Western International University MGT 466: Organizational Change Michael J. Miller, Ph.D michaeljmillerphd.com Organization Transformation and Selling Organizational Change What is Change Management? The integration of people and process activities to ensure rapid and widespread user adoption of new policies, systems, and processes. “There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.” - Niccolo Machiavelli Who is a “Stakeholder”? Any group or individual that is impacted by the project Project preparation Transition Delivery Adoption Types of Stakeholders End Users Management Sponsors Decision Makers Core and Extended Project Team Members Process Owners Subject Matter Experts Change Agents Interested Parties A Hierarchy of Change Dimensions of Change People/ Org Policy/ Systems/ Change Type of Change Focus Strategy Culture Structure Process Tools Approach Organization focus Change in Business Identify and address Transformation Strategy drives Organizational organizational High High High High High Change barriers to Transformation strategic growth Management Individuals in Group transition Redesign of focus Process, Policies, Support the Medium Medium Medium High High and/or Systems individual Change transition through change Management User System Process Interaction focus enhancement or Supports the user Low Medium Low Medium High System Upgrade adoption of Organizational technology deployments Adoption Change Impacts . . . Requiring Different Activities and Skills Change Approach Key Activities Key Skills Transformation • Executive sponsorship and Alignment • Leadership Coaching and Development • Change Leadership development Change • HR Alignment (behavior alignment, skills alignment) • Strategic Planning/Alignment/Rewards • Organizational Design Management • Role mapping to strategy Stakeholder/ Audience Management • Functional sponsorship and Alignment • Rewards system (MBO change, etc..) • Management, peers Coaching • Case for Change / Burning Platform/ Derived business • Metrics reporting value • Team Building • Capabilities assessment (as is/to be process to Change • Influencing (peers, management, without determine skills gaps) authority) Management • Team Effectiveness (surveys) • Conflict resolution • Cross-functional activities and integration/alignment • Survey design (effective inquiries) • Develop integrated change management plan • Leadership ability (build credibility and trust) (adoption strategy, pre and post go-live activities, risks mitigations, training and comms, metrics and • Appropriate mitigation (diplomacy in driving reporting) change) • Program sponsorship and alignment • Organization Adoption expertise • Training • Project/Program Management • Communication Organizational • Readiness assessment • Facilitation (workshops, Rapid Alignment Sessions, Lessons Learned) Adoption • Stakeholders analysis (identification, impact analysis, • Cross-functional collaboration stakeholder view of change) • Instructional design skills Change Management Scope Out of In Scope Out of Scope Net Impact to Stakeholders Scope Project Stakeholder Change Normalization Coalition Impact Support Analysis User Organization Data Testing Adoption Migration Identifying the Impacts & Risks From Change High-level view of change and adoption effort High Level Stakeholder risk and impact analysis • Change Management Assessment Detailed Net Effect of the Change for • Stakeholder Each impacted Role Analysis External Forces risk and impact identification • Context & Culture Impacts • Net Effect Analysis Increasing Organizational Adoption Forming a Coalition of Support for the Project • Stakeholder Engagement • Communications Team • Training Team Engagement Engagement Identifying Structures Needed to Sustain the Change • Sustaining Assessment Change Management Project Kick Off Considered the “world view” of the Change Management effort Dialogue between Project Team and Change Management begins here Time commitments required for resources based on the CM effort are determined Activities to be completed: Change Management Assessment CM Agreement Purpose of Change Management Assessment (CMA) To obtain insight into the potential up-stream and down-steam impact to people To indicate the audiences being impacted & provide an estimation as to the level by which they will be impacted To gain an initial understanding of the Change Management effort required for the project To receive recommendations on the resource commitments needed to support completion of Change Management activities Change Management Assessment and Agreement Input and Output As-Is Situation Estimated extent of change To-Be Situation Input management Project Scope Output effort Project team Estimates of structure resource commitments Design and needed to Change business support Management requirements Assessment Indication of documents, if and audiences available Agreement impacted Estimated levels of impact to indicated audiences Change Process A change program represents a major undertaking across a wide scope of the business. Managing the change effectively throughout its lifecycle is critical to achieve desired outcomes. View Change as a process, and measure its progress. Structured Change Management – Positive outcomes maximized D C A performance Without Change Management - Outcomes unpredictable B “valley of despair” Build Foundation Deploy Sustain time The goal is to minimize the negative impact of change in duration (A) and depth (B), accelerate time to competence/new levels of productivity (C), and sustain ongoing performance (D). Change Model Dimensions The focus and importance of the Change Model’s dimensions and the related change activities vary during the course of the change lifecycle. Commitment Curve Sponsors Stakeholders End Users Adoption support for change Ownership Understanding Decision not to Change Aborted Negative Attempt/Support after Implementation Awareness Confusion Perception Implementation Marketing Stakeholder Readiness Training & User time Communications & Sponsorship Documentation Engagement To support adoption, ... Metrics closing the loop Support go-live and normalization support, escalation protocol, and communications channels Garner understanding and acceptance through knowledge connection: training, communications, supporting early adopters Build awareness through theater engagement, communications, and participation in cross-functional forums Identify and assess needs through cross-functional partnering and impact analysis Establish Framework for Success Build a strategic network Cascading information on engagement, communications, training, and business readiness activities throughout the organization Building a common sense of purpose Creating a “link” between the change management, project teams, and the end users Establish Framework for Success (cont.) Change Management Team Early Adopters User Community Early Adopters Comprised of individuals from impacted user community Adoption agents for represented organizations Established avenues of communication Presentations to share with teams Communicate Their Responsibilities Ensure your organization is ready, willing, and able to adopt process, tool, and system changes Capture user issues and questions Be a key factor in the success of the release Contributing member of a highly- visible, cross-functional team Utilize leadership skills to bring organization to a state of readiness Early Adopter Skill Set Strong knowledge of organization’s business activities and processes Ability to influence others to champion change Good communication skills Embrace successful change adoption Next Steps Establish yourself as the “go- to” person for your team Become familiar with the change initiative Attend weekly meetings Share the information with your team Dedicate 1 to 2 hours a week to make the change a SUCCESS!!!
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