Date post: | 24-May-2015 |
Category: |
Business |
Upload: | johan-reunis |
View: | 108 times |
Download: | 0 times |
Enabling change
Delaware enables change
2
Stakeholders
Vision
Impact
Readiness
Business Strategy / WIIFM
Attitude / Influence
Processes, Systems, People
Transition Scan©
Motivation / SupportersRisks / Focus
Change
drivers
Focus on motivation of people and engaging supporters
Continuous alignment
Leadership
Communication
Organization
Processes
People development
Metrics
Highly involved, active and visible leadership
Emphasize building on success, encourage feedback
Engage early, frequently and via different channels – co-creation
Establish cross-functional teams, stimulate collaboration
Involve people, use collaborative and innovative training methods
Set clear and specific targets – measure performance
Leadership
Communication
Organization
Metrics
People Development
Processes
4
Leadership
Objectives:Active and visible involvementBuilding a supporting coalition in the organisationCommunication at all levels
Issues:No clear sponsorship leading to ‘multiple captains’
Conflicting interests & messages
Ivory Tower behaviour
Indicators:Active group of followers
Implicit leaders come forward
Organization carries the change
Leadership actively lives the change
5
Communication
Issues:Communication is mostly reactive and disjointed
Selling the solution is often done too late (at go-live phase)
Communication is limited to the project team
Objectives:Deliver program communication tailored to specific audience and driven by a marketing-like campaign
Sell the project by using an enterprise sales methodology approachEnable ongoing dialog
Indicators:Consistent messages are being delivered
Change story adopted and repeated at all levels
Dialogue continues long after the project
Processes
6
Processes
Issues:Double and unnecessary work
Unmanaged waste
Imbalance between core and non-core activities
Silo thinking
Objectives:Processes adapted to business needs
Create mindset of transversal thinking
People feel involved in the company processes
Indicators:Continuous Improvement mindset
More efficient and effective end-to-end processes
Inter-team collaboration becomes the standard
7
Organization
Issues:Silo thinking
Unclear R&R during projects and after changes
Poorly organized reentry of project team members
Information islands exist and pose a serious risk
Objectives:Prepare a collaboration plan around the proposed solution and set expectations
Reinforce the collaboration during all activities
Reduce information islands to enhance the collaboration
Define all R&R early in the project
Indicators:Clear roadmap for R&R
Organizational Development Roadmap
Continuous Improvement mindset
Succession Planning
8
People Development
Issues:Training is considered as the start of Change Management
People Development is limited to classroom training, and limited to the tools only
Training is considered a one-off activity
Objectives:Deliver continuous training & coaching from before implementation to after rollout
Drive development through multiple channels
Focus on processes, not only tools
Indicators:Proficiency and utilization reach high levels
Embedded in Competency management framework
9
Metrics
Objectives:Determine targeted change related activitiesMeasure evolution of change readinessAdjust change activities where neededSet specific targets to be achieved
Issues:KPI’s do not support the business
Ineffective deployment of changes
Unknown ROI of changes
(Budget) surprises
Indicators:Clear view on Change readiness of organization
Proven change adoption
High level of employee proficiency
Measurable utilization rate
10
Transition Scan©
11
Transition Scan© output
Enable change through targeted actions
12
Leadership
Identify primarysponsor
Identify change leaders
Identify Developchange vision(org &teams)
Identify change agents
Assesschange agents
Assess change leaders
OrganisationStakeholder
analysis
Change Impact analysis
Processes
Asses project resourcing
Identifymotivation
elements (SDT)
Draft motivationplan (incl
quick wins)
Assess processmaturity of the
organisation
Leadership
Communication
Processes
Organization
People Development
Metrics
Expert
Support leadership with industry standard models on leadership and change
Support the communication team to get specific
(difficult) messages across
Support the process analysis and optimization of
complex processes
Ad hoc support for specific complex organizational
issues
Support the development department with context
specific expertise
Measure adoption, profiency and utilisation of
the change
Teacher
Teach change models to senior management
Teach communication models to line management
Teach Process Improvement techniques
Teach organizational development techniques
Teach knowledge, skills and behaviour
Train the trainer
Teach KPI techniques
Coach
Coach leadership on influencing techniques
Coach management in creating and delivering
communication
Coach management during process improvement work
Coach management through organizational
changes
Management coachCoach the coach
Performance Management coach
Enabler
Vision workshops Stakeholder analysis
Influencing techniques
Define comm’s strategyManage comm’s planDraft communications
Process mapsGap analysis
Value Stream Maps
Target Org ModelRoles & Resp matrix
Perf Mgmt Framework
Training Strategy & PlanTraining ExecutionContent coaching
Gap analysis KPI’sDevelopment new KPI’s
Roles