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Tracking progress andmeasuring the outcomes
of your change project
Stacey Walton
Manager Organisational ChangePeople & Culture
Department of Primary Industries (VIC)
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PRIMARY INDUSTRIES
businessand corporate
+Department of Primary Industries
The Department of Primary Industries (DPI) is responsible for agriculture, fisheries, earth
resources, energy and forestry in Victoria.
We design and deliver government policies and programs that enable Victoria 's primary and
energy industries to sustainably maximise the wealth and wellbeing they generate, by
providing essential goods and services, employment, investment and recreational
opportunities.
DPI is one of 11 Victorian Government departments, reporting to the Minister for Energy and
Resources and Minister for Agriculture and Food Security. We employ more than 2,500 staff
who work from 70 locations across the State.
Our focus is in emergency management, policy development, regulation & compliance,
science, research & development and sustainable practice change
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+Session Outcomes
Outlining the importance of recording, evaluating and learning from your
change management efforts
Examining the dynamics that contribute to the success or failure of change
and transformation initiatives in your organisation
Tools and techniques for measuring progress and outcomes
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+Contents
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+Change approach DPIs approach to managing change is both pragmatic and customised designed to create an
engaged, resilient and capable DPI team; fostering a positive attitude toward change, withleadership and personal accountability to successfully deliver strategic goals.
The change approach is underpinned these by design principles:
? be simple, practical and scalable for all projects & initiatives
? focus the change effort through easily identifiable change activities
? provide a common language for change and a consistent approach to change
Change Framework
Change Process
Change Intranet
Change Toolkit
Change Capability
Programs
Change Teams
Business Partnering
Change Strategy
Customised
Solutions
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+Types of change
Structure / Org Design Culture / Behaviour System / Process Business Initiative
? Improve
communication
and acceptance
? Develop and
facilitate
interventions
? Partner with
senior leaders
and changeteams
? Help people
sustain changes
over time
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VISION
Motivating, inspiring
vision of the future;
describing what
success looks like
LEADERSHIP
Engaging sponsorship
and personal
leadership to provide
clarity and focus
CHANGE TEAM
Dedicated guiding
team to lead and
enable change
CHANGE ASSESSMENT
Broad assessment of
change; recognising
depth, breadth and
requirements
CHANGE
STAKEHOLDERS
Identify, assess and
engage stakeholders
to enable changeCASE FOR CHANGE
Establish a sense of
urgency with
compelling rationale
to act now
ROLE CLARITY
Clearly defined
accountability,
responsibility and
decision making
ORGANISATIONAL
DESIGN
Dynamic structure and
operating model;
enable workflow and
business strategy
DEVELOPING
CAPABILITY
Identify learning
needs and develop
capability to enable
and sustain change
SYSTEMS &
PROCESSES
Align new ways of
working with existing
people systems and
work processes
CULTURE
Consciously articulatedvalues, behaviours and
team dynamics needed
to enable change
CHANGE PLAN
Dynamic plan of action
to build acceptance,
ownership &
momentum
COMMUNICATION
Clear authentic
messages to enable
rational & emotional
commitment to
change
SUSTAINING CHANGE
Evaluate and measure
progress; enable
collaboration and
knowledge sharing
CHANGE READINESS
Examine how people
are relating to,
embracing and
contributing to change
DPI change framework
7
leading
defining
engaging
aligning
enabling
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+Change process
Partner with senior leaders and change teams to apply the change framework
Actively facilitate the change process and sustain momentum
Enable transition from the current state to the future state in a highly customised, scalable,
and dynamic way
initiate & assess plan & designconsult &
inform
Implement &
review
set up for success
clarify responsibilities
and put governance
in place
design the future -
align to strategy and
engage the right
people
propose the future
what will be different
and why
begin transition -
teams, processes
workflow & practices
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+Contents
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+Change assessment
100%
50%
0%
75%
defining engagingleading aligning enabling
25%
tipping point
MOMENTUM
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Process in practice
Change Context
Large scale restructure
Feeling of imposed change
High level announcement and dates
Evaluative and logical culture
Change team established
Change Assessment
1st change mapping with the change team
Case Study
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+ What worked?Informed change plan direction
Aligned activities to team priorities and
perceptions
Created a sense of urgency
Enabled shared understanding
Provided a mechanism for communication
Change Assessment
2nd change mapping with the change team
Process in practiceCase Study
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+ What didnt work?Change team expectations and authority
External perceptions of the change team
Role and ownership of senior leaders
Growing dissatisfaction with case for change
Limited ability to contribute to change shape
Change Assessment
3rd change mapping with the change teamProcess in practiceCase Study
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+Contents
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+Lessons learnedDo differently
Case for change
Scope and ability to influence
Change team membership
Leaders ability to enable transition
Invest in
Change plan
Culture workshops
Communicating evaluation and progress
Change team cohesion
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Appendix I copyright and disclaimer
The State of Victoria 2011. This work is copyright. No part may be reproduced by any
process except in accordance with the provisions of the Copyright Act 1968.
All inquiries should be directed to the Customer Service Centre, ph. 136 186 or email
customer.service@dpi.vic.gov.au
The information provided in this work may be of assistance to you but it is provided onthe basis that all persons accessing it undertake responsibility for assessing the relevance
and accuracy of its content. The State of Victoria and its employees do not guarantee that
the work is without flaw of any kind or is wholly appropriate for your particular purposes
and therefore disclaims all liability for any error, loss or other consequence which may
arise from you relying on any information in this work.
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