The financial value of Change Management Facilitator: Ketan Patel Presenter: Melanie Franklin

Your presenter Melanie Franklin has been responsible for the successful delivery of effective change and for creating environments that support transformational change for over twenty years. She is the co-chair of the Change Management Institute in the UK and is a ‘Master’ level change practitioner. Melanie is the author of many books on change and project management including Managing Business Transformation and Agile Change Management.

Agenda Impact of not being valued Why it is difficult to get recognition What is the value of Change Management Evidencing and measuring change Reframing Change Management as valuable

Impact when Change Management is not valued

Problem 1: Change Management is an after-thought Not involved early enough in projects, so projects are not scoped correctly

Problem 2: Change Management is an unnecessary luxury Change Manager is not needed as others are responsible for managing change

Why it is difficult to get recognition for Change Management

Hidden nature of Change Management 100% 15% My work today: Create timetable for new system training Facilitate process review workshop for Team A 3 emails to Sponsor explaining value of his appearance at the start of a planning workshop. 17 emails to individual team members thanking them for their contribution to a recent planning session and explaining what has happened to their ideas. Coffee with a Supervisor who wants to highlight impact on customers of new billing process. Long phone call to Finance team manager to share these concerns, and to brainstorm ways to overcome potential issues. 11 emails to various staff starting work on new process to ask for feedback and reply to those that raise issues. Work included in Change Plan: Create timetable for new system training Facilitate process review workshop for Team A

Value of Change Management

Tactical benefit – realisation of benefits Project Delivery + Behavioural Change = Benefits Creation of project deliverables Idea Design Develop Test Launch Creation of behavioural change Awareness that old ways of working are no longer fit for purpose. Acceptance of the need to learn new ways of working. Making the effort to practice new ways of working. Creation of a better way of working that realises benefits.

Strategic benefit – Sustainable increase in capacity Without internal Change Management capability Business as usual Change With internal Change Management capability Business as usual Change Senior Leaders Sustainable capability, built upon internal and external resources. Middle Managers Staff External resource

Evidencing and measuring Change Management

Claim the value of Change Management Project delivery Change lifecycle Launch Automation Added Value New system configured to enable customers to input their data Administrators A – G stop entering data Supervisor does not review input Administrators A – G build customer relationships and cross sell Supervisor supports selling activities

Measure the value of Change Management Automation and Added Value Awareness Perception Participation Adoption

Reframing Change Management as a ‘value-add’ activity

Change Management is a risk management activity: Project Management without Change Management Project management with change management No hiatus, use is made and benefits realised from project deliverables even before project has wound down Adoption of project deliverables into business operations has been planned and everyone is engaged, there is agreed approach for how changes will be made, so maximum benefits are generated as early as possible. Project Management with Change Management

Change Management is a growth strategy The more positive conversations there are about doing things differently, the greater the capacity there is for doing things differently. Proactive/ Facilitating conversations Reactive/ Inhibiting conversations Rate of change

Conclusion Impact of not being valued Why it is difficult to get recognition What is the value of Change Management Evidencing and measuring change Reframing Change Management as valuable

melanie@agilechangemanagement.co.uk www.agilechangemanagement.co.uk https://www.linkedin.com/groups/4105261 Melanie Franklin1