Learning’s Critical Role in Supporting Change Management Patty Glines-Kotecki

What percentage of change initiatives in organizations fail? Objectives In this session, we will learn about and discuss: A simple model for change, include where and how learning fits in A continuous learning approach to help an organization get better at managing change Ways to mitigate challenges when building change capability What percentage of change initiatives in organizations fail? 70%

A Simple Model for Change Project Go Live PREPARE FOR CHANGE MANAGE THE CHANGE REINFORCE THE CHANGE Assess change to identify how much change management is needed. Tools to support this include: Stakeholder Assessment Culture Assessment Determine the resources and sponsorship required to support people change management for your project. Use the assessments completed in the Prepare for Change phase to develop one or more actionable change management plans: Communication Plan Training Plan Sustainment Plan Leadership Plan Manager Plan These plans are implemented, progress is tracked, and plans are adjusted as required. Once the project has “gone live” change work is not complete. The components of this phase include collecting and analyzing feedback, diagnosing gaps, managing resistance, implementing corrective action, and celebrating successes. Where does LEARNING fit within the model? Where does PROJECT MGMT fit within the model?

A Continuous Learning Approach to Build Change Capability Education (10%) Exposure (20%) Experience (70%) Performance Outcomes Prework: Identify a real-life project that is currently planned or just starting and provide a summary of the project purpose, business case, business owner, and groups impacted. Classroom: 2 day action-learning workshop covering fundamentals of change management, including value, methodology, tools, and developing a change plan tailored for their specific project. Participant managers were provided guidance on how to support participants External / Internal coaches support application Change Management Toolkit developed Community of Practice (CoP) Other Components: Communication campaign from CFO “champion” to promote toolkits to entire company Video overviews Feedback mechanism Lead change by executing the change management plan developed as part of the training -OR- by leveraging the tolls within the Change Management Toolkit. Deliver executive presentation that articulates the value of change management. Where applicable, establish and lead a cross-divisional change team. As experience is gained, lead change on project with increasing complexity. Act as a coach/mentor to others responsible for change management. Share experiences via the Change Management CoP. Describe how effective change management improves organizational results Define the fundamentals of change and change management Learn to apply a change management methodology and toolset Articulate the value of change management to peers and leaders Develop a change management plan and an executive presentation on the business case for change management Apply the three phase model to a real project.

Discussion How does learning support change management in your organization? How might the continuous learning approach we used to build change capability at Spectrum Brands work in your organization? What other best practices would you recommend? What challenges might you experience in building change capability within your learning organization? What are suggestions to overcome them? What challenges might your learning organization have in working through the three phases of the model? Based on our discussion… what’s one takeaway that you will bring back to your team or organization?