Click to edit Master title style S16 – Managing Change to Achieve Results A Journey of Discovery...

Click to edit Master title style

S16 – Managing Change to Achieve ResultsA Journey of Discovery for e-Records and Information Governance

© 2014 LaMarsh Global

MER 2015 – May 19, 2015Rick Rothermel, CEO and Director of Consulting Services

S16 – Managing Change to Achieve ResultsA Journey of Discovery for e-Records and Information GovernanceMER 2015 – May 19, 2015Karen Strong, Managing Director, Change Management Practice Lead

Information Management for Everyone

Change Management focuses on the adoption and use of processes, tools & behaviors from projects or programs that change the way people work……it helps people choose to change the way they work.


Reason for Introducing Change

…Specific Organizational Outcome

Click to edit Master title style

= without change management

K. Judge

21 = with change management

3

2

2

THE IMPACT OF MANAGED CHANGE™

1) Reduces the degree of pain and drop in productivity2) Accelerates the change; Achieves benefits sooner3) Achieves higher level of results4) Insures sustainability

4

5© 2014 LaMarsh Global


Data: Correlation to Project Outcomes

How much of your program or

project investmentare you willingto put at risk?


Complexity due to Size and Scope• Purpose• Particulars • People

e-Records & Information Governance Programs


e-Records & Information Governance ProgramsImpact on:• Culture• Structure• Processes• Systems/Tools• People

Click to edit Master title styleCULTURE – AN ELEMENT OF CHANGE

• How we behave

• What we believe

• Rules we follow:

– In rule book

– Unwritten rules

13© 2014 LaMarsh Global

K. Judge


e-Records & Information Governance ProgramsImpact on:• Culture• Structure• Processes• Systems/Tools• People


Considerations for Transition to Desired State

• Change Leadership

• Resistance

Click to edit Master title styleRESISTANCE

K. Judge

© 2014 LaMarsh Global 17

Click to edit Master title styleWhere Does Resistance Come From?

When people find it difficult to change it is usually for some combination of the following reasons:

1. They don’t want to change from the way they do things now

2. They don’t what to change to what the Project Team is recommending

3. They don’t want to go through the effort of getting to the new way

4. They don’t trust the leadership’s ability to get them to the new way

5. They don’t trust the Project Team’s ability to get them to the new way

6. They have been there and done that before and don’t believe it will be any

more successful this time than the last time……or, if it is successful, the way

it will be done is too painful

Click to edit Master title styleMANAGED CHANGE™ MODEL

External Change Drivers

Internal

Change

Drivers

Prepare to Change

Resistance

Sponsor TargetChange Agent

Culture History

Identify the Change

DeltaCurrent Desired

Plan the Change

RewardCommunication Learning

Implement the Change

Sustain the Change

© 2014 LaMarsh Global


When we communicate our purpose or cause first, we communicate in a way that drives decision‐making and behavior.

Develop a Compelling Vision for Your Change


Continue the Conversation over Lunch

The Golden Circle


Beliefs and behaviors easily understood to become actionable• Executive

Leadership• Legal/Compliance• Records

Management• IT• All Employees

Inspire Everyone to Take Action


Contact

Rick Rothermel ([email protected])CEO and Director of Consulting ServicesLaMarsh GlobalMobile: (248) 459-8273 www.lamarsh.com

Karen Strong ([email protected])Managing Director, Change Management Practice LeadGimmalMobile: (513) 490-0100www.gimmal.com

Click to edit Master title style S16 – Managing Change to Achieve Results A Journey of Discovery...

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