30
The Case for Gaining Mindshare and Alignment in a Disruptive and Chaotic Environment Doug Walton, PhD & Gustav Toppenberg, MBA, PMP, PMI-ACP October 7, 2013
The Case for Gaining Mindshare and Alignment in a Disruptive and Chaotic Environment
Doug Walton, PhD & Gustav Toppenberg, MBA, PMP, PMI-ACP
October 7, 2013
Cisco Confidential 2 © 2010 Cisco and/or its affiliates. All rights reserved.
Does Project Management Sometimes Feel Like Herding Butterflies?
Doug
GUSTAV @gtoppenberg
Connecting Strategy to Execution
Applying Architecture mindset to organizational change
How do we create a compelling future state vision that people can understand
DOUG @DougWalton
Organizational Change Program Manager
20+ years experience leading change programs
Key change strategist for large-scale IT change
How do we get people working together in a new way?
How do we change the conversation?
Gustav & Doug
Change is Everywhere Rethinking How
Change Happens Aligning to Future Q&A Resources
Doug
Gartner 2013 Report: Only 10% of Infrastructure and Operations
organizations are able to deliver the speed of change required by the business processes they enable by 2015
In 2013, less than 2% can do it To keep pace requires more advanced change
management processes and models
http://www.gartner.com/newsroom/id/2394815
Gustav
From Program and Project Managers
Have a clear vision and stick to it…But adapt to change
Less democracy… But have more inclusion
Enforce stronger governance… But be more flexible
From Stakeholders
Too many trainings
Too many changes to tools
Too hard to find information
Too much confusion
Doug
Complexity
Pa
ce o
f Ch
an
ge
Sensing and responding to changing markets, technologies, industries, and competitor moves
Restoring stability (dynamic equilibrium) of the organizational system
Doug
Define Sense of Urgency& Vision
Communicate
People Change
Celebrate
As a services oriented organization, IT
has adopted a client-centric approach to
deliver value as defined by the client in a
cost effective manner.
Better customer service? Better customer value? Better maintenance services? Technical services? Services-based costing? Services-based work organization?
Doug
Today Middle Ages
Nice Foolish or silly
http://www.mirror.co.uk/news/uk-news/words-literally-changed-meaning-through-2173079
Matrix Womb or source
Husband Home owner
Garble To sort out
Fantastic Existing only in the imagination
Doug
• A future model provides a basis for agreement: • Common terminology • Identified decision makers
• Provides a container for further distributed design work
Doug
Define Sense of Urgency& Vision
Communicate
People Change
Celebrate
Executive E-Mail
Videos
Newsletter
Webinar
Website
Doug
Mass Communications
• Executive email • Newsletter • Webinar • Website • Video
Interpersonal Communications
?
Doug
Time
Ad
opti
on %
Change Agents
Whole Organization
100%
Change Agent Role
Commits to being a proactive champion or evangelist for the change
Acts as a point of contact for constituents
Gathers feedback on break points and success stories
Meets regularly with core team to stay informed and provide feedback
• Increase rate of change: o Change agent vigor o Adaptation to local
needs • Involvement builds
commitment • With continuous change,
ongoing change agents are needed
Doug
Define Sense of Urgency& Vision
Communicate
People Change
Celebrate
Moratorium on Hiring
Doug
Expenses Headcount Moratorium
Headcount Decrease
Delay decrease
Greater Pressure to
Reduce Headcount
Outsourcing Decision
Greater cost per hour
Projects Maintained
Doug
Cisco Confidential 18 © 2010 Cisco and/or its affiliates. All rights reserved.
Status. I am better than others.
Certainty. The future is more certain.
Autonomy. I can do what I want.
Relatedness. Others like me and I fit in.
Fairness. It is fair and just.
Pursue Avoid
WIIFM – What’s In It For Me?
http://www.davidrock.net/files/NLJ_SCARFUS.pdf
Doug
Align Design Mobilize Evolve
Align key players on a future model that will guide design
Continuously Design the future that motivates and is adoptable
Mobilize the first adopters to adopt, learn, & influence others
Evolve organization as better ways are discovered
Doug
The role and importance of Architecture
Winchester Mystery House
- Continuous building with no master – no vision
- Built one room at a time - Doors & staircases that lead to
no-where - Building lots of waste and
unusable
Large Skyscrapers
- Built with a vision in mind and with purpose
- Single building, not part of original city architecture
- Functional purpose
Gustav
Next Generation 'Smart + Connected' City
Gustav
Strategy
Innovation
Projects / Programs
Services / Operations
Enterprise Architecture
Gustav
Delivery Management
Design & Execution
Strategy & Planning
Current State Architecture
Target State Architecture (New Current State)
Gustav
A connected team is needed to execute on the work aligned to the vision
Clear roles and responsibilities is critical
Gustav
An alignment indicator can be created using these questions: I understand the importance of this program. I understand the intended outcome of this
program. I have been adequately involved in this program. I believe the other key people for this program
have been adequately involved. I believe this program is supported by senior
management. I believe there are sufficient resources to get this
program done.
Doug
Clear direction is forged not created and communicated
Need to iteratively design the future as as we go
The designing takes structure and involvement of many people
Have to provide the frameworks for the right conversations to take place (alignment)
Doug
Other Resources: http://www.empowerbase.com/index.php/pmi-symposium/ Twitter #adaptpmi
The End
Doug Walton Email: [email protected] Twitter: @DougWalton
Gustav Toppenberg Email: [email protected] Twitter: @gtoppenberg
