ENTERPRISE ACDE CONSEIL - · PDF fileMMMM MMMM UUUU NNNN IIII CCCC AAAA TTTT IIII OOOO NNNN A...

transcript

ENTERPRISE

TRANSFORMATION

CHANGE PROJECTS …

How to avoid usual pitfalls…

Let’s begin with a couple of examples

ACDE CONSEILCREATED 2003

10+5 consultants80+ clients

Management consultancyPMO – Sciforma implementation

Management trainingProject Management Training

Change Management

Vincent Guibert – CEO ACDE Conseil

EX1 : Projects… before you talk “PMO”

My project is top

priority !

My customer can’t wait any

longer !

I need more resources now !

I want to take his job …

A PMO is appointed by the board…

ExpressionExpressionExpressionExpressiondededede

BesoinsBesoinsBesoinsBesoins CahierCahierCahierCahierdesdesdesdes

chargeschargeschargescharges

C A DRAGEC A DRAGEC A DRAGEC A DRAGE EV A LUATIONEV A LUATIONEV A LUATIONEV A LUATION DEFI NITIONDEF I NITIONDEF I NITIONDEF I NITION I NDUS TRIALISATIONI NDUS TRIALISATIONI NDUS TRIALISATIONI NDUS TRIALISATION DEM A RRAGEDEM A RRAGEDEM A RRAGEDEM A RRAGE DEP LOIEMENTDEP LOIEMENTDEP LOIEMENTDEP LOIEMENTR EA LISATIONR EA LISATIONR EA LISATIONR EA LISATION

P l ansP l ansP l ansP l ans

d ed ed ed e

Fo rm at ionFo rm at ionFo rm at ionFo rm at ion

AAAA BBBB CCCC DDDD EEEE FFFF GGGG

d ed ed ed e

Dém arrageDém arrageDém arrageDém arrage

C o nférenceC o nférenceC o nférenceC o nférence

et d ocs.et d ocs.et d ocs.et d ocs.

d ed ed ed e

l an cementl an cementl an cementl an cement

M àJM àJM àJM àJ

P o rtail web &P o rtail web &P o rtail web &P o rtail web &

C o mmC o mmC o mmC o mm interneinterneinterneinterne

PVPVPVPVdededede

RECETTERECETTERECETTERECETTE

K i ckK i ckK i ckK i ck ---- offoffoffoff

P l ans deP l ans deP l ans deP l ans de

C o mmC o mmC o mmC o mm ....

Ut i l isateursUt i l isateursUt i l isateursUt i l isateurs

XXXX ---- ciblesciblesciblescibles

V S RV S RV S RV S R

Plan Projet

Incl. PAQ

Plan Projet

Incl. PAQ

Projet

ProjetBilansBilans

Etu d eEtu d eEtu d eEtu d e

I m pact I m pact I m pact I m pact orgaorgaorgaorga ....

& s ocia l& s ocia l& s ocia l& s ocia l

S tratég i e deS tratég i e deS tratég i e deS tratég i e de

C h angementC h angementC h angementC h angement

O KO KO KO K

d ’ évolut ionsd ’ évolut ionsd ’ évolut ionsd ’ évolut ions

p ro fesp ro fesp ro fesp ro fes ----

s i onnelless i onnelless i onnelless i onnelles

Ges t ion du projetGes t ion du projetGes t ion du projetGes t ion du projetGes t ion du projetGes t ion du projetGes t ion du projetGes t ion du projet C o nduite du changementC o nduite du changementC o nduite du changementC o nduite du changement M ai trise d’ouvrageM ai trise d’ouvrageM ai trise d’ouvrageM ai trise d’ouvrage M ai trise d’M ai trise d’M ai trise d’M ai trise d’ oeuvreoeuvreoeuvreoeuvre

En q uêtes ouEn q uêtes ouEn q uêtes ouEn q uêtes ou

I n dicateurs I n dicateurs I n dicateurs I n dicateurs

d ’ adhésiond ’ adhésiond ’ adhésiond ’ adhésion

Note deNote deNote deNote de

cadragecadragecadragecadrage

MOAMOAMOAMOA

Plans dePlans dePlans dePlans dedéploiementdéploiementdéploiementdéploiement

PlanningsPlanningsFiches de

Pilotage

Fiches de

Pilotage

Processus)

d ed ed ed e

PVPVPVPVdededede

Plan Projet

Incl. PAQ

ProjetBilans

O KO KO KO K

Ges t ion du projetGes t ion du projetGes t ion du projetGes t ion du projet C o nduite du changementC o nduite du changementC o nduite du changementC o nduite du changement M ai trise d’ouvrageM ai trise d’ouvrageM ai trise d’ouvrageM ai trise d’ouvrage M ai trise d’M ai trise d’M ai trise d’M ai trise d’ oeuvreoeuvreoeuvreoeuvre

MOAMOAMOAMOA

PlanningsFiches de

Pilotage

Processus)

… And the management expects

This project is the right priority !

We have to postpone this

Are we taking care of changes ?

I will support this decision

d ed ed ed e

PVPVPVPVdededede

Plan Projet

Incl. PAQ

Plan Projet

Incl. PAQ

Projet

ProjetBilansBilans

O KO KO KO K

Ges t ion du projetGes t ion du projetGes t ion du projetGes t ion du projetGes t ion du projetGes t ion du projetGes t ion du projetGes t ion du projet C o nduite du changementC o nduite du changementC o nduite du changementC o nduite du changement M ai trise d’ouvrageM ai trise d’ouvrageM ai trise d’ouvrageM ai trise d’ouvrage M ai trise d’M ai trise d’M ai trise d’M ai trise d’ oeuvreoeuvreoeuvreoeuvre

MOAMOAMOAMOA

PlanningsPlanningsFiches de

Pilotage

Fiches de

Pilotage

Processus)

d ed ed ed e

PVPVPVPVdededede

Plan Projet

Incl. PAQ

ProjetBilans

O KO KO KO K

Ges t ion du projetGes t ion du projetGes t ion du projetGes t ion du projet C o nduite du changementC o nduite du changementC o nduite du changementC o nduite du changement M ai trise d’ouvrageM ai trise d’ouvrageM ai trise d’ouvrageM ai trise d’ouvrage M ai trise d’M ai trise d’M ai trise d’M ai trise d’ oeuvreoeuvreoeuvreoeuvre

MOAMOAMOAMOA

PlanningsFiches de

Pilotage

Processus)

But sometimes, after a while …

My project is top

priority !

My customer can’t wait any

longer !

I need more resources now !

I want to take his job …

EX 2 : THE strategic digital transformation project …

Sounds obvious

Can only agree …

• Involving Experts• Drawing plans• Designing training programs• Publishing newsletters• …

Will neverwork here !Don’t have

time !

No needfor usToo much

A task force is created …

Gain motivation

Get appropriate skills

Understand Where / What

QUESTION :QUESTION :QUESTION :QUESTION :

WHAT CAN EVENTUALLY CHANGE ?

CultureCulture

StrategyStrategy

Workenvironment

Operating modes

OrganisationOrganisation

Work itselfWork itself

SituationsSituations

A new employee

Health and safety

Same jobs

Same rules

Same tools …

homeostasis

1 New organization

New standards

New jobs

New rules

New tools …

(r)evolution

2 TYPES OF CHANGE

CHANGE’S OBJECTIVES

Back to former (stable) level Towards a new (unstable) level

Confidence vs Doubt

Any management act must ensure that the gap remains positive and therefore leads to :

⇒ Reducing the level of doubt

⇒ Increasing the level of confidence

confidence MDD+

Positive GapEnergy triggers action

� � � � Pro-Active

confidence MDD+

EqualNo energy => no move

� � � � Responsive

confidence MDD+

Negative GapLack of motivation

� � � � Resistance/depression

CONFIDENCE VS DOUBT

confidence

• …

Exemples of manager’s behavior leading to …

USUAL ANSWER : INFORMATION & COMMUNICATION

A couple of messages or video on intranet

New procedures & job descriptions

(mandatory) Training sessions

Rational communication

Common scope of change management

ANSWER #1 : INFORMATION & COMMUNICATION

What do I have to do now ?

Dealing with new (unknown) people

Using new technologies

When do they expect me to … ?

May resolvesuperficial matters…

TYPE 2 => INSTABILITY => DOUBTS

What will I be appraised on ?

What will I be recognized on ?

Am I still able ?

Still a job for me ?

May highlight lack of capacities, fears, risks of failure…

Am I still able ?

Deep causes of resistance

Am I still able ?

Deep causes of resistance

Management’s behaviour�� Change capacity

Energy

ConfidenceMDD

RESISTANCE TO CHANGE IS A MYTH

Individuals are not reluctant to change

Managers in charge of leading changes are clumsy

Resistance is triggered by fears of loosing

• know-how, power, legitimacy, workplace, work relationships

• any other results gained from fierce past battles…

IN SUMMARY

Resist

Human factor comes first !

IMPOSE

TOO FAST

DRAMATIZE

UNDERESTIMATE

OPTIMISM

PRESSURE ON RESULT

STRESS

HAPPY FEW

HOW TO TACKLE TYPE 2 CHANGES ?

4 PRIORITIES

ACKNOWLEDGE

Past achievementsListeningEffortsEarly results

SELF-CONFIDENCE

MOTIVATE

VisionShared projectBenefits, Potential difficulties

APPEAL

SECURE

RequirementsClub rulesOrganization, rolesAction plansAssessments

COMMITMENT

Individual training plansTransitions plansTrial & errorManage gaps

PROGRESS

HOW TO SETUP AND RUN A CHANGE PROJECT

1. Strategic Framework

2. Diagnosis & impact

3. IT & Process engineering

4. Training & Transition

5. Deployment & monitoring

•Executive level

• Existing situations

• Business context, reasons for change

• Targets (products*marketplace, organization …)

• Impacted scope and staff

• Potential social impacts

• Rough sizing

• Timeframe

• « change » team

CorporatePROJECT

AWARENESS COMMUNICATION

• Project formal launch

• Intense preparation (content and form) with executive and speakers

« Conference »

Intranet,

newsletter …

•Why ?

• Progress towards target definition

• Identify players’ positioning & Assess potential resistances (nature & intensity)

• Identify key, emblematic themes subject to change

• Express change impact ac/to these themes

• Assess size and nature of efforts (training, comm, management …)

•Five + 1 steps

• Operational diagnosis

• Early expression of target

• Player’s cartography

• Individual diagnosis interviews

• +1 …

• …

acceptation

importance

•Why ?

•Five + 1 steps

• +1 …

• …

•Why ?

•Five + 1 steps

• +1 …

• …

•Why ?

•Five + 1 steps

• +1 …

• …

PROPOSAL COMMUNICATION

Executive board preparation

• Diagnosis validation

• Priority themes

• Work groups

All staff Conference

• Diagnosis & impact study

• (Teambuilding / ownership sessions)

• Work groups & workshops calendar

• Social event

Change plan (V1)• Product offering• Organization &

structure

• Jobs & skills

• Process, tools, KPI• Culture & behavior

• Roadmaps including

pilot sites

•Why ?

• Identify players’ positionning & Assess potential resistances (nature & intensity)

•Five + 1 steps

• +1 …

• Collective impact study workshops

Product offering

• R&D projects…

• Sales & support channels

Organization/structures, power, accountabilities

• New responsibilities areas

• New dependencies

Jobs & skills

• Mission, job descriptions, required skills

• Recruitment & training plans

Process, tools, kpi

• New processes

• Tools needs analysis

• Performance measurement systems

• Implementation plans

Culture and behavior

• New « philosophies »

• Expected behavior

Clarification Comm

Small groups

Scope & shape

• Inside / outside

• E-learning

• Business

• Behavior

• Management B/DB

Communication

• Site visits

• Movies

• Newsletter

• Intranet / Forums

Project management

• Progress• Documents

• Communication

• Training sessions

• Early feedback• Skills take up

• Fuzzy areas

• First difficulties

EFFECTS

• First results

• Corrective actions

• KPI

• Stabilization Communication

•stable

•acceptance

•instable

•emotion

•stable

•acceptance

•instable

•emotion

STEP BY STEP APPROACH

NEARLY THERE !

Step by step approach create conditions of progressive ownership and future sustainability

Change acceptance by staff comes not only from their involvement into the project, but also from the management behavior

Therefore, what should be the role of each manager during the transformation project ?

Human being

operating

system

Climate

Maintain relational climate of trust,

autonomy,motivation

Progress & Recognition

Activity & skills monitoring

Initiatives, efforts, progress, results

Authority

Gap management

Respect of commitments

Credibility

Requirements

Missions, behavior, rules, norms &

standards

Vision

Communicate attractivevision of future,

ambitions…

Provide info andmeaning

WHICH ROLE FOR THE MANAGER ?

WHAT ABOUT YOU ?

TAKE THE TEST ! http://www.acde-conseil.com/mpro

IN CONCLUSION…

Confidence Empathy

Listen Acknowledge

Thanks for your attention !

Questions ?

Vincent Guibert

+33 6 60 69 00 13vincent.guibert@acde-conseil.com

www.acde-conseil.com - twitter @acde_conseil