Change Management 2.0

Amy M. Fry @coloconn David C. Thompson @dcthmpsn

#PRSAICON

I shall be telling this with a sigh Somewhere ages and ages hence: Two roads diverged in a wood, and I, I took the one less traveled by, And that has made all the difference.

The Road Not Taken, Robert Frost

What we’re going to talk about

• The importance of internal networks – formal and informal

• The role of leadership in supporting nascent change

• How to turn latent organizational energy into strategically important ‘wins’

Welcome to your company

What we noticed

Wicked problems

“Some problems are so complex that you have to be highly intelligent and well informed just to be undecided about them”

Laurence J. Peter

The inexorable socialization of ‘digital’

The Componential Theory of Creativity

“… all humans with normal capacities are able to produce at least moderately creative work in some domain, some of the time - and [that] the social environment can influence both the level and the frequency of creative behavior.”

Teresa M. Amabile

What we’re doing

We set conditions

We navigate ambiguity with simple rules

We engage the network – all of it

Our results

Organizational Effectiveness (OE) Success Metrics – Progress YTD

For internal use only 15

Blue Dollars - (Efficiency savings - $ resulting from employees not doing something): • Removed over 10,000 hours of electronic training: $556,909 • Reduced mandatory Lync training manual size by 93%: $457,776

Increased Capability: • IS ‘Usability Assessment’ Endorsed – Committed to ensuring that IS organizational tools are

user friendly • Mandatory Governance Training Council Created – A process for assessing required training • Established an Enabling Functions Initiative Board (EFIB) - Improved efficiency through

shorter project cycles and increased project planning across/within the Enabling Functions

Green Dollars: • $12,000 –Volunteer-led VTI Day activities delivered business results on time

and under budget

Employee Engagement • Multiple OE initiatives engaged > 220 employees, across 17 functional areas, and 6 OPUs • More than 40 U.S. colleagues volunteered for BIPeople Change Agent Team • Growing list of ‘Friends of OE’ – assisted Talent Management team in refining ‘Development

Framework’ post VTI and involved in the plan and design of upcoming Development Day

Avoiding the Filter Bubble – How do we robustly measure engagement?

Drive OE and business impact by actively influencing, leading and engaging others

Get involved in OE initiatives

Have a positive view of the OE group and its work and demonstrate support

Understand the purpose of the OE group and some of the potential ways to get involved

Demonstrate knowledge of the OE group and its objectives

Advocacy

Acceptance

Action

Understanding

Awareness

Aware of the brand

Consider the brand

Preference for the brand

Buy the brand

Loyal to the brand

Action

Rational Linear

Chaotic Non-linear

I have stolen like an artist from Paul Adams’ book ‘Grouped’

Linear Minds in a Nonlinear World

0.0%

10.0%

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30.0%

40.0%

50.0%

60.0%

70.0%

Yes No

Q1: Have you heard of Organizational Effectiveness (OE)?

Q2

Q3

Gauging Awareness

0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%80.0%90.0%

Yes No

Q2: Do you know someone who has been involved in an OE project?

Q2

Q3

Objective: Gauge awareness of the OE function and activities within the organization – and begin to understand what is driving that awareness

Q2 (N=200) Q3 (N=500)

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

MyBI State of the Business A colleague

Q3. How did you hear about OE?

Q2

Q3

Highlight 1 – Q3 Pulse Survey

Objective: Gauge awareness of the OE function and activities within the organization – and begin to understand what is driving that awareness

* * Statistically significant change, Q2 to Q3

Q2 (N=200) Q3 (N=500)