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Change Management: Evolving Business Culture

& Making it Stick



Featuring:

Chris Bates VP of Global Customer Success

Clarizen

Matthew Taylor Strategic Accounts CSM

Clarizen


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Agenda

! " Change Management Methodology

! " How The Went About Getting There – The Journey ! " Sodexo Overview

•" Why they care about PM

! " PM Problems That Needed Fixing

! " The Results They Wanted To See ! " The ADKAR Approach Relevant to Sodexo


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You Can’t Eat a Whole Elephant


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My Way or the Highway = Meet resistance immediately

Change Management Methodology


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It’s going to be perfect & easy = The second something goes wrong, lose all credibility



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Let’s give it a try, it’s no big deal = the path to change. You build trust because you are being real with them



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Let’s give it a try, it’s no big deal = the path to change. You build trust because you are being real with them


Let’s give it a try, it’s Let’s give it a try, it’s

are being real are being real

Imperative to target leaders at all levels in an organization to ensure maximum engagement


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ADKAR is still relevant in the Future of Work

How They Went About Getting There – The Journey


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How They Went About Getting There — The Journey

A D K A Rof the need

for change

AWARENESS

“Why do I have to do things differently?”

“Why would I want to do things differently?”

DESIRE to support and participate in the change

KNOWLEDGE on how

to change

“What additional skills do I need to do things differently”

ABILITY to implement the right skills and

behaviors

“Can I actually do things differently?”

REINFORCEMENT

to sustain the change

“How do I get the support to maintain a different way of doing things?”



Sodexo

33,279 sites

$20.6 bn revenues

75 million consumers served daily

80 countries

18 th

largest employer worldwide

427,921 employees



Global Contracts

Procter & Gamble Coca-Cola Unilever Nestlé Nokia

Shell BP Alcatel Lucent Samsung

GlaxoSmithKline Johnson & Johnson Eli Lilly AstraZeneca Merck / MSD



Employees

Revenues

21%

37%

Rest of World

Revenues

Employees

41%

32%

Europe Revenues

Employees

38%

31%

North America

Sodexo Priorities: A Balanced Geographical Footprint


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The McDonalds principle: London

Diversity of Sodexo’s Quality of Life Services


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The McDonalds principle: Australia



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The McDonalds principle: USA


Why PM is so important to Sodexo


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•" No Governance •" Disparate Tools •" Limited Visibility •" Lack of Trust in Mgmt Info •" Behavioural Inconsistency •" Poor Productivity •" Geographically Dispersed –

Poor Collaboration

Problems Sodexo was Trying to Fix



The Results They Wanted to See — the Case for Change

Why an enterprise-wide PM tool? ! " Improve productivity ! " Improve governance

! " Improve collaboration

! " Improve visibility

Strategic requirements of Sodexo PM tool

! "Targeting market leadership amongst competition ! "Differentiation of service

! "Emphasis on Collaboration



ADKAR Refresher

A D K A R


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Awareness

•" Current State Analysis

•" Communicating ‘The Vision’

•" Engage Senior Leaders •" Community of Excellence


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Desire

•" The Case for Change

•" WIFM

•" Changing Perception •" What’s the Clients’ View


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Knowledge

•" Creating Capability

•" Certification

•" Training Excellence •" Sharing the Knowledge


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Ability

•" GLOBAL Deployment •" 6-step Process •" Country by Country

•" Review and learn


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Reinforcement

•" Information Value

•" Benefits Review

•" Measurements •" Lessons Learnt & KPI’s



Results

TASKS

12,000 TIMESHEET

LINES OF DATA PER QTR

50,000 MANAGE PROJECTS

THAT CONTAIN 30%! INCREASE IN

PRODUCTIVITY

Increased project visibility and delivery performance Increased project efficiency and reduced PM margins Established PM community to leverage PM expertise in all geographies Results-driven global collaborative PM approach



Questions?


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Thank You

Chris Bates [email protected]

www.clarizen.com

Matthew Taylor [email protected]

www.clarizen.com

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