Roberts Keynote 063010

8/3/2019 Roberts Keynote 063010

1/24

Enab

lingChangeandUnleashing

Grea

tPerformance

WhyO

rganizationalChangeManagementis

Impor

tanttoBPMSuccess

BPMInstituteBrainStormSFEvent-

June,2010

Sara

M.Roberts

44MontgomeryStreet,Suite600|SanFranc

isco,CA|94104|+1-415-641-5523|www.robertsgolden.com

NewOrganizational

Structure

NewBoss

NewReports

NewWorkProc

esses

NewJobRolesand

Responsibilities

NewSkills&Kno

wledge

Requiremen

ts

NewIncentive/

RewardPlans

NewTechnologies

NewBusiness

Strategies

NewPolicies

NewBusiness

Challenges,Risks,

andConcerns

Signific

antchangecanaffectp

roductivity

andm

oraleduetoalossoffamiliarity,

control,andempowermentatthe

individuallevel.

WhyEven

TalkaboutChangeM

anagement?

ImpactofCha

ngeonPeople

2


2/24

Throughoutmajorchanges,

meissuesarequestionsaskedbypeopleatall

levels IfIignorethis,willitgoawa

y?Willanyoneknow?Orcare?

WillIhaveajob?Howwill

Ilooktothosewhodeterminemyfuture?

WhowillIreportto?WhatkindofworkwillIdo?

Howmuchdoesthischangewhatisfamiliarandeasyforme?

Willthisimpacthowmycom

pensationisdetermined?

Willmyrolechange?How?WillIlikeit?WillIhavetodostuff

Ihate?

DoIhavetheskills?WillIh

avetoupgrademyskillsorknowledg

e?

WillIneedtodothistofitin

?

Doesthisreallymatterorm

akeadifferencefrommyperspective

?

c

reatinganinwardfocus,causing

alossofproductivityandlossofkey

talent.

ImportanceofMan

agingChange:

ImpactofChangeonPeo

ple

3

Whatwouldittaketomakechange?


3/24

6

TheKeystoMasteringChan

ge

Reframeit

Engage

them

Givethe

mconstant

guidanc

e

Workrig

htalongsidethem

whiletheyremakingthe

change

Workdirectlyintheir

environment

Ensureaccountability

fornew

behaviors


4/24

7

LessonsLearned

WhyInitiativesFail

Source:DeloitteSurvey

ChangeManagementArea

s

NonChangeManagement

Areas

8

Lessons

LearnedWhyInitiativesFail

Source:DeloitteSurvey

ChangeManagementAreas

NonC

hangeManagementAreas


5/24

Thereisasilverlining.

Changeeffo

rtscansucceed.

10

Committofullsupportand

predicta

bilityforthechange

Weeklywebinars

Adoptionchampionnetwork

Working

sessionswith

differentstakeholdergroups

One-on-onetraining

More

than500hoursoftraining

foracoreimpactedaudienceof

100

Coachin

gsessionswhile

performingnewactivities

Adoption

isKey


6/24

Withinthenexttenyears,theability

to

effectivelymanagechangewillbeth

e

numberonenec

essaryskillrequire

d

ofbusinessprofessionals.

12

Knowth

eRightTimeforC

hange

Timeperiods

ofstabilitywith

periodsofchange

Cannotbe

inconstant

changeprocess

Acompanyneeds

periodsofstability

toregroupand

regainenergy

Knownormal

V.S.


7/24

DesignateaChangeGuardian

Anexecutivethathashisorher

fingeronthepulseofthe

companyoracross-functional

changecouncilthatyouform

forthatpurpose

SimilartohowPMOsmanage

portfoliosorhowexecutive

councilsprioritizeprojectsfrom

afinancialperspective

Havebirds-eyeview

Ensureinitiativesareprioritized

andarentcompeting

Assessin

gtheDegreeofImpact

EstimatingandPrioritization

Guidelines

14

Mega

Invo

lvesmajorchangeacrossoneormorebusiness&tech

nologydimensions(organization,process,

application,technology,data,facilities,etc.)

x

+70%employeesimpacted

x

+32hoursoftraining/practicetimerequiredpriortoimplementation

x

+3monthlearningcurvetoachievemasterylevel

x

+6monthsofsustainedcommunicationneeded

x

3-6monthstofullyoperationalize(e.g.stabilityand

enhancements)

x

+3monthsofintensive,sustainedfloorsupportneeded

Large

Invo

lvessignificantchangeacrossoneormorebusiness&

technologydimensions

x

50%-70%employeesimpacted

x

+16hoursoftraining/practicetimerequiredpriortoimplementation

x

2-3monthlearningcurvetoachievemasterylev

el

x

36monthsofsustainedcommunicationneede

d

x

1-2monthstofullyoperationalizeandstabilize

Medium

Invo

lvesmoderatechangeacrossoneormorebusiness&technologydimensions

x

25%-50%employeesimpacted

x

+8hourstraining/practice/coachingtimerequired

x

Upto1monthlearningcurvetoachievemastery

level

x

1-2monthsofsustainedcommunicationneeded

x

Uptoonemonthtofullyoperationalizeandstabilize

Small

Incrementalchangeacrossoneormorebusiness&technologydimensions

x

Minimalemployeesimpacted

x

Minimaltraining/practice/coachingtimerequire

d

x

Minimallearningcurvetoachievemasterylevel

x

Requires1monthofintensive,sustainedcommunication

x

5daysorlesstofullyoperationalizeandstabilize


8/24

*E*EmployeeFram

ework

15

Inorderto:

Convinceofv

alue

Feelconfiden

ttheycan

makethecha

nge

Ensuretheyrecapable

Feelcontinuo

usly

supportedduringand

afterchangeprocess

Maintainand

sustain

change

16

StatusQuo

Vision

TIME

COMMITMENT

High

LowC

hangeCurve:HowPeople

Transition

Through

Change

AWARENESS

Individualshave

heardthatth

eproject

existsandare

awareof

basicscopeofthe

project/g

eneral

conce

pt

UNDERSTANDING

Individualshavean

appreciationforthe

impactsandbenefits

thattheprojectwill

haveonthemandtheir

areas

BUY

-IN

Individuals

areactively

involvedinand

contribute

toproject

activ

ities

(WhereweSta

rted)

COMMITMENT/

OWNERSHIP

Individuals

acknowledgethatthe

projectbelongstothem

andactivelysupport

andadoptthechanges

16


9/24

17

1.EngageYourPeople

Knowyouraudien

cesgetahandle

throughstakeholderanalysisand

understandingwheretheyare

Establishasense

ofurgencywiththem

Communicateacompellingvision

andstrategy

18

How

isitgoingto

impa

ctme?

Wha

tsinitforme?

Istherearoleforme?

ItsAllAboutMe

imp

e

Wha

nit

Istherearol


10/24

EngagingStakeholdersAppropriately

Toconductaneffectivestak

eholderanalysis,considerthese7

questions:

1.Whoaretheindividualsorg

roupsthatneedtobeconsidered

or

involvedatsomepointintheprocess?

2.Whatistheirimportancetotheultimatesuccessoftheseeffo

rts?

3.Howcanyouuncovertheirconcerns,issuesandpotential

contribution?

4.

Iftheyreopposingthechan

georrefusingtoengagewithyou

directly,istheresomeonew

hosupportsyouthatcouldprovid

ea

betterlink?(Whoaretheke

yinfluencers?)

5.Whatmethodsofinvolvingandinformingstakeholderswould

help

youstrikeabalancebetwee

nefficiencyandinclusiveness?

6.Whoarethelosers,meanin

gthepeoplewhowillhavetogiveup

positions,orpeople,orava

luedwayofworking?

7.Whoarethewinners,thepeoplewhowillgainthemostfrom

the

change?

19

Gettinga

HandleonYourAu

diences

GettingO

utThere

20

Notjustabouttalkingaboutyourstakeholdersinawarroom

with

otherprojectteammembersha

vetorollyoursleevesup

and

engagewiththestakeholders

Focusgroups,interviews,surveys,workshops,onthejob

obse

rvationanddiscussions

Findoutwheretheyareandwhatsimportanttothem

Determinetiming,abilityandwillingnessforstakeholdersto

adoptthechanges


11/24

Thereasontochange,whetherdrivenbythreatoropportunity,isinstilled

withintheorganiza

tionandwidelysharedthroughdata,demonstra

tionor

demand.Theneedforchangeexceedsitsresistance.

AssessingforChangeReadiness:

ChangeEnablers

Sponsorship

Havingsponsors/championswhosupportthechangeandhavevisible,

activepubliccomm

itmentofthechange

CaseforChange

Vision

Thedesiredoutcomeofthechangeisclear,legitimate,widelyunderstood

andshared;thevis

ionisshapedinbehavioralterms

Commitment

Stakeholdersares

tronglycommittedtoinvestinthechange,make

itworkand

demandandreceivemanagementattention;stakeholdersagreeto

change

theirownactionsa

ndbehaviorstosupportthechange

Systemsand

Structures

Foundationandpracticesareinplacetocomplementandreinforcethe

change(Measurem

ent,Rewards,OrgDesign,ITSystems)

Communication

Plansandresourcesareinplacetocommunicatethechangesandtheir

timingandimpact;

appropriatechannelshavebeenidentified

Training

Plansandresourcesareinplacetotrainimpactedstakeholdersin

new

roles,systems,pro

cesses,etc.

ChangeIntegration

Changesareintegratedwithotherkeyinitiatives.Processesarein

place

tocaptureearlylea

rningsandtransferthemthroughouttheorganization

KeyChangeEnablers

Definition

21

ChangeRiskWheelExample

Commi

tment

CaseforChange

Change

Integration

Com

munication

Train

ing

Systemsand

Structures

Vision

Sp

onsorship

Y

AreaReadyforChange

Opportunitiesexistto

enhancechangesuccess

Mustbeaddressedto

ensureprojectsuccess

G R

G

Y

Y

Y

G

R

Pro

ject

Team

Sen

ior

Lea

ders

Impacte

d

Sta

ke

ho

lders

Y

R

R

R

R

R

R

Y

R

R

R

Y

Y

Y

Y

R

Y

Y

22

Red=Avg.ResponseValue=0

.002.99

Yellow=Avg.ResponseValue=3.003.99

Green=Avg.ResponseValue=4.005.00


12/24

23

WhyDoesThereH

aveToBeUrgency?

RecentHarvard

researchshowsthat

anorganizationwith

100emp

loyeesmus

thave

atleas

ttwo

dozenpeop

lego

farbeyondthenorm

alcallofdutytoproduce

asignificantchange.

Inacomp

anyof100

,000

emp

loyees,

thesame

isrequ

ire

do

f15

,000ormo

re.

24

RaisetheUrgencyLevel

Showotherstheneed

tochange

helpthemsee,

touch,fee

l

Makethe

messagetangible

emotions

notjustnumbers

Stopseniormanagementhappy

talkputmorehonestyout

there

Talkabou

ttherewardsof

capitalizin

gontheopportunities

Highlightperformancegaps

Usecusto

merandshareholder

testimonies


13/24

25

Communicate,Listen,Repeat

Useacombinationof

tacticstoengagewithyour

stakeholders

Haveyourstakeholde

rs

participateallthroughout

changeefforts

Givethemmeaningfu

l

roles

Impactfu

lWaystoEngageS

takeholders

VehiclesforStakeholderEngagement

Individual

SmallGroup

LargeGroup

Meeting

Conversation

AdvisoryCouncils

ProjectTeams

TaskForces

FocusGroups

BrownBagLunches

DiscussionTeams

OnlineReal-TimeWorkgroups

GroupTownHalls

System-wideNetworks

(ambassadors,change

champions)

Webinars/webmeetings

All-HandsMeetings

InteractiveWebsite

AcrossAll

Conferencecalls

Videoconferencing

Instantmessaging

Voicemails

Socialnetworking

Training

26

Planformeaningfulinvolvementfacetofaceoratleast,persontopersoninteraction


14/24

Wearegoingtothrowoutsome

oftherulesandgiveem

ployees

morediscretiontodothe

rightthing

forourcustomers.


15/24

Themostimportantthingtorememb

er

aboutcommunic

atinganewdirectio

n

isthatitsmo

stpowerfulwhen

itscommunicatedthroughbehavio

r.

30

2.Enable

&EmpowerYourP

eople

5

Increase

trainingtosupportthesero

les

5

Enabledecision-makingforfrontline

personnel

5

Change

theenvironmentwhensituationchanges,the

behaviorchanges

5

Directyourrewardsystems

5

Reshapeyourculture

5

Redefinerolesandresponsibilitiessothatmanagers

oversee

thelargerprocessesrather

thandetailedwork

activities

5

Develop

peopleratherthansupervisethem

5

Alignyourpeopleandorganizationa

lsystemstothe

vision


16/24

31

IncreaseTrainingt

oSupportRoles

Providetheright

training

Provideitjust-in-tim

e

Follow-upsupporto

n

thejobcoachingis

integraltosustainin

g

change

32

EnableD

ecisionMaking

Helpm

orepeople

becomemorepowerful

Provide

employeeswith

flexibilityandlatitudeto

maked

ecisionsthat

benefit

thecustomer

andorg

anization


17/24

Onedollarequ

alsSEVENdollars

inrepe

atbusiness

34

AlignYourSystemstotheV

ision

Align

your:

Perfor

mance

appraisals

Compensation

Succe

ssionplanning

Promo

tions


18/24

35

3.MaintainandSustainChange

Takebabysteps

Dontdeclarevictorytoosoon

Ensureresults-accountabilityisthename

ofthegame

ChunkYourEffo

rts

Dontthrowtoo

manychangesat

yourstakeholde

rsallatonce

Committonotm

ovingforward

withnextphase

untilyouve

reachedappropriatelevelof

adoption

Onebiteatatim

e


19/24

DontDeclareVictoryTooSoon

Oftentimesteamstartsto

disbandandeffortsstarttofizzle

afterfirstsuccessisdeclared

Changesinculturecantake3to

10yearsnewapproachesare

subjecttorevertia

38

MakePeopleAccountableatallLevels

Buildstructuredwaystotalk

toy

ourpeopleoften

Und

erstandwhatsworking

and

whatspreventingthem

from

doingthings

the

newway

Use

thesamestakeholder

eng

agementmethodsyou

wer

eusingduringchange

Doevaluationsevery90

day

stoseeifthechanges

are

sticking

Measureandmanagelook

atit

3waysactivities,

ado

ption&businessresults


20/24

39

KeyTakeaways

Orchestratetheebba

ndflowofchange

inyourorganization

Makemanagingchangeinasystematicwaya

priorityforyourinitiative.

RemembertheFourE

sEngage,Enable,

Empower&Ensure

needtogobeyond

engagement

Dontthinkofthisasa

ninitiative;developthe

competencysoitsjus

tpartofhowyoudo

business

Ifyou

thinkyouretoosm

alltomake

adiffe

rence,youveobvio

uslynever

beeninbedwithamosquito.

MichelleWalker


21/24

Qu

o

AboutU

s


22/24

43

WhoWeAre

RobertsGoldenConsulting

isan

organizationperformancecons

ulting

firmthatspecializesinhelping

companiesandtheirpeopleto

adapt

andsucceedintimesofchange.

Weleverageourdeepexpertis

ein

organizationaleffectivenessan

d

changemanagementtoengag

e

employees,buildleadershipca

pability

andenhancebusinessperform

ance.

Wehelpcompaniestomaketheturn

andsustainthechanges.

WhatWe

Do

44


23/24

OurAreasofExpertise

O

urworkspansacrossmanydifferentscenarios

.Justafew

e

xamplesincludemanagingchangeandtransitioneffortsfor

o

rganizationalculturetransformations,business

process

transformations,mergersandacquisitions,corpo

rate

b

randingeffortsandcompaniesworkingtodevelopaculture

o

finnovation.

We

havepracticalandprovenexpertiseinsolutionssuchas:

O

rganizationalanalysis&measurement

E

mployeecommunications

E

xecutivealignment

S

trategyandexecutionroadmapfacilitation

T

rainingforemployeesandmanagement

L

eadershipdevelopment

P

rocessdesignandimprovement

G

overnanceprocesses

R

ewardsandrecognition

P

erformancemanagement

O

rganizationaldesign

45

Unlockingyoursuccess

46

OurBusiness

Experienced

,seasonedconsultantswithye

arsofexperience

Servingclientsinmanyindustries,includin

g:


24/24

obertsGoldenat

aGlance

rtiseinemployeeengagement,

inside/out

ding,changemanagementand

nizationaleffectiveness.These

arethe

eskillsandexperiencesRobertsGolden

inestopositivelyinfluenceyouremployees'

des,behaviorsandperformancefor

asedbusinessresults.Weunderstandthat

essesacrosstheglobearefrequentlyfaced

manyofthesameissuesandconcerns

ssuchashowtoaddressadisengaged

orceorhowtoeffectivelyminim

izethe

cttoandgainthebuy-inofemp

loyeesin

ofchange.Wehaveexperiencetacklinga

varietyoftheseissuesandour

flexible,

bleapproachenablesustome

etyour

tivesthroughsolutionsfromarapid30-day

essassessmenttoalarger-sca

leeffortsuch

anagingchangeinamergeror

revivinga

glingbrand.Cometalktous

wecanhelp.

Contact:

SaraM.Roberts

President/CEO

HeadquartersLocation

44MontgomeryStreet,Suite600

SanFrancisco,CA,USA94104

+1.415.641.5523(office)

[email protected]

http://www.robertsgolden.com

47

Roberts Keynote 063010

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