Organization Transformation by Z5HN4T6E


									Western International University
MGT 466: Organizational Change
Michael J. Miller, Ph.D

          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 preparation
   Transition
   Delivery
   Adoption
       Types of Stakeholders
End Users
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        High      High          High          High       High          Change
                     barriers to
  Transformation     strategic growth

                     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
                     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

                  • Functional sponsorship and Alignment
                  • Rewards system (MBO change, etc..)                          •   Management, peers Coaching
                  • Case for Change / Burning Platform/ Derived business        •   Metrics reporting
                                                                                •   Team Building
                  • Capabilities assessment (as is/to be process to
   Change                                                                       •   Influencing (peers, management, without
                    determine skills gaps)
 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

   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
                                                         Detailed Net Effect of the Change for
         •   Stakeholder                                         Each impacted Role

External Forces risk and
 impact identification

                     •     Context & Culture Impacts
                                                           •   Net Effect Analysis
Increasing Organizational Adoption
                                               Forming a Coalition of Support
                                                      for the Project

•   Stakeholder

                       •   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
  Design and                                    needed to
   business                                      support
                           Assessment          Indication of
 documents, if
                               and              audiences
                            Agreement            impacted

                                             Estimated levels
                                               of impact to
                                  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

                                                                            Without Change
                                                                            Management -
                                                                            Outcomes unpredictable

                                                 “valley of

                   Build Foundation           Deploy              Sustain

 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

   support for change


                                                Understanding    Decision not to     Change Aborted
                                                   Negative      Attempt/Support     after Implementation
                                 Confusion         Perception    Implementation
                               Marketing         Stakeholder      Readiness        Training & User
                               Communications    & Sponsorship                     Documentation
To support adoption, ...
       closing the loop

 Support go-live and normalization
      support, escalation protocol, and communications

 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.)

Management Team
                  Early Adopters   User Community
               Early Adopters
Comprised of individuals from impacted
user community
Adoption agents for represented
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
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
Dedicate 1 to 2 hours a week
   to make the change a

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