Change Management or Change Leadership? Dr Simon N Davey Managing Associate Preponderate.network

Change and Change Management  Change: to cause to be different OR to undergo transformation  Change management: a systematic approach to dealing with change, both from the perspective of an organization and on the individual level  “The amount of change that the leadership of an organisation desires must be balanced with the amount the organisation is capable of handling."  Q: How do YOU manage/lead change? Are you taking on too much?

We ’ d love to … but we don ’ t have time …  "Here comes Edward Bear now, down the stairs behind Christopher Robin. Bump! Bump! Bump! on the back of his head. It is, as far as he knows, the only way of coming down stairs. He is sure that there must be a better way, if only he could stop bumping for a moment to think of it. “ – A.A.Milne  Q: Do we ever take time out to plan properly?

Problem cases …  “ Problems combine human, organisational and technical factors. They cannot be solved purely by technologies and this is the reason why 90% of ICT investments do not meet their performance goals. ”  Q: What problems have you come up against?

Change is about people and not about technology  True but the technology is important  Maybe it ’ s about people and not about managers?  Do you know what needs to change?  FUD – fear, uncertainty and doubt   Q: Does the database lead the technology or vice versa? Discuss!

Why change fails (databases or not) 1.Allowing too much complacency 2.Failing to create a coalition – people/trust/goal 3.Underestimating the power of vision 4.Undercommunicating the vision 5.Permitting obstacles to block the new vision 6.Failing to create short term wins 7.Declaring victory too soon 8.Neglecting to anchor changes firmly

The eight stage process of creating major change 1.Establishing a sense of urgency 2.Creating the guiding coalition – people/trust/goal 3.Developing a vision and a strategy 4.Communicating the change vision 5.Empowering broad based action 6.Generating short term wins 7.Consolidating gains and producing more change 8.Anchoring new approaches in the culture

Change and databases  Forget databases … what are you DOING???  What your organisation does  How it does it  Why it does it  What difference will a database/project make?  Business Case – Team - BA – RA – Specification …  Now you can think about software …   Q: What ’ s your route to a database?

Making change work for you  What are you doing and why?  Get people involved (especially the naysayers)  Make it about the processes  Make it about the people they help  Manage expectations  Project Sponsor/Champion/Manager/Team  Seven simple rules

Seven simple rules for projects 1.Don't over-promise. 2.If in doubt keep it simple. 3.Make sure all key parties have agreed on the project definition (which depends on all parties contributing to and understanding the project definition) 4.Make sure management and trustees are committed to the project. The project management role is best located within the charity. 5.Make sure the project is sustainable. 6.Cover potential risks and liabilities. 7.Finishing projects well is an art is its own right

Leadership is …  “ Leadership isn ’ t about being loved by everyone. It ’ s about being respected by enough people to get the job done. ”  Implementing a database won’t make you popular in the short term…

Should you require further assistance… “ Business analysis, requirements analysis, project plans and project management, change management and leadership in information management and databases ”  Simon Davey  Preponderate.net  E:  T: