B Bu ui il ld di in ng g C Ch ha an ng ge e L Le ea ad de er rs sh hi ip p C Ca ap pa ab bi il li it ty y a ac cr ro os ss s t th he e E En nt te er rp pr ri is se e T Th he e L Li iv ve e C Ca as se e a at t P P a ac ci if fi ic c G Ga as s a an nd d E El le ec ct tr ri ic c C Co om mp pa an ny y Joe Rafter, Sr. Director Enterprise Change, PG&E Linda Ackerman Anderson, Vice President and Co- Founder, Being First
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Building Change Leadership Capability across the Enterprise...Building Change Leadership Capability across the Enterprise The Live Case at Pacific Gas and Electric Company Joe Rafter,
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Linda Ackerman Anderson, Vice President and Co-Founder, Being First
Objectives
• Learn how to create the best strategy to deliver enterprise change leadership capability and establish the function • Recognize the distinction between Change Management and
Change Leadership • Understand a framework and process to create Enterprise Change
Leadership Capability among senior leaders, project leaders and change consultants • Understand the importance of using a common approach to leading
change for all types of change, especially transformation
• Change Management • A critical discipline that outlines communications and training activities within the
deployment window of a project. • Provides analytics on status of change readiness and adoption
• Change Leadership • Setting up change projects for success from “ideation” through “solution sustainment”
with a focus on delivering Business Benefits • Standing for and modelling Personal & Organizational Breakthrough
• Change Leaders… • …create integrated strategy, delivery, and sustainment plans: Content plans and
people plans are ONE PLAN, ONE PROCESS • …do not separate “Change” from “Project”…it’s ALL change! • Consciously design the change process end-to-end for business results
• $15B+ 2013 revenue, 23,000 employees. 16 million customers. 70,000 square mile service area
• Strategic Direction - To become a leading utility through more safe, reliable, and affordable energy services so that customers trust, like, and want to do business with us!
• Assessing the Change Readiness – First 30 days
• How do you define change management? • How do you think I can help you?
and legitimized • One change approach and language • Engage leaders • Create awareness of the Enterprise
Change Agenda with Benefits • Try to Go Deep with the Few! • Deliver, consult, and coach on initiatives • Top 3 Change Risk Factors • Manage the politics of a “new” approach
2015-2016 • Take on the highest gain initiatives • Overtly address Culture, mindset and
behavior • Change is the leaders’ responsibility, not just
the project team’s! • Broaden CL personal development
• Role model & integrate “One PG&E” • Expand Change Leaders Network
• Change Leads (Consultants) • Change Process Leaders (Business owners)
• Benefits Realization PoC • Integrate CLR with Other Capabilities