1. Charting a course
PROCESS

2. What are we going to cover
Context
Realities of change
Why change fails
Change Process
Scope
Who
Why
What
How
Your situation
Planning your change
Wrap it up
5 tips for success

3. Why is change hard?

4. Core Challenge So many moving parts… Leaders Employees Customers
Resources
Messages
Sustainability
Structure
So many moving parts…

5. Difficult & challenge with organizational change
A survey of senior executives in 14 industries confirmed that the benefits of Change Management substantially delayed and/or negated due to:
Lack of buy-in that the transformation is necessary 64%
Lack of skill or experience with Change Management 44%
No senior management champion or alignment of leaders 44%
Turf battles 44%
Lack of congruent reward system 36%
Data from Accenture Consulting

6. Managing the “valley of despair”
Structured Change Management – Positive outcomes maximized D C A
Without Structure - Outcomes unpredictable
performance B
“valley of despair”
Start of program
Go-live
Build Foundation
Deploy
Sustain
time
Managed Change Management goal: minimize negative impact of change in
A – Duration
B – Depth
C – Acceleration of time to competence/new levels of productivity
D – Sustaining ongoing performance

7. What is change management?
Effective transformation achieves the following:
Maintains a clear focus on business results.
Builds and sustains ownership and commitment to the change by involving the right employees and management throughout the change.
Enables the workforce through training and communication of new responsibilities and expectations.
Aligns the organization to drive appropriate changes in behavior.
Builds the support system to sustain transformation.

8. Organizational performance
APPROACH TO IMPROVING

9. CHANGE MANAGEMENT CRITICAL ELEMENTS
SCOPE of the change and the realities you’ll face
WHO is involved in the design, development, implementation
WHY change is needed
WHAT is the organizational design – alignment, integration
HOW the new organization is implemented and managed

10. Sustainable change
management process
ULTIMATELY ADAPTABLE

11. PHASE 1 – CHANGE MANAGEMENT PROJECT ANALYSIS
Analyze the objectives and outcomes
Match up against the current culture, modifying approach to increase likelihood of success
KEY ACTIVITIES
Development of overall change strategy
Ensure project structure and plan meets key objectives of senior leaders
Develop and implement initial communication strategy to:
Enlist key change agents
Build project participants awareness
DELIVERABLES
Solidified Project Plan
Meeting and updating schedule for senior leadership
Sign-off design of approach and initiative
Communication plan for leadership team
Facilitated session with the senior leadership to ensure understanding of goals, objectives, deliverables, etc.

12. SIZING THE PRIZE Pick a change from that previous exercise:
What are the challenges you see?
Who are key people you’ll need to talk to?
What information will you need to understand scope
SIZING THE PRIZE

13. Involving the impacted

14. Typical project structure for organizational redesign
Involve the organization to increase success and sustainability.
Sponsors
Executive Sponsor Team
Review recommendation
Make final decisions
Core Team
Core Team Leader and Core Team Members
Develop organizational improvement recommendations
Work with key stakeholder
Change Support
Change
Agents
Functional Stakeholder Teams
Develop detailed functional area recommendations
Functional Stakeholder Teams
Develop detailed functional area recommendations
Functional Stakeholder Teams
Develop detailed functional area recommendations

15. Change management builds commitment of users & stakeholders
To achieve project vision and benefits

16. Your core team
What are the key areas you need represented on the core team? Why?
Who would be on your core team? Why?

17. Phase 2 – building the business case for change - what
“Agreeing to Why Change is Needed and Aligning the Stakeholders to Support the Change”
Key Activities
Asses & build business case for change.
- External Reasons for Change
- Internal Reasons for Change
Asses & align organization (rewards, policies, metrics, culture) to support change.
Incorporate business case for change with stakeholder management strategies.
Incorporate business case for change in organizational metrics system.
Deliverables
Defined business case for change.
- External: Financial, Customer, Market, Competition, Regulatory
- Internal: Organizational, Individual
Stakeholder management strategy that incorporates the business case for change.
Project plan that continues to build momentum, support & alignment of stakeholders to support the change.
Assessment & alignment of organizational factors to support change.

18. Your Change What is the key business driver for this change?
What will it improve?
What will be different?
How will the changes be received?
Your Change

19. Phase 3 – Designing and building the SOLUTION
“Designing a High Performance Organization”
Key Activities
Work with your core team to
Make Changes to the organization as needed
Create any Functional / Process Design
Update Process, Roles, Structure, Metrics, Teams, Technology [ALTER AS NEEDED]
Deliverables
An agreed upon design/solution that your stakeholders are in line with.

20. Alignment of all organizational elements are critical
What are we trying to accomplish?
Strategy
Acquisition development, and use of competencies required for performance.
Arrangement of resources, tasks, and accountabilities.
People
Structure
Formal and informal measures that define success and are used to hold people accountable.
Formal and informal ways
things are done.
Technology enablement of processes.
Process & Technology
Metrics

21. Your Change What are the key design elements of your change?
Structure?
Metrics?
People?
Your Change

22. Phase 4 – Implementation and achieving high performance
“Achieving the desired business results”
Key Activities
Development of performance metrics that track the phases of:
Implementation
Utilization
Realization
Deliverables
Performance metrics that track and measure success at three phases of the project:
Implementation
Utilization
Realization

23. Your Change
How will you know the change is successful?

24. Key takeaways Most change fails because the impacted are not involved.
Change is a process, not an event.
Link change to a business driver.
Know the impact to key organizational elements.
Be clear about what success of the change looks like.