis
Define Change Management
Overcoming
resistance
Supporting
transformation
Alexis
they “were structured
around readily
understandable
themes”
“they encouraged
employees to take the
initiative and contribute
to change”
they had “Transformations
with clear,
unambiguous metrics
and milestones”
6X
5X
7X
More
Successful
A McKinsey survey of nearly 2,000 executives found that programs…
Alexis
Organizational transformation occurs…
“By changing the work
systems that comprise the
work environment around
the people whose behavior
is supposed to change.”
– 2013, Gregory Shea and Cassie
Solomon, Change Management is Bigger
than Leadership
Learn to Manage
Alexis
Learn to Manage
Using the mission, goals, and strategies of the organization.
Successful change comes from…
the ability of an enterprise
to develop and maintain a
change management
approach.
Alexis
Implementation of a generic set of definitions, techniques, and specifications
What change is needed?
What is the implementation
method?
How will the structure be
established and maintained?
Build an Approach
Alexis
Build an Approach
McKinsey 7S Framework
Prosci ADKAR Model
Alexis
McKinsey 7S FrameworkStructure
Staff
Skills
Strategy Systems
Style
Shared
Values
To achieve success,
“these seven elements
need to be aligned and
mutually reinforcing.”
- 2014, James Manktelow, the
McKinsey 7S Framework
Alexis
Prosci ADKAR Model
of the need to change
Awareness
to participate in and support change
Desire
about how to change
Knowledge
to implement new skills and behaviors
Ability
to keep the change in place
Reinforcement
A AKD R
Alexis
Structured
Change
Balanced
Management
Organized
Approach
Maintained approach through assessment
Alexis
Shelly Angolano
Ensure Change is Effective
Success After Change
Shelly
Ultimate performance
Compare the best competitors
Compare customers’ perceptions and expectations
Compare present performance against past performance
Low
Perf
orm
ance
Medio
cre P
erf
orm
ance
Hig
h P
erf
orm
ance
Top P
erf
orm
ance
Perf
orm
ance
Gap
(+) L
eve
l of P
erfo
rman
ce(-)
Benchmarking
research for best practices
Shelly
Each of these Industries benchmarked their supply chain
performance and then repeated this process between 2 and 5
years later. In each case there was a significant change in most
performance metrics.
http://www.benchmarkingsuccess.com/benchmarking-case-studies.asp
Benchmarking Case Study:
Initial Review
70%
Assessment
Review
99%
29%
Performance
Increase
Shelly
Each of these Industries benchmarked their supply chain
performance and then repeated this process between 2 and 5
years later. In each case there was a significant change in most
performance metrics.
http://www.benchmarkingsuccess.com/benchmarking-case-studies.asp
Benchmarking Case Study:
Initial Review
3%
Assessment
Review
0.25%
2.75%
Budget Cost
Savings
Shelly
Capabilities
• Focused drive
• Emotional intelligence
• Trusted influence
• Conceptual thinking
• System thinking
Responsibilities
• Creating a vision
• Creating an organization
• Leveraging knowledge
• Motivating the team
• Producing results
Skills
• Change management
• Coaching and mentoring
• Communication
• Negotiation
• Problem solving
Work towards new strategies and implementing change initiatives!
Conduct, prioritize and manage business assessment findings!
Shelly
Don’t underestimate!
Level of difficulty to expect
Time
Resources
http://www.bdbmc.org/index.php?submenu=_GET&src=gendocs&ref=Glossary+of+ED+Terms&category=Residents#Business%20Climate
Evaluate the Current Business Climate
Shelly
Predict the Amount of Employee Resistance
Why change it, it’s
still working
Okay!
We have a vision and
need your help to get
there!
Shelly
http://www.maximumadvantage.com/
Conduct Proper CommunicationThree Basic forms:
Written, Oral and Non-verbal
communication
The main objective of communication is to ensure smooth flow of information!
How will
this effect
me?
Why do we
need to
change?
Shelly
Blah, Blah,
Blah!
Timely – the right information at
the right time
Targeted – the right information to
the right people
Informative – tell them what they
need to know
(highlight “What’s in it for me?”)
Inclusive – as many people as possible need to feel actively involved
Accurate – misinformation leads to frustration, disappointment and credibility loss
Measurable – measured through feedback analysis to improve the effectiveness
http://nextgen.umich.edu/methodology/documents/NextGen-Michigan-Change-Management-Guidebook.pdf
Shelly
Nick Satterfield
Develop a Change Agent Network
Cultivate Skilled Change Agents
Agents influencing large transformations understand organizational:
Tensions
Culture
Power & Authority
Agents have the ability to influence:
Morale & Motivation
Creativity
Culture receptive to change
Resistance is a leading cause for failure
Nick
Develop Front Line Leaders
Increasing pressure on organizations to
adapt has shifted leaders typical
responsibilities
Organizations effective at managing
change are 2.5 times more likely to
outperform others
• 82% provide specialized training
Merrell, Phil. "Effective Change Management: The Simple Truth."
Nick
Develop Front Line Leaders
One global company realized increased revenue of $1.5
Billion annually by developing leaders soft skills
Develop Front Line Leaders
People don’t necessarily resist
change, they resist the fear of
the unknown
Nick
Smet, Aaron De, Johanne Lavoie, and Elizabeth Schwartz
Hioe. "Developing Better Change Leaders."
Encourage Network Connections
Hierarchy networks
Change must be supported at all levels of organizational structure
United Kingdom’s National Health Services study showed Informal
network connections matter
Agents closer to the center of informal networks have more
influence
Relationships with fence sitters are key
Nick
Battilana, Julie, and Tiziana Casciaro. "The Network Secrets Of Great Change Agents."
Encourage Network Connections
Informal network connections matter
Cohesive networks
Promote trust and support
Not typically a diversified network
Bridging networks
Allow messages to be spread quickly throughout diverse
groups
Nick
Support Engagement
Four conditions are required before an
employee will change behavior
Convincing story
Role modeling
Reinforcing mechanisms
Capability/skill building
Nick
Coaching & Development
Reinforcing
Skill building
Accountability
Emotions drive 90% of human behavior
Best-in-class companies where employees are accountable for their performance generate
up to 70 percent more revenue
Rogers, Bob. "High Performance Is More Than A Dream--It's A Culture."
Support Engagement
Nick
Make it Permanent
Successful change requires:
Leadership Engagement
Skilled change agents
Network connections
Employee support
Nick
Recommendations
As a Leader…
Be a positive influence and a force for the greater good
Stay the course, there will be bumps in the road, this is a
journey
Remember, supporting successful change is a team effort
Your employees will look to you for guidance
Acknowledge
Challenges
Listen for Concerns
Refer to the Feelings
of Change Curve
Be active and visible
Communicate
Frequently
Focus on benefits
Amy
Overcome Resistance to Change
Develop a clear, unambiguous structure
Develop a culture for change
Be informative and communicate effectively
Embrace Change
Alexis
Ensure Change is Effective
Conduct benchmark assessments
A team with strong leadership qualities
Assess business climate
Properly communicate change
Shelly
Support:
Informal networks
People development
Culture of change
Develop a Change Agent Network
Nick
Everyone thinks of
changing the
world, but no one
thinks of
changing himself.
-Leo Tolstoy