Change mgmt april-2011

7/7/2011

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ITMPI005

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Webinar: If You Build It, Will They Come?

April 28th, 201112:30 PM EST

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Jorge Luis BoriaVP

Liveware Inc.

[email protected]

Michael MilutisDirector of Marketing

Computer Aid, Inc. (CAI)

[email protected]

7/7/2011

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About Presenter’s Firm

Liveware is a leader among SEI partners, trusted by small,

medium and large organizations around the world to

increase effectiveness and efficiency through improving

their quality. With its immense collective experience in

software process improvement they can help their

customers succeed. They partner with clients by focusing

on their bottom line and short and long term business

goals. With over 70 Introduction to CMMI classes delivered

and 40 SCAMPI appraisals performed, you will not find

better consultants for your process improvement needs.

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CAI Achieves IT Operational Excellence

7/7/2011

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7/7/2011

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“It’s not the strongest species that survive, or the most intelligent, but the most responsive to change”

Charles M. Darwin

Agenda

• Performance Improvement, Process

Improvement, Change and Transitions:

Concepts and Steps

• Readiness for Change and Authorizing

Sponsorship

• Change Nature: Capability or Culture?

• Getting There

• Questions and (Hopefully) Answers

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Process Improvement?

Process Improvement

Process Improvement is notabout writing new processes.

It’s about making people changebehavior!

Ok, that’s easy!

change

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Why Is Change Hard?

Change is disruptive whether you see it as

ORGOOD

BAD

Where does transition hurt?

Change is Pervasive

• Change is what happens when we are trying to keep things stable.

• If we do not plan the direction of change, it will take its own direction.

• Hoping for all people to understand the positives and negatives, make the decision to change and adopt the change in the right direction is delusional.

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Goals are Difficult

•70% of the efforts to perform “business reengineering” have failed1

•57% of the efforts to introduce CASE tools have failed2

•Common cause: they failed to consider the human factor1 Hammer, M. The Wall Street Journal, November 26, 1996

2 Fichman, R. and Kemerer, C. F., “The Illusory Diffusion of Innovation: An Examination of Assimilation Gaps”, Information Systems Research, v. 10, n. 3, pp. 255-275, September 1999.

Cast of Characters

•Authorizing Sponsor–legitimizes change initiative, holds reinforcing sponsors accountable for change

•Reinforcing Sponsor(s) –allocate resources, remove barriers, express, model and reinforce change

•Champions –believe things can be different and act as advocates for the change

•Change Agents –implement the change, keep everyone informed, surface and handle resistance

•Participants (Process Users) –change their behavior, habits, emotions, way of doing things

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Idealized Change Model

Desired

Goal

Time

CapabilityImprovement

Pro

du

cti

vit

y

TransitionState

Present

State

Steps in Organizational Change

– Model applies for

many different types

of change

– Elements often

overlap in time,

though shown here

as sequential

– Work might start

mid-stream in the

model, depending on

circumstances

2 – Establish Sponsorship

1 - Assess Organizational

Readiness

3 – Assess Present

Capability and Culture

4 - Define Desired State

and Determine Strategy

5 - Develop Enduring

Sponsorship

7 - Implement the Capability

Improvement

8 - Measure Business Value

of the Improvement

6 - Equip Team with Skills and

Plan the Improvement

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Realistic Change Model

Desired

Goal

Time

ChangeStrategy

managed transition

CapabilityImprovement

Pro

du

cti

vit

y

TransitionState

Present

State unmanaged transition

5 Develop Enduring Sponsorship

Desired

State

TransitionState

Managing The Transition

Present

State

8 Measure

Business

Value of

the Improvement

7 Implement the

Capability Improvement

4 Define Desired

State and

Determine Strategy

1 Assess

Organizational

Readiness

3 Assess

Present

Capability

and Culture

6 Equip Team

and Plan the

Improvement

2 Establish Sponsorship

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Agenda



Concepts and Steps


Sponsorship


• Getting There


The 4 Variables

1. Scope (what to change)– skills, processes, culture

2. Culture (how to change)– do not sell opera tickets at NASCAR (and vice

versa)

3. Resistance (who to change)– identify and deal with change opponents

4. Timing (when to change)– understand the different constituencies

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Is The Organization Ready?

• The adrenaline must be perceptible.

• Champions can be identified.

• Upper management is either worried sick or licking its jaws.

• If not:

– Light many fires

– Seek another customer

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AlignmentUnified

Full-scale war

Tug of war

Chaos

Visions, values and behaviors of the organizationneed to be aligned with the change

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Authorizing

Sponsor (AS)

Change Agents (AS)

Reinforcing

Sponsor (RS)

Champions (CH)

Participants (P)

CEO AS

Spvr P

VP RS VP RSVP CH

Mgr RS Mgr RS Mgr CHMgr CA

Spvr CA PCA P P

Change Roles in the Hierarchy

Spvr P Spvr P P P PP PP

Mgr MgrMgrMgr

VP VP

CEO AS

BLACK

HOLE

Unsuccessful Cascading Sponsorship

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Getting Started

•Make sure the organization is aligned and the change is feasible

•Think of the learning process for individuals, groups, and the organization as a whole

– can the reward system be changed?

•Identify the correct sponsor

•Communicate, communicate, communicate

•Respect mourning in individuals

Agenda



Concepts and Steps


Sponsorship


• Getting There


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ADD A CAPABILITY

ADD MANY CAPABILITIES

CHANGE THE CULTURE

steep

steeper

steepest

Why Care

individuals teams

organization and customers

What is Culture, Anyway?

• culture is an attribute of the community of an organization

• culture is conformed of collective values, believes, expectations and commitments

• culture actually affects individual behavior at all levels

• it is what makes people do what they do.

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OCAI

• Organizational culture assessment instrument

– simple tool for diagnosing organizational

culture

– developed by professors Robert Quinn and

Kim Cameron

– statistically validated instrument

– based on the Competing Values Framework

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http://www.ocai-online.com/

30Cameron and Quinn

Cultural Paradigms

MARKETcompetition

and productivity

external focus,

differentiationinternal focus,

integration

sta

bility

an

d c

on

tro

l

fle

xib

ility

to d

ecid

e

HIERARCHYtraditional

hierarchy

CLANadaptive

collaboration

ADHOCRACYinnovative

independence

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Defining CharacteristicsParadigm Coordinat-

ionSystem regulation

Priorities Decision making

hierarchy traditional

authority

hierarchy

negative

feedback,

deviation

attenuating

stability,

group;

secured

continuity

formal, top-

down by

position

adhocracy innovative

independence

initiative

positive feedback,

deviation

amplifying

innovation,

quickness;

creativity

informal,

bottom-up, by

individual

clan adaptive

collaboration

process

combined

feedback, flexible

responsiveness

achievement,

growth, group

and individual

negotiated,

consensual, by

group process

market efficient

competition

reward

shared vision,

best value

proposition

market share,

profitability,

goal

achievement

unnegotiated

predefined,

implied by

vision

Changing the Culture

• Leadership required (MUST HAVE!)

32John Kotter, What Leaders Really Do,

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Are you a Leader?

Burman & Evans (2008) Target Zero: A Culture of safety

Change Alignment with Corporate Culture

High Probabilityof Success

Very Low Probabilityof Success

ValuesBehaviors“Unwritten Rules”

CorporateCulture

In any organization the majority of the people are in the majoritythe majority of the time

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Agenda



Concepts and Steps


Sponsorship


• Getting There


Time

Some Will Come

Deployment is accelerated by managing change

EarlyAdopters13.5%

EarlyMajority34%

LateMajority34%

Laggards16%

Innovators2.5%

The Chasm

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1) Contact

2) Awareness

3) Understanding

4) Decision

5) Installation

6) Adoption

7) Institutionalization

8) Internalization

PreparationPhase

AcceptancePhase

CommitmentPhase

commitment

threshold

disposition

threshold

ignorance

confusion

disbelief

delay disuseSource: Conner & Patterson, 1982

Steps in Building Commitment

disappointment

Classifying Participants

• Backers

– Agree with the change, share the vision

move quickly to adopt

• Skeptics

– Agree with the vision, do not trust the

change, are reluctant to adopt

• Opponents

– Disagree with the notion of having to

change at all 38

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Source: Adapted from Daryl Conner, Managing at the Speed of Change

Uninformed

Optimism

Informed

Pessimism

Hopeful

Realism

Informed

Optimism

Completion

Checking Out!

TIME

P

E

S

S

I

M

I

SM

How Backers Transition

How Opponents Transition

AcceptanceStatus

Quo

Stunned

Paralysis

Denial

Anger and Rage

Bargaining

Depression

Testing

Source: Adapted from Elizabeth Kubler Ross, On Death and Dying

and Daryl Conner in Managing at the Speed of Change

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Resistance Happens 1

•Characteristics of participant resistance

– can be passive

• disinterested - it’ll pass, there will be another

change along

• stalling tactics, excuses - too much real work to

do

– can be active

• confrontational

• subversive

Resistance Happens 2

Resistance cannot be ignored – you must manage it

– understand concerns and issues

– explain the change from participant point of

view

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Managing Opposition

• Does not work

– cooperate

• you lose time

– compromise

• you lose goals

– ignore

• you lose allies

• YOU LOSE!

• Works

– distract them

• throw them a bone

– fire them

• unless they break down

– bring social pressure

to quiet them down

• only after you won over the early majority

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Agenda



Concepts and Steps


Sponsorship


• Getting There


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Managing the Transition

•Changing behavior

– providing skills

– providing resources

– aligning the reward system

Building Skills

ONE SIZE DOES NOT FIT ALL

•Individual learning

•Presentation

•Full scale stand-up training

•On the job training (mentoring and pilots)

EarlyAdopters

13.5%

EarlyMajority

34%

LateMajority

34%Laggards16%

Innovators2.5%

The Chasm

Time

Visionaries Pragmatists

How much is enough?When?

1) Contact

2) Awareness

3) Understanding

4) Decision

5) Installation

6) Adoption

7) Institutionalization

8) Internalization

PreparationPhase

AcceptancePhase

CommitmentPhase

commitment

threshold

disposition

threshold

ignorance

confusion

disbelief

delay disuse

disappointment

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Dealing with Visionaries

•Sell the vision

•Raise awareness

•Deal with resistance

– listen to grievances

– be prepared to adjust the vision

– be prepared to learn from their experience

•Plan a pilot

•Train in skills

•Procure resources to make the pilot successful

Success does not cross the chasm,but failure does!

EarlyAdopters

13.5%Innovators2.5%

Moore’s Crossing the Chasm

MOORE’s CROSSING THE CHASM APPLICATION TO SOFTWARE PROCESS IMPROVEMENT

choosing a target market identify potential teams for the pilots

understanding the whole product concept

understand both the good and bad parts of the change

positioning the product sell the problem and structure support for the adoption

building a marketing strategy plan the pilot for success

choosing the most appropriate distribution channel

use classes, coaching, mentoring and champions

pricing lower the cost of adoption

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Wrong Ways to Attempt the Crossing

•3-day training in the CMMI

•Half a day training in the CMMI

•Decreeing the processes a standard

•Placing all your hopes on the reward system

•“Selling” the benefits to the people

•Trusting that the benefits will become evident with time and people will embrace change

•Making the change mandatory under punishment of losing the job, on day one.

Conquering the Early Majority

Time

EarlyAdopters13.5%

EarlyMajority34%

LateMajority34%

Laggards16%

Innovators2.5%

The Chasm

•just in time

•on the job

•just enough

Perform training

Until Early Majority changes

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Summary

• Change is not about the destination, is all about the trip

• If you fail to plan, plan to fail

• Consider at least three levels of transition management

• Professional drivers in a closed circuit, do not attempt

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The 4 Variables

1. Scope – skills, processes, culture

2. Culture– do not sell opera tickets at NASCAR (and vice

versa)

3. Resistance– identify and deal with change opponents

4. Timing– understand the different constituencies

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7/7/2011

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Agenda



Concepts and Steps


Sponsorship


• Getting There


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Questions?

7/7/2011

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7/7/2011

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Jorge Luis BoriaVP

Liveware Inc.

[email protected]

Michael MilutisDirector of Marketing

Computer Aid, Inc. (CAI)

[email protected]

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