1. Building a Better Business
Change Management in RoadTek
Maryse Alvis 17 July 2014

2. What will we cover?
Objectives of this session:
To create awareness of change management
To have specific change and communication actions you can carry out

3. Why Change Management?

4. What does it mean to “manage change”?
To the organisation:
Have a structured change management process suitable to the nature of the change
To the employee:
Understand what change means and how it affects me
Have some skills to manage change

5. Cycles of Change
From:

6. Organisational change management
Phases of change (ProSci):
Prepare
Implement
Reinforce
=OR= (Lewin):
Unfreeze
Change
Refreeze

7. Types of changes Business process design Technology/system upgrades
Restructuring
Expansion or downsizing
Business model changes/new ventures
New marketing campaigns
Job redesign
Changes that impact suppliers
Changes that impact customers

8. Greatest contributors to success
Effective sponsorship
Buy-in from front-line managers and employees
Exceptional team
Continuous & targeted communication
Well planned and organized approach

9. Greatest change management obstacles
Employee and staff resistance
Middle management resistance
Poor executive sponsorship
Limited time, budget and resources
Corporate inertia and politics

10. Project Management … Change Management

11. Change characteristics
Risk assessment
Medium risk
High risk
Low risk
Change characteristics
Organisational
Attributes
Change
resistant -
-able
Small
Incremental
Large
Disruptive

12. Using ADKAR model
ADKAR was developed by Prosci Research after studying the change patterns of more than 1000 companies.
ADKAR represents the five phases of change that must be achieved for the change to be a success.
ADKAR is easy to remember and is a foundational tool for understanding “how, why and when” to use different change management tool.

13. The ADKAR Model Awareness of the need for change.
Desire to support the change.
Knowledge on how to change.
Ability to implement new skills.
Reinforcement to cement the change.

14. Our goals Phases of a change project Phases of change for employees
Awareness
Desire
Ability
Knowledge
Reinforcement
Post -
implementation
Implementation
Concept and Design
Business need
Successful
Change

15. ADKAR Template A D K R Change Activity Responsibility
Pre-Move (cleanup) Activities
1. Move announcement: (GM RoadTek will announce the move) X
GM RoadTek/ PD&O exec/ ESU exec
2. Clean-up directive (Executive managers to provide direction for staff to have Ann street clean by Christmas)
RoadTek Executives, PD&O executives/ ESU Executives
3. Initial Ann Street clean up from ASM2012 project (provide information, guidance on how to clean up Ann street and how to go about it)
Project manager

16. Personas – or “Who is involved?”
High level representation of our people at RoadTek
General guide to needs and characteristics – not real, but snapshot of types of people
Helps guide us in making decisions around user experiences

17. Personas

18. Personas

19. Personas and Positions in RoadTek

20. Activity – Part 1
Story:
RoadTek have decide to implement a project where all RoadTekians get a set of Google Glasses
(use for internet access, maps, capturing photos & videos, voice recording)

21. to discuss in your Persona group, then share your Top 5 points
Activity – Part 1
Project is reasonably funded and has 12 months to deliver
Put yourself in the place of your indicated Persona.
For this change:
How does it feel?
How are you impacted?
What actions do you want your manager to take?
Take 20 minutes
to discuss in your Persona group, then share your Top 5 points
with the whole group

22. Communication Plan
Your plan will essentially answer the following questions about project communications:
who (who will receive the message and who will deliver that message)
what (what is the content of the message)
when (when will these messages be delivered)
where (where will the messages be delivered)
how (what media or channel will be used)

23. Communication Plan – cont.
Successful communications are:
honest
frequent and constant throughout the entire program
consistent
open, transparent and safe
Communicate 5 to 7 times

24. Message guidelines for employees
Focus on the impact of the change on the employee.
Be clear about what you know now and what you do not know now.
Let employees know when more information will be available.
Be clear how employees can provide feedback about the change.

26. How well informed are we?

27. RMT Management and Committee Structure,,
RMT Management and Committee Structure
Have you considered all these groups – and their representatives – to help you communicate your message ?

28. Audience
Who is your audience?
What do they already know?
What do they want to know?
What information will benefit them, or help them do their job?
How do they feel about the subject?

29. Handy hint
After your have written or developed a communication, put yourself in the audiences shoes and ask if the communication is likely to achieve what you intended.

30. Activity – Part 2
Put yourself in the place of your indicated Manager or Executive Persona responsible for Change and Communication Activities:
For this change:
What Change activities would you carry out?
What Communication activities would you carry out?
What are your key messages/ intentions?
Take 15 minutes
to discuss in your original Persona group,
then share your Top 5 points
with the whole group

31. Resistance and comfort
Comfort and the status quo
Do not underestimate the power of “comfort” with how things are today
The natural reaction to change is resistance
Your goal is not to eliminate resistance
“Many change agents are surprised by resistance to change, when in fact they should expect it and plan for it.”

32. Address the root cause of resistance proactively
Why resistant to change?
Executives
Disconnect with their strategy, financial objectives or compensation
Loss of power or control, and overload of current responsibilities
Mid-level managers
Lack of awareness of why the change is happening and “WIIFM”
WIIFM – What’s In It For Me
Comfort with the status quo and fear of the unknown
Employees

33. Top reasons for manager resistance
Loss of power and control
Overload of current tasks, pressures of daily activities and limited resources
Lack of skills and experience needed to manage the change effectively
Fear of job loss
Disagreement with the new way

34. What would you do differently re communication?
More communications (more frequent)
Begin communications sooner in the project
More face-to-face communications
More communications from executive sponsors and senior managers
More about the impact of the change on the employees

35. Activity – Part 3 Story: The Project timeline is reduced to 6 months
Budget cuts have meant that only half people can get the Google Glasses

36. Activity – Part 3
Go back to your last groups, keeping the Manager or Executive Persona responsible for Change and Communication Activities:
What is the impact on your previously planned activities?
What Change activities would you carry out?
What Communication activities would you carry out?
What are your key messages/ intentions?
Take 10 minutes
to discuss in your original Persona group,
then share your Top 5 points
with the whole group

37. Your PAL Assignment
Who are your stakeholders for your Improvement Initiative?
What other ideas from this morning could you use?

38. Questions ?