Delivering Organizational Change Management Capabilities A Teamed Approach to Addressing Impacts of Change for People, Processes and Organization.

Delivering OrganizationalChange Management Capabilities

A Teamed Approach to Addressing Impacts of Change for People, Processes and Organization

Copyright © 2014 Accenture. All rights reserved. 2

Catherine Miller

Accenture Talent & Organization

Senior Manager

State, Provincial and Local Government Practice


Set up Polling

OCM 301 Change for Leadership

Respond at www.mqlicker.com

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Agenda


Timing Topic

15 minutes Presenting the Case

45 minutes Building the OCM

30 minutes Change Tools & Methodologies

15 minutes BREAK

90 minutes Making it Real: Driving Change


Objectives


After our time this morning, participants should understand:What is meant by the change curve and the learning that

accompanies the change phases

The importance of developing and managing to a detailed plan to guide staff through the phases of work and activities for which they have minimal experience

How leveraging experience in an area outside the competencies and expertise of staff can be used to effectively and efficiently train and develop core competencies and capabilities

Copyright © 2012 Accenture. All rights reserved. 7Copyright © 2014 Accenture. All rights reserved. 7

The CaseCreating an Organizational Change Management Project Team in an Operational Environment


Introduce the Case

Developing Change Capabilities

• The Project Driving the Change

• The Organization

• Change Capabilities

• Staff Readiness

• Culture, Breaking Down Silos


The Project

• Current Eligibility System: LEADER

• Future System: LRS

• Project Overview

Defining the Case


The Project

• Current Eligibility System: LEADER

• Future System: LRS

• Project Overview

– Streamline case management of public assistance programs

– Integrate Department sections into a single system

Defining the Case: The Project

Eligibility & Benefit

Determination,

Enrollment

Case Maintenance


The Project

• Policy & Program Updates

• Impacts Across Systems

• Web Technology

• Impacts to Workforce and Management

Defining the Case: The Project


Customers

• One million public assistance program cases

• 2.5 million beneficiaries

• $3 billion in benefits per year

Defining the Case: The Organization


Business Segments

Operations:

• Client-facing

• Operates the business of providing social services to customers


DPSS

Operations Technology

LRS Project

Program & Policy

Business Support

Functions


Business Segments

Technology

• LEADER system support

• LRS project


DPSS

Operations Technology

LRS Project

Program & Policy

Business Support

Functions


The OCM’s Objective

How to address the impacts to the staff, processes and organization…

…and to ensure the readiness of the workforce for the eligibility

system implementation.

Defining the Case


Establishing the OCMCreating a vision and a team to execute on that vision


Building Capabilities

The approach,

challenges,

and discoveries

to support and build the 32-person County Organizational Change Management (OCM) team to develop and execute a change program.

Establishing Organizational Change Management


Define the business objective

to prepare the offices, individuals, teams, and the overall organization for changes resulting from the implementation of the LRS by planning for and managing those changes

Establish the OCM


The Organization The Staff

• Reporting Structure to both Technology and the Business Operations bureaus

• The OCM unit structure

• Structure for partnering

• Who?

• What skills and competencies?

• Temporary or permanent?

• What are the roles and responsibilities for this team?

Establish the OCM


Staffing Challenge for Project Work

Project

Operations


OCM Guiding Principles

Establishing the OCM

Operational Support OCM

Timing

Resources

Impact

Reactive – troubleshooting to respond to issues and inquiries

Structured within existing organization; Typically not dedicated resources

High initial impact; Lessen impact over time

Minimize impact to stakeholders through readiness, communications and training

Dedicated OCM project resources allows flexibility to adjust to variability of stakeholder and project needs

Proactive – understand when the change is happening; Develop and execute plans to address expected changes


OCM Project Director

Change & Readiness

Training & Knowledge Comms Process

OCM Organization

TechnologyBureau of

Workforce Services

Leadership & Oversight

County Offices: Liaison Network, SMEs, Leadership

OCM 100 Welcome to OCM

LRS ProjectDirector

Sponsor

Manage

Collaborate


What are we trying to accomplish?

Build stakeholder understanding about the coming changes and commitment to those changes

OCM Objective

Know

Talk

Do

Commitment

Und

erst

andi

ng

Teach

Stakeholder Assessment

Informed Pessimism

Uninformed Optimism

Informed Optimism

Uninformed Pessimism




OCM Objective

Know

Talk

Do

Commitment

Und

erst

andi

ng

Teach


Informed Pessimism

Uninformed Optimism

Informed Optimism





OCM Objective

Know

Talk

Do

Commitment

Und

erst

andi

ng

Teach


Informed Pessimism

Uninformed Optimism

Informed Optimism





OCM Objective

Know

Talk

Do

Commitment

Und

erst

andi

ng

Teach


Informed Pessimism

Uninformed Optimism

Informed Optimism



OCMGetting Started


OCM: Getting Started


Primary Steps for Designing a Project Team:Charter

Scope & Schedule

Organization

Roles & Responsibilities


Design the OCM

Design

• Charter• Scope &

Structure• Org Structure• Matrix vs

hierarchy • Roles &

Responsibilities

Build Deploy


Components

• Business Case

• Objectives & Success Criteria

• Assumptions

• Milestones

• Budget

• Stakeholders

Charter


Foundation of the Plan

• Scope

• Schedule

• Expand Milestones into high level Project Plan

– Activities

– Timeline

– Resources

Scope & Schedule



Change & Readiness


OCM Organization

TechnologyBureau of

Workforce Services




LRS ProjectDirector

Sponsor

Manage

Collaborate



Change & Readiness





Change & Readiness



Change & Readiness

• Managing and monitoring staff and organizational readiness

• Key Tools & Techniques include

– Assessments to measure staff “People” readiness

– Targets and plans to guide staff through the preparatory phases


Readiness means that the organization and the workforce is prepared for the coming change.

How do we know? Gather feedback and conducts ongoing assessments to monitor the organization’s “readiness” for transition.

Readiness Definition


Assess progress toward achieving the desired level of work performance, the ability for workforce to do their jobs in the “to be” state

Identify and track actions that will enable staff to reach this transformed state

Provide feedback that will help guide communication, knowledge building and sponsorship activities

Readiness Objectives



Change & Readiness



Training & Knowledge

• Developing the staff knowledge of how to do their work


– Training Materials for Instructor Led Training

– Creation of “WBTs”

– LMS for Managing Scheduling, Enrollment and Progress


Functional & Business Process Training



Change & Readiness



Communications

• Ensuring that staff build their awareness and understanding of the changes


– FAQs, website, videos, emails

– Liaisons, Focus Groups, Other in-person workshops, road shows, check-ins


Poll: What Communication Avenues do You Have?



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Communications: Challenges #2 & #3



Change & Readiness



Process

• Identify the changes to business processes


– As-Is and To-Be Process Flows

– Gap and Impact Assessments

– Step-by-Step revised Processes


Staffing the Team!


Build a Team: Staffing the OCM

Design Build

• Positions & Competencies

• Job Postings• Hiring Process• Onboarding

Process

Deploy



Change & Readiness


Build a Team: Staffing the OCM

TechnologyBureau of

Workforce Services




LRS ProjectDirector

Sponsor

Manage

Collaborate



Change & Readiness


Staffing an OCM Team: Example

Microsoft Excel Worksheet

Sample WorkbookPosition &

Competencies forProcess Role

Timing: Onboarding & Start-UpPrimary Responsibilities

Target Team Member Level: Learner

Document to-be processes

Develops facilitation skills to "Do" level; Learns process drafting; Learns how to identify decisions that will need to be made; Learns how to identify process "gaps;" Learns how to document discussions and process rough-outs

Learns how to identify opportunities for process improvements / consistencies / eliminate redundancies

Learns how to build process flows at highest level and detail levels; Learns process mapping, use of Visio, use of Excel for flow charting; Learns flow charting tools and meanings; Develops understanding of project tools and methodologies

Becomes familiar with how to develop process narratives using Excel and Word.


If you were starting up a similar team in your organization …



Session ID: XXXXXX

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Target Team Member LevelPrimary Responsibilities Learner Design & Build Deliver

Document as-is processes

Becomes familiar with how to develop process narratives using Excel and Word.

Works with SMEs to develop process narratives following documentation standards without supervision.

Facilitates As-Is process walkthroughs with client leadership

Conduct Impact & Gap Analyses

Learn … Say … Say … Do … Do … Teach …

Document to-be processes Learn … Say … Say … Do … Do … Teach …

Develop step-by-step instructions

Learn … Say … Say … Do … Do … Teach …

Define Roles & Responsibilities



Change & Readiness



Functional Competencies

Process Design & Development

Problem Solving

Facilitation

Critical Thinking

Project Management

Oral and Written Communication


Interviewing & Hiring: Challenge #4


OCM Learning Curriculum

Onboarding


OCM Learning Schedule & Onboarding Activities

Onboarding


Change Tools & Methodologies


Project Start-Up


Area Tool Description and how tool is leveraged

Leadership Alignment

Leadership Action Plans

Success will depend on leadership support alignment for the effort, both organizationally and in the individual offices. To-be process alignment incorporating leading practices will ensure consistency of service and optimal usage of LRS. The Leadership Action plans provide a structured approach to leadership role and responsibilities. Ensures that the vision and endpoint of the change are clearly articulated and understood by all, and that leaders are actively engaged through the change

Stakeholder Identification

Stakeholder Analysis

Stakeholder analysis identifies the individuals or groups that are likely to affect or be affected by the change, and sorts them according to their impact on the change and the impact the change will have on them. The results are used to assess how the interests of those impacted audiences should be addressed in the change plan.

Prioritization Prioritization Determination

Individual BPR recommendations are assessed and prioritized to ensure quick wins and most highly desirable action items are afforded time and resources.

Gap Analysis Gap Analysis The goal of Process and Role Gap Analysis is to determine and communicate the process changes that will occur as a result of LRS. Understanding the gap between how business is currently conducted and the way business will be conducted once the changes are implemented will enable the OCM to develop communication. This analysis will generate “Change Discussion Guides,” to describe how processes will be performed when LRS is implemented.


Process Build



Process Mapping

To Be, As Is Processes

The OCM Process workgroup and BPR will share responsibilities for developing the process maps describing the future state “To Be” processes, using process diagramming methodologies. Swim lanes depicting processes by role and highlighting handoffs between roles and systems will be included and shown at multiple levels: Executive, Activity, and Logical Task levels. A similar process will be followed for describing “As Is” processes. OCM will work with LRS and Business SMEs to understand and diagram these flows.

County Decisions

Decision Approvals Process mapping will reveal County decisions that need to be resolved in order to solidify the To Be state. A specific and controlled governance process will be needed to ensure timely and completed decisions and approvals as these decisions can lead to serious project risks and roadblocks.

Other Process Documents

StoryboardsStep-by-Step

Job Aids

Depending on the process, additional documentation will be needed to either better describe that work flow prior to drafting Process Narratives, or to be used as knowledge articles or job aids geared toward end users to supplement knowledge development

Process Narratives

Narratives The lowest Level in process design is a process description or “narrative.” It describes all tasks in detail, how they are performed, who are responsible, what tools that are used etc. Once the narratives are built, the Gap and Impact Analyses detailing the changes and impact can be constructed. The development of the Process Narratives is a critical first step in the Organizational Change Management sequence of work.


End User Readiness



Change Enablement

Change Impact Assessment

The Change Impact Assessment provides a summary view to identify who is affected by the changes, how they are impacted, and what level of Change Management support is necessary to address those impacts. Impacts to both processes and roles, (jobs & titles) are assessed.

Change Readiness

Coaching Establishing office “coaches” from OCM provides individual offices with the support needed during preparation, go live and stabilization. Coaches assist with training delivery and provide at-the-ready support to individuals and to the office. Coaches are key representatives from each office who will work with the OCM in Change Management, Training, and Implementation to facilitate communication and provide on-site support for users.

Change Readiness Assessments

Essential to ensuring readiness for change is the development of readiness assessments and monitoring progress. Change Readiness is a systematic method of monitoring the extent to which users are prepared for the process and organizational changes associated with the implementation of LRS.

Office Liaisons Office liaisons provides a mechanism for two-way feedback between the project / OCM and the offices, as well as a forum through which a common business vision is communicated .


End User Readiness: Monitor & Manage



Stakeholder Alignment & Tracking

Change Tracker Change Tracking enables leaders and teams to see whether change programs are on track and to take the corrective actions required to keep them on track. With Change Tracking, Alcon’s leadership can minimize the risk and realize the benefits of this significant organizational change and ultimately build change capability for the future. Change Tracking uses a three step insight-driven and predictive process: a benchmarking database, positioning on the ChangeMap and action pathways

Training & Knowledge Build


Process training and system training – determine responsibilities; develop & deliver; Determine training delivery method(s), audience appropriate

Knowledge build – include knowledge articles; step-by-step; quick reference guides; process narratives

Comms Communication Plan

Include message summary, audience, delivery method, objective, timing, responsibility


End User Readiness: Monitor & Manage



Stakeholder Alignment & Tracking

Change Tracker Change Tracking enables leaders and teams to see whether change programs are on track and to take the corrective actions required to keep them on track. With Change Tracking, Alcon’s leadership can minimize the risk and realize the benefits of this significant organizational change and ultimately build change capability for the future. Change Tracking uses a three step insight-driven and predictive process: a benchmarking database, positioning on the ChangeMap and action pathways



Process training and system training – determine responsibilities; develop & deliver; Determine training delivery method(s), audience appropriate

Knowledge build – include knowledge articles; step-by-step; quick reference guides; process narratives

Comms Communication Plan

Include message summary, audience, delivery method, objective, timing, responsibility


Communication Vehicles


Liaisons representing each of the offices

will provide a 2-way communication link

with OCM

Change Discussions Liaisons FAQs & Newsletters

OCM will work with individual offices to identify process and role gaps and

to translate those gaps into an office change plan;

Offices will track, and OCM will monitor, office

readiness

Videos, Email, website, postings, and

announcements will be used to ensure

stakeholders are kept apprised of coming

changes

FAQs will address commonly asked

questions; Newsletters will provide project updates to those

interested

Messages


Building Knowledge


Additional self-paced coursework will be

available to staff prior to and after deployment

ClassroomTraining e-Learning Coaches

“Just in time” classroom training

will cover BPR & LRS process changes

needing practice and in-person instruction

Additional self-paced coursework will be

available to staff prior to and after deployment.

Coaches

On the JobTraining / Shadowing


Break


Making it Real: Driving ChangeThe Change Curve and Corresponding Learning


Build a Team

Design Build Deploy

• On the job training

• Mentoring and advising

• Perform the work

• Access to and guidance on tools, techniques and methodologies


Operating Proactively

to ensure that all stakeholders understood changes that would impact them and the timing of those changes

To accomplish this, OCM will developed & executed plans to address expected changes, ensuring stakeholder preparation and readiness.

Guiding Principles and Expectations: Challenge #4


Providing Flexibility

of project work team resources to match skills and assignments to the dynamic staffing needs of the stakeholders and OCM project activities, as well as timing constraints



Minimizing Impact

to stakeholders through readiness, communications and training

The work conducted by the OCM project work teams will ensure that changes are managed and that stakeholders are prepared.



Operating in a Project Culture

• Temporary with a defined beginning and end

• Deliverables

• Teamwork & Interdependencies





Operation Support Approach to Change

Beginning Point: Change Culture

Change Decision Fix, Help, Adjust

Change Im

ple

mente

d

Wait for it…

Wait for it …

Triggering Event

Policy, procedural, organizational or technology decision


Activities to Support the Change

Using an Organizational Change Management Approach

Change Decision Process Re-engineering

Communications

Change & Readiness

Knowledge Build

Change TrackingAction

Needed?

Yes: Improved Learning

Yes: Improved Messages

Change Im

ple

mente

d

Triggering Event

Policy, procedural, organizational or technology decision

Define Changes

Manage Changes


Activities to Support the Change


LRS & BPR Design & Strategic Decisions

1. Process Re-engineering

2. Communications

3. Change & Readiness

4. Knowledge Build

3. Change & Readiness

[Change Tracking]

ActionNeeded

?

Yes: Improved Learning

Yes: Improved Messages

Change Im

ple

mente

d

1. Processes• Build Business Process

Model for LRS & BPR: Define the To-Be state / processes

• Incorporate both worker and system processes

• Understand the As-Is state / processes

• Identify the changes

2. Communications• Determine your

audiences (stakeholders)

• Plan & execute appropriate messages

• Communicate what is happening, why, to whom, when, and how it will impact

3. Change & Readiness• Assess readiness• Develop mitigation

plans• Provide coaching• Perform change tracking

& resulting action plans

4. Training & Knowledge

Through formal and informal learning covering both worker process and system process training, ensure those who do the work are able to do that work after the change


Timeline

• Lined up to the OCM Project Plan

• Phased to support stakeholders through their knowledge and commitment build

Supporting the Change



Timeline

LRS

Cou

nty-

Wid

e G

o Li

ve

LR

S P

ilot G

o Li

ve

We

are

here

OCM Communications: FAQs, Website, Notices, Newsletters, T-n, Liaison Meetings

Readin

ess

M A M J J A S O N D J F M A M J J A S O N D J F M

2014 2015

LRS Process Build LRS Impact, Gap


Readiness Assessment

Readiness AssessmentCoaching

Change Tracking

Pro

cess

Train

ing

Com

ms

LRS Process Curriculum

LRS Processes Training Build

LRS OCM Pilot Training

LRS OCM End User Training

Liaison Setup Change Discussions

Change Discussions

2016

LRS Technical Training Design & Build

Org

an

izati

on

al C

han

ge M

an

ag

em

en

t

LRS Pilot Core Training

Readiness Assessment

Coaching

LRS

Pro

ject

Level 0 Level 1 Level n

LRS Countywide Core Training




Supporting Stakeholders Through Change

Know

Talk

Do

Commitment

Und

erst

andi

ng

Teach

Change Curve

Informed Pessimism

Uninformed Optimism

Informed Optimism



How do we help stakeholders move up the curve?


Know

Talk

Do

Commitment

Und

erst

andi

ng

Teach

Change Curve

Informed Pessimism

Uninformed Optimism

Informed Optimism





Know

Talk

Do

Commitment

Und

erst

andi

ng

Teach

Change Curve

Informed Pessimism

Uninformed Optimism

Informed Optimism


Training and Communications are the primary vehicles for moving stakeholders along the Change Curve



Communications should provide a foundation of

knowledge about the coming changes, including both

what is happeningand why



Know

Talk

Do

Commitment

Und

erst

andi

ng

Teach

Change Curve

Informed Pessimism

Uninformed Optimism

Informed Optimism




Engagement activities such as the

Liaison Network and discussion forums support communications

to reinforce through two-way exchanges



Know

Talk

Do

Commitment

Und

erst

andi

ng

Teach

Change Curve

Informed Pessimism

Uninformed Optimism

Informed Optimism




Closer to the time end users adapt to the changes,

Training is used to build on the foundation of knowledge and help stakeholders to learn how to

do their work



Know

Talk

Do

Commitment

Und

erst

andi

ng

Teach

Change Curve

Informed Pessimism

Uninformed Optimism

Informed Optimism



What about Commitment?


Commitment is achieved when staff have accepted the change and are willing to learn how to do their jobs, use LRS and follow the new processes …

… it does not necessarily mean that they like what they are doing. But, they understand why the organization has made the decision to implement


Commitment ≠ Love It

Behavior examples: attend focus groups and meetings as asked; Attend and willing to learn in training; Share information and things they’re learning with others


• Leadership Support

• Honesty

• Consistency

• Listening

Building Commitment

How do We Earn Commitment from our Stakeholders?

Copyright © 2014 Accenture. All rights reserved. 83Copyright © 2014 All Rights Reserved. 83

Change TheoriesUnderstandingChange Curves



OCM Activities Supporting Stakeholders through Change

Change Phases

Change DiscussionsTrainingT-n CommunicationsWorkshopsNews & Publications

Awareness Understanding Acceptance Commitment

Introductory videoMessage from leadershipWebsite FAQsKickoff(s)MemosDeveloping Liaison Network

Expanded Website materialsBuilding Understanding video(s)Focus GroupsSME workgroup sessionsLiaison Network Communications

Go Live

Know

ledge &

Com

mit

ment

T+n communicationsChange TrackingLessons Learned

Today Jan2015

Aug2015

Mar2016


Expected Outcomes

Change Management

Outcomes from a structured change management process• Significantly reduced business disruption - minimal disruption to field, customer service, etc.

productivity• Benefits realized – behavior shifts achieved; new ways of working “institutionalized” – no “going

back”• Solution is sustainable – continuous improvement occurs naturally without external support

“Valley of Despair”Pe

rfor

man

ce

Start of Program

Implementation of

change

C

B

A

Build CM Foundation

Time

(A) The introduction of change often causes a drop in business and individual performance from the very beginning.

(B) Managing the change

process affects how deep the organization will dip into the “valley of despair.”

(C) A comprehensive change program aims to minimize the time it takes to navigate through the change and return to productivity and optimize business performance.

View Change as a process and measure its outcomes


Stakeholder Management


DefinitionStakeholder Management is the process of forming, monitoring and maintaining constructive relationships with those affected by change by influencing their expectations of what they will gain from the change

What is Stakeholder Management?


Stakeholder Management Process

Identify Understand Plan Execute Manage & Control

Brainstorm to compile list of stakeholders;

Review with project leadership and

steering to ensure all stakeholder

groups are covered

Perform assessment to determine where

stakeholders are and where they

need to be by Go Live

Develop a Stakeholder

Engagement Plan. Include activities for communications and

training.

Conduct communications and

training activities. Monitor progress through Change Tracking. Update

plans to make needed adjustments

as needed

Monitor stakeholder progress along the change journey. As needed, escalate risks and issues.


Identify


Who are Stakeholders?

Stakeholders are individuals or groups of people within and outside of the organization who: Can have significant involvement and/or interest in the success of the

change effort Can influence the outcome of the project Can be affected by the project



Identify


Examples Business Sponsor



Identify


Examples Business Sponsor Business Partners - include key individuals within DPSS such as associate

directors and chiefs; Business partners will typically be included on the project Steering Committee




Identify


Examples Business Sponsor Business Partners Business SMEs – include SMEs and experts from business who will help

provide critical business insights through out the change lifecycle


Identify


Examples Business Sponsor Business Partners Business SMEs Managers & Supervisors – people who manage or supervise those who do

the work that will change; Often times supervisors and managers will also have approvals and other work that will change as well



Identify


Examples Business Sponsor Business Partners Business SMEs Managers & Supervisors Staff – those who do the work that is changing



Identify


Examples Business Sponsor Business Partners Business SMEs Managers & Supervisors Staff External – customers, advocates, agencies, others who are interested in

and/or affected by the changes



Identify


Examples Business Sponsor Business Partners Business SMEs Managers & Supervisors Staff External Others – TBD



Understand


Build understanding of Stakeholder attributes

Degree of Influence

Disposition towards the change

Current level of Commitment and reaction to change

Desired level of Commitment and Understanding

Document known concerns

List key engagement actions (what you need them to drive and act upon to support the change)



Plan


Plan Change Activities to build commitment and understanding

Ensure that activities are geared individually toward each stakeholder group

Discuss plans with stakeholder groups and incorporate feedback into change plans

Review final plans with leadership



Execute


Provide training and communications to build knowledge and increase commitment



Manage & Control


Monitor stakeholder progress along the change journey

The expected outcome of OCM activities is increase of knowledge and commitment for each grouping of stakeholders

Change Tracking will monitor the progress. OCM will adjust activities and escalate as appropriate



Building a Change Network


The Change Network are the individuals who sponsor and champion the change throughout the organization. They take an active role in the change process and include:

OCM

Office Liaisons

Coaches

Super-Users / Early Onboard

SMEs

Change Network


Change Network

Sponsors are responsible for setting direction and steering the organization through change

OCM is responsible for supporting stakeholders to understand and prepare for change

Stakeholders are responsible for making the change to the work that they do. For this project, learning LRS and the accompanying process changes

Change Agents are a subset of the stakeholders who participate in the change as champions through the Liaison Network, as SMEs on process workgroups, and as Coaches, providing input and feedback, and informally leading their offices


Change Network

Sponsors (Includes Steering)

Set vision, define changes and priorities

Set direction for Change Agents

Allocate responsibilities / support and provide project guidance

Publicly demonstrate commitment to outcomes and validate change efforts

Sponsors are responsible for setting direction and steering the organization through change


Change Network

Develop plans and provide timely information and materials

Drive change and make recommendations to Executive Steering Committee

Build/facilitate governance and role

OCM is responsible for supporting stakeholders to understand and prepare for change


Change Network

Support change and communication efforts within respective organization

Engage and educate individuals about the change

Exemplify Program value and desired behaviors to their line of business

Provide a designated communication point

Surface issues/concerns; work with project to resolve / address; escalate feedback

Change Agents are a subset of the stakeholders who participate in the change as champions through the Liaison Network, as SMEs on process workgroups, and as Coaches, providing input and feedback, and informally leading their offices


Change Network

Listen to / read communications

Ask questions and identify issues

Understand / adopt change

Stakeholders are responsible for making the change to the work that they do. For this project, learning LRS and the accompanying process changes


Engage and Manage Stakeholders


Engage and Manage StakeholdersKey OCM Management Activities

Establish relationships and build trust

Meet with stakeholder leadership, persons with high

influence and high interest to introduce the Change

Plans.

Continue to meet regularly and provide updates on

progress. Personalize messages to that stakeholder

group.

Be transparent, informative, and responsive.



Support stakeholders to lead change

Establish Change Network through representative

“Change Agents” to include and acknowledge expertise

(SMEs on process workgroups, Project Steering),

formalize two-way communications (Office Liaisons)

and lead others (coaches, supervisors)

Be clear about roles and responsibilities and

expectations for the amount of effort required.




Support stakeholders to build participation

Provide required support and coaching to lead the

change efforts. Ready stakeholders to manage

resistance and build participation in their influence

areas / teams / groups.

Guide Change Agents to engage fully with the

group(s) they represent. It’s important that all

members of a stakeholder group feel represented,

informed and supported.




Monitor and control the process

Be prepared to manage off-track stakeholders. Plan

for required support and intervention from sponsor

and senior stakeholders

Control the process by documenting decision points

and agreed actions. Help new stakeholders

understand the change but be mindful of revisiting

decision points / actions agreed earlier.




Summarize:

Key OCM Management Activities

Establish relationships and build trust

Support stakeholders to lead change

Support stakeholders to build participation

Monitor and control the process




Wrapping up the Topic:Stakeholder Management


Stakeholders: Key Considerations

Involve and engage stakeholder representatives




Prioritize, commitment is essential





Include function / business stakeholders (HR, Fin, IT, etc)






Stakeholder list will be a “living” document







Stakeholder analysis will inform subsequent change activities







Stakeholder analysis will inform subsequent change activities


Stakeholder Activities


Step 1

Who are our stakeholders?


Activity


Step 2

Let’s assess “influence”


Remember: Stakeholder analysis has sensitive

information and must be treated with care

Let it Happen

“Low” Influence

Help it Happen

“Medium” Influence

Make it Happen

“High Influence

Activity


Step 3

Let’s assess “interest”


Let it Happen

“Low” Influence

Help it Happen

“Medium” Influence

Make it Happen

“High Influence

Activity


Step 3

Influence Mapping


Activity

Interests D

eg

ree o

f In

flu

en

ce Keep satisfied

Encourage and influence

Keep Informed

Monitor

Low High

Low

Hig

h

Mendelow's Power-Interest grid

Copyright © 2014 Accenture. All rights reserved. 126OCM 301 Change for Leadership

ActivityMendelow's Power-Interest grid

Source: Adapted from Wilson Learning Worldwide Inc. All rights reserved.

Interests

Degre

e o

f In

fluence

Low High

Low

Hig

h



Interests

Degre

e o

f In

fluence


Low High

Low

Hig

h

High Influence, High InterestFully engage and manage carefully.

Include in general communications which

go to everyone. In addition, develop and

deliver more focused communications

specifically for them. In person with

regularly scheduled meetings, individually

or as a group.

Where numbers dictate, develop networks

to reach all in the group.




Interests

Degre

e o

f In

fluence

Low High

Low

Hig

h

High Influence, Low InterestDraw on these groups/individuals to

get things done in circles outside of

your immediate control.

In addition to general communications,

devote specific time to this group to

keep them informed, making it easier

to gain their support later if you

require their help.

Keep satisfied




Interests

Degre

e o

f In

fluence

Low High

Low

Hig

h

Low Influence, High Interest

You should keep this group

motivated with regular

communications. Take time to

collect feedback from this group so

you can tailor your communications

and make alterations to the plans as

you go.

Monitor




Interests

Degre

e o

f In

fluence

Low High

Low

Hig

h

Low Influence, Low Interest

These are people who simply need

to be kept informed as to the project

status

Keep Informed




Interests

Degre

e o

f In

fluence

Keep satisfied


Keep Informed

Monitor

Low High

Low

Hig

h



ActivityAssessment

Stakeholder Assessments Create 3 questions from survey

sample

Assign stakeholder “role” to each participant

Write down a few notes about your “role” at the beginning of the project, at the mid-point, and just prior to Go Live.

Interview each other and record responses

Watch the video and create baseline scoring

Map the scores

SurveyReadiness Mapping


Activity

Discussion What are some of the differences

among stakeholders that we would expect to see?

What are some of the things that OCM can do in response?

List ways that OCM can support stakeholders during the process:

To overcome resistance?

To turn around pessimism (lack of commitment?)

To turn around understanding (lack of knowledge?)


Concluding Remarks


Challenges


Some Common Themes among Our Challenges:Culture

Operations vs Project

Organizational Structure and Reporting: Weak Matrix

Understanding and support of the OCM scope and objectives


Thank You!

Delivering Organizational Change Management Capabilities A Teamed Approach to Addressing Impacts of Change for People, Processes and Organization.

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