Practical ideas and examples for successful change

December 2015

Gillian PerryUK Co-Lead and UK Accreditation Lead

Dec 2015

@CMI_UK

Contents

What we will cover today:

• My Background• Change Projects - Success or Failure• What is change Management• How Can we make change a success• Communicating the Change• What is the Change Management Institute• Recent topics

• Gillian Perry has been a leader in the field of Change Management for over 10 years. She is currently advising on change management for several companies and is the CMI (Change Management institute) UK co-lead and lead for CMI accreditation in the UK. She has worked mainly in the utilities industry most recently for National Grid. During that time she has managed and advised major change programmes across the international business. In addition she has some experience in the banking industry and the international outsourcing industry.

• She has a diverse skill set with a significant number of years working within the IT business in technical and non-technical roles and has expertise in IT strategy, Outsourcing, governance and resource management. She has also worked in corporate HR, working with leaders on organisation design, change, employee engagement, talent management and leadership both in the UK and US

Project Failure stories

Change Management

Can we manage change?

• Change starts at the top• Change is rolled out• Change is managed

Successful change happens when people take personal responsibility for driving it.

When they feel invited to participate and drive the change.

Success = Participation

1. Effective sponsorship from senior management in terms of active visible support, ongoing support throughout the life of the initiative, acting as role models for the change, communicating and being ambassadors for change;

2. Buy-in from front-line managers and employees which got the change moving and kept momentum going;

3. Continuous and targeted communication throughout the project. This would be tailored in depth and breadth to the different interested communities;

4. An experienced credible team who maintained good internal working relations and also networked into the organisation;

5. A well-planned and organised approach which is suited to the type of change being managed.

Prosci Research 2008 - 2014

McKinsey top factors for success

• 8X Senior managers communicated openly across the organization about the transformation’s progress and success

• 5X Leaders role-modeled the behavior changes they were asking employees to make• 5X Everyone in the organisation understands how their work contributes to the organisations

overall vision• 4X Performance evaluations held initiative leaders accountable for their transformation

contributions • 4X Roles and responsibilities in the transformation clearly defined

Success = Participation

• 70% success rate when leaders ensure front line staff members feel a sense of ownership• 71% success rate when from line employees take the initiative to drive the change• 79% success rate when both applyMcKinsey 2014

Providing a Range of Activities

autonomytalents

interest

motivation

participation

meaning

ENTJ

ISTJ

INFJ

ESFPISTP

ESTP

Activist Theorist

ReflectorPragmatist

Achievement

Affiliation

Power

Activists/Pragmatists Let me at it/If its relevant

• Show me the business case so I understand that this change is viable

• Let me pilot the change in my area• Give me some dummy data to play with• Explain how the change links to my job description• Lets just do it!• Give me a chance to enter live data• Don’t tell me about the risks• Provide me with a coach who understands my role to help me get

started

Theorists/Reflectors lets not rush!

• Give me a flowchart that demonstrates how the decision to pursue this change was made• Give me a step by step plan for how this change will be achieved• Let me do some analysis to ‘prove’ the usefulness of the change• Let me go to a lecture by someone respected in the subject• Let me find a training course that will teach me the theory about this• Let me go on a visit to see this change in action• Let me watch a video of others working in this new way• Give me a case study to illustrate the new ways of working• Give me some references and recommendations from others about their experiences of

making this change• Give me a forum to discuss my views of the change with others

Change management Institute

www.change-management-institute.comCREDIBILITYAffording you membership and affiliation to a professional industry organisation CAPABILITYEnsuring you have access to opportunities to continually develop and be recognisedCONNECTIONLocal connections within a global community

CMI – Latest Topics

• Networking Events• Cadence of change – Fast or Slow• Role of a Change Manger (Change vs Project)• Role of leadership in Change• Change Agility – Can we make change more Agile

• Conference• Build a change Platform and not a change program• Hackathons (how to workshop change)• Examples of change projects• How change happens

In Summary

• I have talked about some of the lessons I have learnt in change management• I have talked about the concept of change management• Given some of the latest thinking about managing change – thinking about a greater level of

participation in the change.• Focussed on gaining participation from people• Finally introduced the CMI and some of the things we are talking about.

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