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1 © 2012 PeopleFirm. All rights reserved. © 2012 PeopleFirm. All rights reserved.
Enterprise Change Heat Maps: Are you at Change Saturation levels?
2 © 2012
PeopleFirm. All rights reserved.
Wikipedia defines a heat map as a graphical representation of data
where the values taken by a variable in a two-dimensional table
are represented as colors.
Wikipedia has no definition for a
Change Heat Map… yet!
3 © 2012
PeopleFirm. All rights reserved.
But people are talking about Change Saturation
and Change Fatigue
4 © 2012
PeopleFirm. All rights reserved.
Why?
Because today’s organizations are
saturated with change… and their
employees are fatigued.
5 © 2012
PeopleFirm. All rights reserved.
In 2010, 82% of employees experienced
significant change at their organization.
What’s more …66% of employees anticipate additional change in the next six months,
including layoffs of team members, significant organizational restructuring, and changes in
one or more senior leaders.
Source: CLC Building Engagement Capital, 2010
6 © 2012
PeopleFirm. All rights reserved.
Per Towers Watson’s 2011 Talent Management & Rewards Survey, most organizations (65%) expect
employees to work more hours than before the recession; and over
half (53%) expect this to continue — putting particular strain on professional level employees.
“Employees at many organizations are already suffering from change fatigue. As a result, when the labor market does recover, companies can expect a sharp
increase in voluntary turnover . . .”
Laurie Bienstock, North America leader at Towers Watson
Source: 2011 North American Towers Watson Talent Management and Rewards Survey
7 © 2012
PeopleFirm. All rights reserved. Source: Prosci’s 2012 Best Practices in Change Management
0%
20%
40%
60%
80%
100%
2007 2009 2011
59% 66% 73%
Organizations are reporting increasing
Change Saturation
8 © 2012
PeopleFirm. All rights reserved.
Employee stress is heightened when changes collide … when multiple changes from different
sources hit an employee group at the same time.
Business Unit
Priorities
Strategic Initiatives
Enterprise Programs
Program Management
Agendas
Corporate Change Saturation becomes most apparent when
we evaluate the change burden employees are carrying.
9 © 2012
PeopleFirm. All rights reserved.
The results when survey participants were asked… “do you have a structured process for
managing your change portfolio?”
15%
24%
61% NO
YES
The few who are working to address the change
saturation and collision risks identified portfolio
management tools and prioritization as the top two
mitigation tactics.
Don’t know
Source: Prosci’s 2012 Best Practices in Change Management
10 © 2012
PeopleFirm. All rights reserved.
Surprisingly, most the organizations with awareness of their own change saturation, report doing “nothing” to address the risks.
Source: Prosci’s 2012 Best Practices in Change Management
11 © 2012
PeopleFirm. All rights reserved.
The symptoms of change
are real and “show up”
Individual behaviors
exhibited in a change-saturated environment
• Disengagement and apathy
• Frustration and stress
• Fatigue and burnout
• Resistance
• Confusion
• Cynicism
Symptoms of change
saturation with Projects and project teams
• Unrealized benefits
• Lack of resources
• Changes were not sustained
• Projects failed to gain momentum
Organizational symptoms of a change- saturated environment
• Higher turnover
• Productivity decline
• Increased absenteeism
• Loss of focus on business basics
• Negative morale
Source: Prosci’s 2009 Best Practices in Change Management
12 © 2012
PeopleFirm. All rights reserved.
How much is change
saturation costing your
organization?
59% of projects were considered unsuccessful IBM 2008 Study – “Making Change Work”
Employee turnover costs range from 50% - 150% of salary + benefits for each employee loss from burn-out
$63 billion is spent on IT projects that fail in the U.S annually CIO Insight, June 2010
Unplanned absences drove a 54% decrease in productivity/output and a 39% drop in sales and customer service. 2008 Mercer/Marsh Survey on health, productivity and absenteeism
13 © 2012
PeopleFirm. All rights reserved.
Lacking visibility
Admiring the
problem
Taking action, mitigating
risks
So, where is your organization in understanding and managing change saturation?
14 © 2012
PeopleFirm. All rights reserved.
The top strategic change initiatives in your organization this year?
The degree and volume of change your employees will face?
The changes that are likely to collide?
How much change is too much?
How your bottom line will be impacted?
How can you mitigate the risks?
Do you know . . .
15 © 2012
PeopleFirm. All rights reserved.
If change is a constant… like the weather, how can you predict it?
and what should you do to prepare for the
storm?
16 © 2012
PeopleFirm. All rights reserved.
We can help!
PeopleFirm’s solutions will help you
assess your risk and
build your mitigation plan.
17 © 2012
PeopleFirm. All rights reserved.
Step 1: Assess … no visualize your risk
UW / UA RVP / TM/AS Agents EMG
Sales ActivitiesWC BOR Expires X X X 1-Jul
WC - Propel Book Renewals X X 1-Oct
National Sales Meeting X 8/9-8/13
President's Award Incentives Trip X X X X 5/17-5/20
Agent Golf Tournaments X X 7/13 - OR 9/9 - ID
Agency Roundtables - Coos Bay X 6/1-6/3
Bandon Dunes meeting 10/5-10/7
Payne Financial Rope & Stroke X MT: 6/2-6/4
Conference / External Activities
Insurance Conventions X X 5/24 - 5/26
IABI - Insurance Agent Brokers of Idaho 8/16-8/18
IABI - Insurance Agent Brokers of Montana 7/14-7/15
Oregon Convention 8/29-8/31
PIA Convention for Oregon 10/24-10/26
Montana Governor's Cup X X 8/4-8/6
Montana Chamber Golf Tournament
Idaho Golf Tournament
Julie Out 17-Sep
LNW Normal Business ActivitiesAgency Reviews X X X
Agency Profit Sharing Development work X
Audits Due X 15-Sep
Mid Year Performance Reviews X X X X
Talent Reviews X
LNW Planning Season X X
Employee Town Halls X X X X 6/9-10: SEA
COR X 7/21: SEA
RCG Planning Prep X 29-Jun
Alaska Roadtrip (Julie, Gary et al)
ProjectsNew Audit Database X
Bill ing System
Authorities Implementation X
Documentation??
Vista Roll-out X X X X
CCCA - Guidwire Implementation??
Safeco Personal Lines Conversion
July August September OctoberImpactAudience
April May June
Initiative View
Enterprise View
18 © 2012
PeopleFirm. All rights reserved.
Step 1: Assess … no visualize your risk
From your stakeholder’s view :
• Identify the levels of impact
• Understand the volume of change
• Overlay key business events such high work spikes, heavy employee vacation timeframes, normal yearly business events
• Increase visibility
• across functions, departments and/or business units;
• move away from siloed thinking
• Mitigate change saturation risks
• Increase adoption / success
• Ensure planned business results are achieved
Assess Benefits
• Improved decisions on strategic priorities and timing, leveraging change initiative insight and awareness.
The Goal
19 © 2012
PeopleFirm. All rights reserved.
Step 2: Build your mitigation plan
Adapt: Can you change the deployment timing of your effort to maximize the best possible timing for adoption?
Adjust: Is there anything within the ‘rhythm of the business’ that can be changed – delayed, removed or scaled back?
Integrate: Should the initiatives be consolidated for certain stakeholder groups – e.g. Could training efforts be rolled into one?
Shift: Should one project go before the other to mitigate change saturation and risk?
Intervene: What intervention should be applied to mitigate the risk of change saturation? More resources added to the project? Additional change management activities to ensure readiness?
Take the time to consider
your options!
20 © 2012
PeopleFirm. All rights reserved.
Step 2: Build your mitigation plan
Our clients are successfully
mitigating their risk and
associated costs related to change
saturation.
Client Change Heat Map Type
Mitigation Steps Results
Fortune 100 Insurance Provider
Initiative View for Transformative Technology, Process & Product Project
1. Received ‘permission’ from Corporate to have grace period on audits that were to occur at the same time
2. Delayed implementing Windows 2010/Office 7 until 3 months post-launch
Met Adoption Scorecard Indicators Successful deployment as proven by project results
Regional Utilities Provider
Enterprise View as defined by Large, Strategic, Enterprise Initiatives
1. Forming Enterprise-wide Governance Committee
2. Researching how best to mitigate Q4 impacts
In early stages of implementing
21 © 2012
PeopleFirm. All rights reserved.
Change Heat Maps
are a key enabler to
aligning the
organization and
becoming more
Change-Capable.
Step 3: Increase change resiliency throughout the organization
PeopleFirm’s Change-Capability Framework™
22 © 2012
PeopleFirm. All rights reserved.
Can we help take that weight off your shoulders? If so, we’d love to share more about our Change-Capable Solutions with you.
Your People = Your Business
www.peoplefirm.com
PeopleFirm, LLC
2201 Sixth Ave. Suite 150
Seattle, WA 98121
Thank You
Tamra Chandler
o 206.462.6462 x120
c 206.399.8701
Beth Montag Schmaltz
o 206.462.6462 x120
c 425.591.3400