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GE Capital
CHANGE ACCELERATION PROCESS (CAP):
Enabling effective change in GE
Copyright © 2013 General Electric Capital Corporation. All rights reserved. This publication provides general information and should not be used or taken as business, financial, tax, accounting, legal or other advice, or relied upon in substitution for the exercise of your independent judgment. For your specific situation or where otherwise required, expert advice should be sought. The views expressed in these articles reflect those of the authors and contributors and not necessarily the views of General Electric Capital Corporation.
Keven Carpenter Bobby Love June 7, 2013
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2 6/7/2013
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2 6/7/2013
Introductions
Keven Carpenter Chief Quality Officer GE Capital, Americas
Bobby Love Quality Leader GE Capital, Americas
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3 6/7/2013
Objectives
• To introduce or amplify your understanding of the CAP Model, Concepts, Tools and Techniques
• Begin the dialogue of where you can utilize these tools within your role
• Walk away with some completed CAP tools for a problem you are currently facing or will face in the future
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“The human mind treats a new idea the same way the body treats a strange protein … it rejects it.”
- Immunologist P.B. Medawar
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4 6/7/2013
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5 6/7/2013
Change Acceleration Process (CAP): Increase success and accelerate change
Strategy & Growth: IB’s, CECOR, Lean, Customer Centric, Execution
Work-Out / Town Meetings: Empowerment, action – Expert-Driven Decision-Making, Action Work-Outs, Customized Work-Outs
Productivity / Best Practices: Benchmarking External Organizations, Sharing Best Practices
Process Improvement: Process-mapping, re-engineering, Bullet Train Approach
Key Strategic Initiatives: QMI**, NPI**, OTR**, SP**, Productivity, Globalization
Make Customers Winners: GE Tool-Kit
Six Sigma Quality: Productivity, Span, Data-Driven Decision-Making
Digitization: Sell, Buy, Make using Technological Tools
ACFC (At the Customer For the Customer): Faster, Better, Closer to the Customer
Imagination at Work: Imagine, Solve, Build, Lead
**New Product Introduction, Quick Market Intelligence, Order to Remittance, Supplier Partnership
1989
GE’s change culture • Using change as a strategic and
competitive advantage
• Optimizing change effectiveness
• Building a culture that drives change
1992
1996
1998
2000
2003
2004
Lean Six Sigma Speed & Quality
2005
SimpLean* Engagement 2011
*Trademark of General Electric Company
Leveraging
employee base
Formal
program
Engaging
employees
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GE’s change research
100% of all changes evaluated as “successful” had a good
technical solution or approach
Over 98% of all changes evaluated as “unsuccessful” also had a
good technical solution or approach
What is the differentiating factor between
success and failure?
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7 6/7/2013
From your change experiences
Elements that distinguish successful from unsuccessful change:
____________________________
____________________________
____________________________
____________________________
____________________________
____________________________
____________________________
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7 6/7/2013
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8 6/7/2013
Technical Strategy
People Strategy
(cultural acceptance)
Sustained Change
(effectiveness ratio)
Effective change equation
Q x A = E Q = Qualitative / technical solution
A = Acceptance, engagement, commitment
E = Overall effectiveness
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8 6/7/2013
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9 6/7/2013
CAP focuses on the “A”… Acceptance
“The most important thing in communication is to hear what isn't being said.” – Peter Drucker
Change initiative
focused on
customer needs
(target)
Effective
leadership
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CAP: The basics
• Provides a ‘Pilot’s Checklist’ for change leadership
• A model for change leadership and employee engagement
• Flexible non-linear methods used throughout a change process
• A strategy and tools to influence actions and commitment of
others through team dialog and action
A
B C
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11 6/7/2013
The GE CAP model
CURRENT STATE FUTURE STATE
Systems and Structures
Leading change
TRANSITION STATE
Monitoring Progress
Mobilizing Commitment
Shaping a Vision
Creating a Shared Need
Making Change Last
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11 6/7/2013
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CAP: A model for change
Leading change Having a sponsor / champion and team members who demonstrate visible,
active, public commitment and support of the change.
Creating a shared
need
The reason to change, whether driven by threat or opportunity, is instilled within
the organization and widely shared through data, demonstration or demand.
The need for change must exceed its resistance.
Shaping a vision The desired outcome of change is clear, legitimate, widely understood and
shared; the vision is shaped in behavioral terms.
Mobilizing
commitment
There is a strong commitment from constituents to invest in the change, make it
work, and demand and receive management attention; Constituents agree to
change their own actions and behaviors to support the change.
Making change last Once change is started, it endures, and learning's are transferred throughout the
organization. Change is integrated with other key initiatives; early wins are
encouraged to build momentum for the change.
Monitoring progress Progress is real; benchmarks set and realized; indicators established to
guarantee accountability.
Changing systems
and structures
Making sure that the management practices (staffing, development, rewards,
measures, communication, organizational design and information technology
systems) are used to complement and reinforce change
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When we use CAP
• Project has strategic / critical importance
• Competing corporate priorities
• Yields significant, measurable pay-off
• Brings together resources from multiple functions / perspectives.
• When significant progress is needed within a short time period
ASK YOURSELF:
• How can we accelerate the planning for…
• How can we accelerate the implementation of...
What project can YOU use CAP tools for right now?
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When to apply CAP to drive change effectiveness
Building acceptance of …
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Setting up for success Off to a “good start”
• A "good start" is essential to long-term success
• Even straightforward projects must be "scoped" to ensure attention is focused on essential elements & deliverables
• Effective teams are formed through deliberate actions, starting with clarification of roles, responsibilities and expectations.
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Goals
Roles
Processes
Interpersonal
Tro
ub
les
ho
otin
g
Pla
nn
ing
• Team is clear about key results and short/intermediate/long range goals
• Team is clear about who should be on the team and which responsibilities should be assigned to which members
• Team has a shared understanding of how they will work together
• Ground rules
• CAP Tools
• Project Plan, Measures, Milestones
Time invested up-front pays rich rewards downstream
The GRPI Model
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The GRPI Model template 0 1 2 3 4 5 6 7 8 9 10
G (Goals)
Purpose & Outcomes
We understand and agree on our project mission and
the desired outcome (vision)
Customer & Needs
We know who the project stakeholders are, what they
require, and why this project is really needed.
Goals & Deliverables
We have identified specific, measurable & prioritized
project goals & deliverables linked to our business goals.
Project Scope Definition
We understand/agree on what is in/out of our project
scope & tasks. The project scope is “set.”
R (Roles)
Roles & Responsibilities
We have defined & agreed on our roles, responsibilities, required skills & resources for
the project team.
Authority & Autonomy
Our team is clear on the degree of authority/
empowerment we have to meet our project mission.
P (Processes)
Critical Success Factors
We know & are focusing on the key factors needed to
meet the project goals & mission
Plans & Activities
We have an effective game plan to follow that includes the right tasks; clearly
defined/assigned.
Monitoring & Measures
We have an effective monitoring process & specific
metrics linked to progress & goals.
Schedule/Milestones
We have defined our project schedule and know what the key phases & milestones are.
I (Interpersonal)
Team “Operating Agreement”
We have shared expectations, agreed & followed
guidelines for how our team works together.
Interpersonal/Team
We have the necessary relationships, trust, openness,
participation & behaviors for a healthy & productive
Low High
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Critical roles in the CAP process Sponsor or
Champion
• Sets direction/ deliverables / expected results.
• Assigns resources and removes barriers required
for success.
• Supports the team through the continual interface
with the team leader.
Team Leader • Accountable for team’s results.
• Drives towards objectives.
Team
Member(s)
• Empowered to make decisions.
• Responsible for implementing actions.
• Based on complementary expertise and skills, not
availability.
CAP Coach/
Facilitator
• Process expert and consultant for the team.
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Project team composition • Involve key stakeholders plus individuals who can contribute to
and are necessary for the completion of the project.
• Represent a "diagonal" slice of the organization.
• Be based on complementary expertise and skills, not on availability.
• Involve people willing to make the investment necessary to participate fully in the Change Project.
CAP team members serve as role models
and are leaders of change
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Team charter checklist Key result areas: • What results are essential?
• What are the milestones and measures?
Boundaries: • Who should we involve/consult with?
• What outside approvals are needed?
• What isn’t in our scope of work (though others might think it is)?
• Can we act independently?
Roles and responsibilities: • Reporting relationship to Team Sponsor?
• Team Members Roles & Responsibilities?
• Team Leader Responsibilities?
• Time Keeper, Record Keeper, Facilitator, etc., during meetings?
Guiding principles: • What team behaviors are essential to
creating effective team environment?
Operating agreements: • How will we make decisions; resolve
conflicts?
• What are acceptable / unacceptable levels of involvement?
• How often and how long will we meet as a team?
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Project selection criteria • Project has strategic and critical importance
(A need-to-do, not a nice-to-do).
• Yields a significant, measurable pay-off.
• Brings together resources from multiple functions with multiple perspectives.
• Project parameters defined to allow for significant progress within cap program time period.
Employees are motivated when …
• they feel they have the ability to complete the task
• it is important to the business
• their contribution is recognized.
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In the Frame / Out of the Frame Flip Charts
Draw a large square "picture frame" on a flip chart (or use tape on a wall) and use this metaphor to help the team identify what falls inside the picture of their project and what falls out. This may be in terms of type and extent of end results, people impacted, time frame, product lines, sites, etc.
15-Word Flip Chart
Each team member is given a flip chart page and marker. They must write, in 15 words or less, the project definition. Post all and check for agreement. Double check all fuzzy words by circling them and asking "What does it look like?" or "How will we know it when we have it?".
Project scoping tools In and out of the frame Used for:
• Creating a visual picture of the elements in “Scope” (frame) and out of “Scope” for the project
15-Word Flip Chart Used for:
• Developing a Project
• Definition Statement
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In and out of the frame Help the team to brainstorm the impacts, resources, or results that may or may not be included in the scope of their project. Use a large “picture frame” to discuss and distinguish those items that the team agrees will be in or out of scope.
Consider:
• Which people
• Extent of impact
• Timing
• Product lines
• Functions
• Sites, etc.
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Project
Definition
Project
Definition
Project
Definition
15-Word flipchart: Alignment On flip-chart paper team members write, in 15 words or less, the project definition. Post all and check for agreement. Double check ‘fuzzy’ words by circling and asking "What does it look like?" or "How will we know it when we have it?” Pick out and use any key words to form a common definition statement that reflects the teams work.
Try It Out!
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Assessment To what extent …
• Do all parties understand and agree what is and isn’t in the “project scope of work? Why project is critical to do?
• Have the Champion, Team Leader and Coach “contracted” with one another regarding roles, responsibilities and expectations?
• Are the Champion’s expectations of milestones, timeframes and key deliverables known to all members of team?
• Has the group of people assigned to complete the project begun to come together as a “team?”
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26 6/7/2013
Leading change
CURRENT STATE FUTURE STATE
Systems and Structures
Leading change
TRANSITION STATE
Monitoring Progress
Mobilizing Commitment
Shaping a Vision
Creating a Shared Need
Making Change Last
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26 6/7/2013
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27 6/7/2013
What is the outcome? • Visible, active and public commitment/support.
• Willingness to take personal initiative and challenge the status quo.
• High levels of attention to the project through the time, passion and focus given to the project by leaders at all levels.
• Leaders actively modeling CAP concepts, language and tools.
Successful change initiatives require strong, committed
leadership throughout the entire project life-cycle
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28 6/7/2013
Key mindsets for change leaders
• Change is life (that which lives… changes/adapts)
• In all change there is some loss (letting go…)
• Resistance is normal, natural, and necessary
• Resistance is directly proportional to investment in the past or current state
• Resistance increases with pressure
• Pressure yields compliance, not commitment
• Investment and participation yield commitment
• All change is choice … individual choice
• Each individual must find their own way/journey
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1. Identify 4-5 things you feel very strongly about (at home or work).
2. Check your calendar for the last 2-3 months to see what % of your time is spent on those things you say are important to you
Change Acceleration Process Self-Assessment
1 2 3 4
5
1 2 3 4
5
1 2 3 4
5
1 2 3 4
5
1 2 3 4
5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Leads change
Creates a shared need
Shapes a vision
Mobilizes commitment
Makes change last
Monitors progress
Changes systems & structures
Leadership assessment tools Calendar Test (Time Audit) Used for:
• Stimulating thinking and team discussion about the degree of attention and commitment change leaders are modeling.
CAP Self-Assessment Used for:
• Assessing current capacity to show specific competencies in each of the seven core CAP processes.
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Leading change
Effective change leadership must build rapidly and be sustained over the entire change initiative
Effective Change Leaders Pitfalls to Avoid
• Consistently lead by example
• Demonstrate the ability to make
the tough decisions
• Clarify roles & responsibilities for
accomplishing change
• Pay attention to change (focus +
time + passion)
• Demonstrate personal competencies
across the 7 core CAP processes
• Fail to engage in leadership
behaviors necessary for change
• Leaders are transferred too
quickly before change has
occurred
• Shift to other goals before
completing the change
(“Flavor of the Month”)
• Try to do it all alone without
involving others
• Allow the change process to be
diluted by other priorities
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31 6/7/2013
Creating a shared need
CURRENT STATE FUTURE STATE
Systems and Structures
Leading change
TRANSITION STATE
Monitoring Progress
Mobilizing Commitment
Shaping a Vision
Creating a Shared Need
Making Change Last
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31 6/7/2013
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32 6/7/2013
What is the outcome? • Awareness of the dissatisfaction with the current state.
• A shared recognition, by both the team and key stakeholders, of the need and logic for change.
• High levels of attention to the project through the time, passion and focus given to the project by leaders at all levels.
• Leaders actively modeling CAP concepts, language and tools.
Creating a shared need produces the ‘urgency’ to
build momentum for acceptance of the change
initiative
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33 6/7/2013
Creating a shared need tools
Threat / Opportunity Matrix
Used for:
• Framing the need for change as a combination of threat and opportunity over the short and long term
Three D’s Matrix
Used for:
• Building your case for change with evidence using data, demonstration & demand
• Answers the question: “Can I prove it?”
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Short
Term
Long
Term
Threat (if we don’t make this change)
Opportunity (if we do make this change)
Threat/Opportunity Matrix: Motivation
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3 D’s Matrix: Communicating need
Types of proof Have now: Need to get:
Data/ Facts: • Numbers / Trends / Statistics
• Graphs / Financials
• Benchmark / Competitive data
H
___________________
L
H
___________________
L
Demonstrate: • Best Practices
• Visiting other Organizations /
Panels / Pilots / Testimonials
H
___________________
L
H
___________________
L
Demand: • Dynamic Leadership (Setting
High Standards/ Accountability)
• Customers / Suppliers /
Competition (Int. / Ext.)
H
___________________
L
H
___________________
L
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Creating a shared need
Creating a shared need involves framing the need to appeal to the interests of key stakeholders
Successful When Pitfalls to Avoid
• Understand who the key
stakeholders are (internal and
external) affected by this initiative
• Each team member is essentially
delivering the same “message”
regarding the need for change
• We have framed the need for
changed to reflect the concerns of
all stakeholders involved
• We help others increase their
sense of the need for change
• Assume the need for change
is obvious
• Fail to frame the need for change
in a meaningful way
• Assume that when others fail to
appreciate the need for change
that it’s “their” problem
• Underestimate the resistance
to change
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Shaping a vision
CURRENT STATE FUTURE STATE
Systems and Structures
Leading change
TRANSITION STATE
Monitoring Progress
Mobilizing Commitment
Shaping a Vision
Creating a Shared Need
Making Change Last
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37 6/7/2013
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38 6/7/2013
What is the outcome? • A clear statement about the outcomes of the change
• A view of the future state that is:
– Customer focused
– Not just one person’s dream
– Challenging
– Evolving, not static
– Behavioral and actionable
– Easy to understand
Visions provide direction and motivation for change
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39 6/7/2013
1. Individually jot down key phrases that capture the essence of why the team exists.
2. Collect and collate into vision statement.
3. "Test" on customers, vendors, employees.
4. Modify as necessary.
1. Imagine a point in the future when the project has been very successful.
2. Find words to describe what you would see, hear, feel as you observe key stakeholders functioning in the new, changed state.
3. Collate, debate, reach consensus on your vision statement, "test" on others and modify
Shared visions come from collective efforts that reflect individual perspectives
Shaping a vision tools Key Phrases Exercise
Used for:
• Involving all team members and capturing individual perspectives
Backward Imaging Exercise
Used for:
• Helping team members think about the future they are working to create
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Focusing vision on behaviors Bull's Eye Chart Exercise
Used for:
• Developing a Vision that is stated in actionable, behavioral terms
More of/Less of Exercise
Used for:
• Clarifying what the team expects from the new state in behavioral terms
Vision _________________________
Behaviors
More of Less of
• •
• •
• •
• •
• •
Vision
Mindset
Behavior
Making a Vision Actionable
Stating the vision in actionable, behavioral terms helps the team gain commitment and identify sources of resistance
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Elevator speech worksheet: Shaping a vision 1. A “reality check” to ensure that team members see the project
the same way.
2. To ensure that the team members spread a unified consistent message. "Here's what our project is about…” (Charter, Project Definition Tools)
"Here's why it's important to do…” (Shared Need Tools)
"Here's what success will look like …” (Shaping a Vision Tools + Milestones)
"Here's what we need from you…” (Responsibilities, Commitments, Project Plans)
"Here's what you can count on from me …” (Commitments, Action, Follow-up)
(Output may change by stakeholder – one size does not fit
all)
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42 6/7/2013
Shaping a vision
Can everyone explain and reflect the vision in behavioral terms?
Successful When Pitfalls to Avoid
• Vision is simple and
straightforward
• Vision is motivating and energizing
• Vision is actionable and
measurable
• Vision is aligned with key business
values and initiatives
• Multiple visions exist without
efforts to gain alignment
• Vision remains at “lofty” level and
no-one pushes back
• Vision is too complex to be
understood and translated in to
day-to-day behaviors
• Vision fails to reflect the interests
and needs of customers and key
suppliers.
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43 6/7/2013
Mobilizing commitment
CURRENT STATE FUTURE STATE
Systems and Structures
Leading change
TRANSITION STATE
Monitoring Progress
Mobilizing Commitment
Shaping a Vision
Creating a Shared Need
Making Change Last
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43 6/7/2013
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44 6/7/2013
What is the outcome? • Understand the key stakeholders whose support and
commitment will “make or break” the change effort
• Coalition of committed stakeholders.
• Identification of potential resistance and a strategy to overcome it.
Mobilizing the commitment of key stakeholders
can be the difference between success and
failure
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45 6/7/2013
HR
ENG
MFG
FIN
Innovators Resistors %
of
Po
pu
lati
on
Late
Adopters
Early
Adopters
Overall strategy is to define pockets of resistance and support.
Mobilizing commitment tools Key Constituents Map
Used for:
• Identifying and clustering key constituents
Attitude Charting
Used for:
• Graphically displaying attitudes toward change
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Sources of Resistance
Definition Causes of Resistance
Examples Rating
Technical
Political
Cultural
Names Strongly
Against
Moderately
Against
Neutral Moderately
Supportive Strongly
Supportive
Stakeholder Analysis for Change
People resist or support change for a variety of reasons.
Mobilizing commitment tools Stakeholder Analysis For Change
Used for:
• Identifying stakeholders and their current level of commitment to the change initiative
Technical-Political-Cultural Analysis
Used for:
• Identifying, labeling and understanding sources of resistance
Page 47
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47 6/7/2013
Names
Strongly
Against
--
Moderately
Against
-
Neutral
0
Moderately
Supportive
+
Strongly
Supportive
++
Reasons for Rating
T
P
C
Stakeholder analysis
Action plan
• Plot where individuals are with regard to desired change
(O = current).
• Ask for the reason why they are (assumed) to be there.
• See if this reason is Technical - Political - Cultural
• Plot where individuals need to be (X = desired) to
accomplish desired change – identify gaps between current
and desired.
• Indicate how individuals are linked to each other, draw lines
to indicate an influence link using an arrow to indicate who
influences whom.
• Plan action steps for closing gaps
Page 48
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48 6/7/2013
Names
Strongly
Against
--
Moderately
Against
-
Neutral
0
Moderately
Supportive
+
Strongly
Supportive
++
Reasons for Rating
T
P
C
Stakeholder analysis
Try It Out!
Page 49
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49 6/7/2013
TPC Analysis of change resistance
Source of
Resistance
Definition of Sources
of Resistance
Examples from Our Project Rating*
Technical People fear or lack skills &
resources to change.
Habit, fear of the unknown, prior
investment/sunk costs.
Political People fear the loss of Power,
Influence, Resources and Decision
Making Authority.
Power struggles, turf, relationships,
who gets to talk to who…
Cultural People resist because it is different
from “how we do things around
here”.
Old cultural mindsets, the good old
days, blinders, afraid to let go….
* Rating – Divide 100 points by how often this type of resistance exists in your business. 100%
Understanding the sources of resistance helps to focus effective actions.
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50 6/7/2013
Influence strategy
Strategy for driving new behaviors to support the vision.
Influence Strategy
Stakeholder Desired New Behaviors
(More of/ Less of)
Issues/ Concerns
(Personal Threats)
Identify “Win / Win”
(Personal Opportunities.)
What Who By When Measures
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51 6/7/2013
Mobilizing commitment
Mobilizing commitment demands heightened sensitivity and professional/ethical use of the tools
Successful When Pitfalls to Avoid
• Identified Key Stakeholders
• Analyzed sources of resistance
• Maximized win/wins through
influence strategy
• Developed and Implemented
strategies to build commitment
• Having little political sensitivity
• Assuming technical solution is
sufficient
• Not including everyone impacted
by the change
• Fail to appreciate the human side
of change
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52 6/7/2013
More of Less of
Influencing
Strategy
Threat vs. Opp.
3D Matrix
D
D
D
TPC Analysis
T
P
C
Stakeholder
Analysis Visioning
Elevator Speech
CAP toolkit
Page 53
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53 6/7/2013
Making change last
CURRENT STATE FUTURE STATE
Systems and Structures
Leading change
TRANSITION STATE
Monitoring Progress
Mobilizing Commitment
Shaping a Vision
Creating a Shared Need
Making Change Last
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53 6/7/2013
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54 6/7/2013
What is the outcome? • Time made available for launch is equal to time available to
institutionalize
• Ensuring that new behaviors will not revert back to the old habits
• Consistent, visible, tangible reinforcement of the change initiative
• Integration of new initiative becomes the way we work
Launching a change is just the beginning …
It must become the way of life.
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55 6/7/2013
Making change
last
Integration
Resources
Excitement
Commitment
Early successes
Learn from experience
Components of sustained success
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56 6/7/2013
Components of sustained success Early successes
• Were they communicated to other functions and locations?
• Were early successes built into the project plan?
• Were they linked to larger, longer term outcomes?
Commitment
• Did there continue to be visible, impactful sponsorship?
• Was there a continuing sense of energy and excitement? (Did the business continue to let everybody know project was important?)
• Did sufficient funds continue to be committed?
• Did sufficient employee time continue to be committed?
• Were appropriate deadlines honored? (or was the project completion date advanced, or were people diverted to other work?)
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57 6/7/2013
Components of sustained success Excitement
• Does the CAP sponsor maintain a high level of personal enthusiasm?
• Does the CAP team visibly show its excitement & enthusiasm?
• Is their excitement genuine & dramatic?
• Is the excitement broadly communicated through words and action?
Resources
• Are adequate resources available throughout project?
• Have new resource needs been identified in a timely fashion?
• Do resource allocation decisions leverage CAP processes?
• Has timing of resource allocation been linked to life cycle of project team?
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58 6/7/2013
Components of sustained success Integration with other initiatives
• Were the efforts of the project well integrated with other initiatives?
• Was there a systematic effort to communicate the connection of project to other initiatives?
• Was attention paid to the consequences of the project on the organization's "systems and structures?
Learning from experience
• Did "downstream" project activities reflect and benefit from key learnings gained early on?
• Were project learnings and best practices shared throughout organization?
• Does it sound as though team members have grown in their capacity to act as leaders of change? (Is it likely another CAP project launched by them would be successful?)
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59 6/7/2013
Making change last
To make change last, change initiative must be a series of commitments instead of “assignments”
Successful When Pitfalls to Avoid
We have accurately estimated…
• Magnitude of total change effort
• Level of resistance this initiative
will face
• The amount of time required to
implement the change
• Resources needed to
institutionalize the change
• Underestimating the time
• Competing distractions
(competition for attention,
resources and time)
• Lack of support for the initiative
• Poorly coordinated activities or
action items
• Dismissing complaints (or
resistance) outright
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60 6/7/2013
Monitoring progress
CURRENT STATE FUTURE STATE
Systems and Structures
Leading change
TRANSITION STATE
Monitoring Progress
Mobilizing Commitment
Shaping a Vision
Creating a Shared Need
Making Change Last
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60 6/7/2013
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61 6/7/2013
What is the outcome?
• Measuring key events and milestones to maintain focus, direction and momentum throughout the change process
• Baseline data and milestone results of the change process tracked and widely communicated.
• Increasing momentum as people see progress and results being realized.
Corrective action can only occur if you know you’re off
track
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62 6/7/2013
Behavioral change analysis
Date:
Stakeholders (from Stakeholder
Analysis)
Desired Behaviors (from More of / Less of)
Progress (Rate progress towards
desired behaviors on scale of
1-5) 1=no change 5=desired
behaviors are apparent *
Actions (e.g. review
stakeholder analysis, TPC
Matrix, Influence Strategy, etc.)
*Option: write the actual behaviors you are observing at this stage of the project
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63 6/7/2013
Monitoring progress
Laying the foundation for monitoring progress must begin early and continue throughout the project
Successful When Pitfalls to Avoid
• Clearly stated the objectives in
measurable terms
• Set milestones that are understood
and agreed upon
• You have obtained accurate and
timely baseline data
• Identified which measures will
show progress toward the goal
• Simply too busy to track progress
• Wanting results too soon and fail
to look for long-term indicators of
progress (“Ready, Fire, Aim”
• Assume stakeholders know how
things are going and fail to keep
them informed
• Assume some things are too “soft”
to measure…Only look at “hard”
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64 6/7/2013
Systems and structures
CURRENT STATE FUTURE STATE
Systems and Structures
Leading change
TRANSITION STATE
Monitoring Progress
Mobilizing Commitment
Shaping a Vision
Creating a Shared Need
Making Change Last
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64 6/7/2013
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65 6/7/2013
What is the outcome? • Realignment and leveraging of the way we organize,
communicate, measure, train, develop, reward, compensate, promote and other systems within the organization to support the change effort.
• Alignment of Systems & Structures with desired behaviors
• Desired new behaviors (More of… Less of…) are reinforced through consistent attention to the organizational Systems & Structures
Identifying and re-aligning key systems & structures are necessary for successful, long-
lasting change
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66 6/7/2013
Factors to consider
Staffing (Acquiring/placing talent)
Development (Building competence/capability)
Measures (Tracking performance)
Rewards (Recognizing/rewarding desired behavior)
Communication* (Using information to build and sustain
momentum)
Organization Design (Organizing to support the change initiative)
IT Systems (Utilizing IT technology to enable changes to be
successful and sustained)
Resource Allocation (Adjusting or planning for financial and other
resources to support the change project)
*Separate tool for communication plan
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67 6/7/2013
0
50
100 Project: ______________________________
25
75 • Use this tool to assess which Systems & Structures
most impact the new behaviors. Similar to the CAP
Profile. To what degree ….will Staffing impact our
projects success?
• Be sure to ask “How well would we do if nothing
changes?”
• Identify the key stakeholder of that System & Structure.
• Not a statistical tool – a discussion generator.
Systems and structures profile
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68 6/7/2013
Time
Deg
ree o
f D
iffi
cu
lty
• Which systems & structures
most impact the new
behaviors?
• Identify the key stakeholder(s)
of that s&s.
• What’s missing?
• Identify characteristics of
new systems & structures.
• Determine systems &
structures to remove or
build.
• Identify who to engage and
develop influence strategy.
2. Current Systems &
Structures Assessment
3. Creating future
Systems & Structures
• What about the current S&S
is helping or hindering us
from achieving the desired
state behaviors?
• Develop influence strategy/
action plan.
1. Identify Key Systems &
Structures
Helping Hindering Actions
Three-step alignment process
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69 6/7/2013
Systems and structures assessment System/Structure Helps Hinders Actions
Measures
(how we track performance)
Reward
(how we recognize/reward
behaviors)
Staffing
(how we acquire/place talent)
Development
(how we build
competence/capability)
Organization Design
(how we organize to support the
change initiative)
Information Systems
(e.g. technology, data management)
Resource Systems
(e.g., budget, finance, strategy)
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70 6/7/2013
Systems and structures action plan Based on the results from the Assessment tool or team discussions on Future Systems & Structures, decide what specific actions on each system needs to be taken
Helping/Hindering
What
Who
By When
Profile-%
Complete
Staffing
Development
Measurements
Rewards
Communication
Organization
Design
IT Systems
Resource Allocation
Other
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71 6/7/2013
Communication plan
Audience Objectives Message(s) Media Who When / Where
Who is the
Audience?
What do we
expect them
to do?
What will
they need
to know to
do it?
How many
different
ways can
you reach
them?
Who will
champion
this
element?
When and
where will it
be
delivered?
Try It Out!
Page 72
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72 6/7/2013
Channel Announce the
CAP Project
Clarify the Vision
Begin to Mobilize
Commitment
Begin to Monitor
Progress
Changing Systems & Structures
Written: • Newsletter • Bulletin Board • V.P. Memo, etc.
Spoken: One-on-many
• All employees meeting • Weekly staff meeting • Operating managers
meeting, etc.
Spoken: One -on-one
Symbolic: • Offsite conference • Press conference, etc.
Communication planning matrix
Used for:
– Communication Strategy (various channels)
Indicate those that are suitable for:
– Providing Information
– Persuading
– Empowering
Include:
– Audience
– Who
– When
– Where
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73 6/7/2013
Systems and structures
Systems and structures are the core determiners of behavior in an organization
Successful When Pitfalls to Avoid
• Identified the systems & structures
that will most impact the project
success
• Analyzed current systems &
structures to determine what to
leverage, modify, add, or delete
• Developed action plans to address
key issues for institutionalizing the
change
• Fail to realize new competencies
may be required to fully implement
the project
• Early assessment of the
measurement and reward
systems is not conducted
• Communication about the project
and its progress isn’t started
immediately and maintained
throughout
Page 74
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74 6/7/2013
The GE CAP model
CURRENT STATE FUTURE STATE
Systems and Structures
Leading change
TRANSITION STATE
Monitoring Progress
Mobilizing Commitment
Shaping a Vision
Creating a Shared Need
Making Change Last
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74 6/7/2013
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Q&A
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75 6/7/2013
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76 6/7/2013