The complete guide to change management

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ChangeChange: : Why It’s So Hard To Accomplish Sustainable ChangeWhy It’s So Hard To Accomplish Sustainable Change??

& & The Basic Methodologies and Transformational Change Concepts Being Used TodayThe Basic Methodologies and Transformational Change Concepts Being Used Today!!

Includes a Complete Guide to How to Effectively Approach Change.Includes a Complete Guide to How to Effectively Approach Change. Organizational Change Concepts from Design of a a Team to Re-Engineering a Company Organizational Change Concepts from Design of a a Team to Re-Engineering a Company

This Course Includes:This Course Includes:

Change How To!Change How To!Prosci-ADKARProsci-ADKAR, , Kotter 8-Step Change ProcessKotter 8-Step Change Process,,

The Deloitte-EVDThe Deloitte-EVD (Enterprise Value Delivery) Change Process, (Enterprise Value Delivery) Change Process, The Q-lineThe Q-line Change Process & Change Process & The New The New AIM AIM (Accelerating Implementation Methodology for Change) Process(Accelerating Implementation Methodology for Change) Process

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Change:Change: Why Most People Why Most People Hate It!Hate It!

A Follow-up to the 5 Dysfunctions of a A Follow-up to the 5 Dysfunctions of a Team Team

Written & Presented By Rich FiersonWritten & Presented By Rich Fierson

HC-ROI Director of ChangeHC-ROI Director of Change

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It all begins with ChangeChange

“ “ It is not the strongest of the It is not the strongest of the species that survives, nor species that survives, nor the most intelligent, but ….the most intelligent, but ….

the one’s the one’s most most responsiveresponsive to change.” to change.”

Charles DarwinCharles Darwin

Team Team ++ Ideas Ideas ++ Concepts Concepts = = POWERPOWER

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SECTION SECTION 11

AGENDAAGENDA

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AGENDAAGENDAThe Big Picture Items and Large TopicsThe Big Picture Items and Large Topics

PARTPART 111.1. Why Does Transformational Change Fail 70% when Why Does Transformational Change Fail 70% when

companies try to create their own methods?companies try to create their own methods?2.2. Transformational Change Blunders and Companies Transformational Change Blunders and Companies

that Failed because they Could not see the that Failed because they Could not see the Opportunities for Change, and those that could see Opportunities for Change, and those that could see the Opportunities!the Opportunities!

3.3. Why Do Employees Resist Change (At all Levels)Why Do Employees Resist Change (At all Levels)4.4. How to Fix Change and The Resistance IssueHow to Fix Change and The Resistance Issue5.5. The Transformational Methodologies that Work The Transformational Methodologies that Work

Best, and an Overview of these MethodologiesBest, and an Overview of these Methodologies

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AGENDAAGENDAThe Big Picture Items and Large TopicsThe Big Picture Items and Large Topics

PARTPART 228. The 8. The Best Proven Methodologies of change. Best Proven Methodologies of change.

1. EVP- Enterprise Value Delivery Change System 1. EVP- Enterprise Value Delivery Change System for ERP Transformationsfor ERP Transformations

2. The Prosci A.D.K.A.R. Model2. The Prosci A.D.K.A.R. Model3.3. The Kotter Model and Tools to help the otherThe Kotter Model and Tools to help the other Methods succeedMethods succeed4.4. The Q-LoopThe Q-Loop5.5. The measurement and Assessment Phase for The measurement and Assessment Phase for

understanding where you are, and where you understanding where you are, and where you need to goneed to go

8. Support from the TOP = 8. Support from the TOP = SuccessSuccess

. .

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AGENDAAGENDA At this program's conclusion, participants will be At this program's conclusion, participants will be

able to:able to:

1.1. List reasons why people resist changes. List reasons why people resist changes. 2.2. The Metrics and Tools for Assessment and The Metrics and Tools for Assessment and

Measuring ChangeMeasuring Change3.3. Describe how you will handle The ON-GOING Describe how you will handle The ON-GOING

Change in the future. Change in the future. 4.4. GAP, Assessments and Metric Analysis, Defining GAP, Assessments and Metric Analysis, Defining

the REAL Goals the REAL Goals 5.5. How to Begin implementing goals/plans created How to Begin implementing goals/plans created

during this sessionduring this session6.6. Understanding some of the Key Change Understanding some of the Key Change

MethodologiesMethodologies

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Let’s BeginLet’s Begin

• IntroductionIntroduction

• Let’s have some Fun!Let’s have some Fun!

• Exercise 1 & 2Exercise 1 & 2

• Today is all aboutToday is all about

• CREATIVITYCREATIVITY

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How many squares do you seesee??

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Solution # 1,That’s It ???

Sums up to: 17 !Sums up to: 17 !Or are there More? Or are there More?

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Solution # Solution #

2 This one you should have caught2 This one you should have caught!

Plus 4Plus 4

sums up to: 21 !sums up to: 21 !IS THIS IT!IS THIS IT!

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Solution# 3 OK This one took some work!

Plus 4Plus 4

sums up to: 25 !sums up to: 25 !

IS THERE EVEN MORE?IS THERE EVEN MORE?

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Solution # 4. YOU ARE A CHAMPION OF SEEING THE ANGLES & POSSIBILITIES

This Exercise designed by Deloitte & CoThis Exercise designed by Deloitte & Co

There is much more There is much more to Thinking & Change than it to Thinking & Change than it seems at First Glanceseems at First Glance! !

AA good method helps you see all of the pieces good method helps you see all of the pieces sooner...before sooner...before youyou get into trouble get into trouble

Plus 5Plus 5 sums up to: sums up to: 30 30

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TEAM EXERCISE #1TEAM EXERCISE #1

The Personal History ExerciseThe Personal History Exercise: : • Each person must stand and answer the following Each person must stand and answer the following

questions:questions:– Where did you Grow Up?Where did you Grow Up?– What was the most difficult or important What was the most difficult or important

Challenge of your Childhood or Teenage Challenge of your Childhood or Teenage years?years?

– What was your Worst Job, and what was What was your Worst Job, and what was your Best Job?your Best Job?

– Name one thing that the others in the room Name one thing that the others in the room may not know about you?may not know about you?

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• SECTION SECTION 22 CHANGE RESISTANCE, FAILURES CHANGE RESISTANCE, FAILURES & OVERCOMING CHANGE RESISTANCE& OVERCOMING CHANGE RESISTANCE

CHANGE RESISTANCE

CHANGE RESISTANCE

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We are constantlyWe are constantly Making ChangeMaking ChangeFor the Sake of ChangeFor the Sake of Change

This Will Take Time I This Will Take Time I Don’t HaveDon’t Have

My People Know What To DoMy People Know What To Do

Why do We Need These Why do We Need These Consultants?Consultants?

I have Goals to Meet, And I have Goals to Meet, And This will Get In The WayThis will Get In The Way

How Does Effect Me?How Does Effect Me?

This is anotherThis is another FLAVORFLAVOROF THE MONTHOF THE MONTH

Change That Change That We Don’tWe Don’t Want to SeeWant to See


The The Actual Actual

UNSEENUNSEENRealityReality

Here What We See of Change using Here What We See of Change using

an Ice-Bergan Ice-Berg

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Change = Represents the Real Hidden Change = Represents the Real Hidden Dangers, Dangers, That We Don’t seeThat We Don’t see

Change = Represents the Real Hidden Change = Represents the Real Hidden Dangers, Dangers, That We Don’t seeThat We Don’t see

Here Is What Is Really Going On With Change - Underneath Here Is What Is Really Going On With Change - Underneath the Same Ice-Berg. The Titanic Did Not Hit What Was On the Same Ice-Berg. The Titanic Did Not Hit What Was On

TOP, but Rather they hit the Ice below the SurfaceTOP, but Rather they hit the Ice below the Surface

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We are constantlyWe are constantly Making ChangeMaking ChangeFor the Sake of ChangeFor the Sake of Change

This Will TakeThis Will Take Time I Time I

Don’t HaveDon’t Have

My People KnowMy People Know What To DoWhat To Do

Why do We Need Why do We Need These ConsultantsThese Consultants??

I have Goals to meet, And I have Goals to meet, And This will Get In The WayThis will Get In The Way

How Does Effect Me?How Does Effect Me?

This is anotherThis is another FLAVORFLAVOROF THE MONTHOF THE MONTH

The Total PictureThe Total Picture



Below their personal surface Below their personal surface (I call this - the Head…Bob…& (I call this - the Head…Bob…& Weave at the Management Meeting Table)Weave at the Management Meeting Table)

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Change is Inevitable,Inevitable, Growth is OptionalOptional

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“There is nothing more delicate to take in hand, nor more dangerous to conduct, nor more doubtful of success, than to step into the world of the introduction of changes and

New IdeasAs a leader in the company who believes his/her brain

should not be left at the door upon entering the company

For the person that innovates will have for his enemies all those who are well off under the existing order of thingsoff under the existing order of things,, and and

only lukewarm supporters in those who might be better off only lukewarm supporters in those who might be better off

under the under the new.”new.”

Niccolò Machiavellihe Prince 1527 With some changes from Rich Fierson

The Unfortunate TruthThe Unfortunate Truth

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• The First Step:– to enable a Change is to create, it

also happens to be the No. 1 element in ADKAR and also the No. 1 in the Kotter Methodology

• When a person is of the changeAnd The nature of change, why it’s needed and the Risk Of Change Then yourChance to succeed is improved by 40 points on a chart I will show latter.

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• The First Step:– to enable a Change is to create AWARENESSAWARENESS,,

it also happens to be the No. 1 element in ADKAR and also the No. 1 in the Kotter Methodology

• When a person is AWAREAWARE of the changeAnd UNDERSTANDS UNDERSTANDS The nature of change, why it’s needed and the Risk Of Change Then yourChance to succeed is improved by 40 points on a chart I will show latter.

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• Building Awareness of the need for change requires the following components:

1. What is the nature of the change and how does align with the Vision of the Organization

2. Why is the change being made, and what are the risks of not changingrisks of not changing

3. How will the change impact our group, dept, community, etc.

4.4. What is in it for me (WIIFM)What is in it for me (WIIFM)

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CHANGE SLOW & STEADYCHANGE SLOW & STEADY

THE POOR FROG THAT DID NOT NOTICE NOTICE ANY CHANGEANY CHANGE IN THE ACTUAL TEPERATURE…WHY Didn’t He/She?WHY Didn’t He/She?

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Why Does Change Fail?Why Does Change Fail?

• The hard truth is that most change initiatives are donedone “to”“to” employees, not implemented ““with” them or “by” them.with” them or “by” them.

• Although executives are pushing behavior change from the top and expecting it to cascade through the formal structure, an informal culture left to instinct and chanceinstinct and chance and they will likely will likely dig in its heelsdig in its heels

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TEAM CHANGE ASSESSMENT EXERCISETEAM CHANGE ASSESSMENT EXERCISE

• Turn to the next page in your book. You Turn to the next page in your book. You have 20 minutes to answer the following 15 have 20 minutes to answer the following 15 questions questions DO NOT PUT YOUR NAME ON DO NOT PUT YOUR NAME ON THE SHEETTHE SHEET – – You must be as honest as You must be as honest as

Possible.Possible.

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• You have 3 minutes to write this paragraph. You have 3 minutes to write this paragraph. The one who writes it the neatest and gets The one who writes it the neatest and gets the most words downthe most words down

• winswins

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Must be ledgeable and neat. They will be collected in 4 minutes – The one Who has the most words, with neatest handwriting (wins $)

Challenging ComplacencyChallenging Complacency

Many successful change programs grow out of crisis. Ford’s “change-or-die” story was repeated at Continental Airlines, Harley-Davidson, the Martin guitar company, IBM, and many others. Thisraises an important question: Does an organization have to waitFor a crisis before change is possible? According to Harvard Business School professor Mike Beer, the answer is no. He believes that change leaders can raise concerns about a current problematic situation, and urge management to challengethe complacency that fosters it-----without resorting to “crisis mode” tactics. He offers the following four approaches for accomplishing this goal:

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The Way It Has BeenThe Way It Has Been

Most of us have little input in Most of us have little input in CHANGE or a “Change CHANGE or a “Change

Plan”….Plan”….

With the exception of oneWith the exception of one very very important important THING ?THING ?

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»Our Our AttitudesAttitudes!!

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Why Does Change Fail?

• Reason 1- Reason 1- FAILURE TO MAKE A COMPELLING FAILURE TO MAKE A COMPELLING AND AND URGENT CASE FOR CHANGE:URGENT CASE FOR CHANGE:

• What is obvious to for some may not be so obvious to other pivotal players.

• Some leaders mistake activity for real change action

• How real and meaningful is the case for change for each of the pivotal groups? ?

• Do they feel a sense of crisis, a “Burning PlatformBurning Platform” If notIf not, , how can you create ithow can you create it??

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FAILURE TO MAKE A COMPELLING FAILURE TO MAKE A COMPELLING AND URGENT CASE FOR CHANGE:AND URGENT CASE FOR CHANGE:

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• Driving and managing change will remain the number one priority for a leader.one priority for a leader. According to a recently published study the reality is that most change efforts failchange efforts fail..

• The good news is that many of these failures can be traced to these common mistakes:

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• Because we Fail to Communicate to All The People that are needed to be engaged! We always tell ours selves that we Need To Have Many Many… Meetings!

• The problem is that meetings are NOT NOT Necessarily Communications Events In Necessarily Communications Events In FACTFACT

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• The single biggest problem in communication:communication: is the illusion that it has taken illusion that it has taken placeplace.” – George Bernard Shaw

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• Failure to create aFailure to create a strong sense of urgencystrong sense of urgency causes a change movement to lose momentum before it gets a chance to start.

• Establishing a true sense of urgencyEstablishing a true sense of urgency without creating an emergency is the first objective achieved to overcome the routine of daily business. (We will come back to this We will come back to this one)one)

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NOT DEALING PROACTIVELY WITHNOT DEALING PROACTIVELY WITH RESISTANCERESISTANCE::Managing resistance to change is challenging and

it’s not possible to be aware of all source Resistance to ChangeResistance to Change.

Expecting that there will be resistance to change and being prepared to manage are not necessarily the prepared to manage are not necessarily the

samesame, and it requires is a proactive step.

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“People don’t resist

change. They resist

BeingBeing Changed!”Changed!” – Peter Senge

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Why Does Change Fail?Why Does Change Fail?• “What Moves men/women of genius, or rather

what inspires their work, is not just the ability to formulate new ideas, but their obsession with the idea that has already beenidea that has already been said said is still not is still not enoughenough”” - - Eugene Delacroix

• 70% of all Business Change Efforts Fail70% of all Business Change Efforts Fail

• WHYWHY• Because the greatest challenge leaders have with Because the greatest challenge leaders have with

change change is is their Inability to Generate Buy- In, and their Inability to Generate Buy- In, and Urgency, for changeUrgency, for change across the organization! across the organization!

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Why Does Change Fail?Why Does Change Fail?• 70% of Almost All Business Change Efforts Fail70% of Almost All Business Change Efforts Fail

• Here is an average Transformational Success Rate Chart Comparing the Here is an average Transformational Success Rate Chart Comparing the Leading Methodologies and Companies that develop their own methodsLeading Methodologies and Companies that develop their own methods

ADKARADKAR KOTTERKOTTER COMBO OF COMBO OF ADKAR & KOTTERADKAR & KOTTER

Using non-Trained Using non-Trained Change People & YourChange People & Your

Own MethodsOwn Methods

100%

20%

40%

60%

80%

0%

30%

SSUUCCCCEESSSS

FFAAIILL

FF

AAIILL

FFAAIILL

SSUUCC

SSUUCCCCEESSSS

SSUUCCCCEESSSS FF

AA

IILL

= SuccessSuccess

= FailedFailed

78%78%89%89%

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Why Does Change Fail?Why Does Change Fail?• Change fails Change fails because it takes too long!because it takes too long!

• This causes your This causes your people to lose interestpeople to lose interest

• Most times Most times you can’t create enough Short-you can’t create enough Short-termterm Wins! Wins!

• We have less people doing more workWe have less people doing more work, and , and getting people the time away from their getting people the time away from their primary responsibility simply makes it too primary responsibility simply makes it too hard for manyhard for many

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Why Does Change Fail?Why Does Change Fail?• You were not able to overcome the inherent You were not able to overcome the inherent

pervasive pervasive resistance that runs unchecked in resistance that runs unchecked in yours, and all companiesyours, and all companies

• You could not You could not generate the intense amount of generate the intense amount of energy needed to drive transformational changeenergy needed to drive transformational change

• Your own Your own Arrogance got in your wayArrogance got in your way

• Finally you could Finally you could not translate your change not translate your change agenda into a motivating agendaagenda into a motivating agenda

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• SELF-DIAGNOSTIC SURVEYSELF-DIAGNOSTIC SURVEY

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Companies That Could Not Change – The Failures?Companies That Could Not Change – The Failures?

• BlockbusterBlockbuster – When Netflix came out Blockbuster who was sitting on $5 Bsitting on $5 B in Cash was offered to purchase Netflix for $50 M, - NetFlix has two other new competitors Netflix for $50 M, - NetFlix has two other new competitors RedBox and HulaRedBox and Hula

• Sears & JC PennySears & JC Penny – – How did these two Brick and How did these two Brick and Mortar Stores not see Wal-Mart, Costco & Target Mortar Stores not see Wal-Mart, Costco & Target coming?coming?

• Eastman KodakEastman Kodak – – They invented the Digital Camera They invented the Digital Camera and did Nothing with it. Yes it was a new Paradigm.and did Nothing with it. Yes it was a new Paradigm.

• When Forbes produces the list of most Valuables When Forbes produces the list of most Valuables companies in 1917-companies in 1917- only 15 still exist, and some are just only 15 still exist, and some are just hanging on~!hanging on~!

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• SonySony – – Do you still do your morning run with your Walkman? Do you still do your morning run with your Walkman? The story may still be out on SonyThe story may still be out on Sony

• US SteelUS Steel – – Today it’s just 1/5 of the value they had when Today it’s just 1/5 of the value they had when Forbes did their first published the Most Valuable Companies Forbes did their first published the Most Valuable Companies List in 1917 – Today onlyList in 1917 – Today only companies 15 still exist, and some companies 15 still exist, and some are just hanging on~!are just hanging on~!

• Barnes & Noble and BoardersBarnes & Noble and Boarders – Tell me how they missed the – Tell me how they missed the internet, and Amazon?internet, and Amazon?

• ““Remember It’s not the strongest of the species Remember It’s not the strongest of the species that survives, nor the most intelligent that that survives, nor the most intelligent that survives. It’s the one most adaptable to Changesurvives. It’s the one most adaptable to Change””

Charles Darwin

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• Some Managers and companies believe Some Managers and companies believe thatthat they know more then everyone elsethey know more then everyone else

• Inertia Inertia (Will explain)(Will explain)

• Fear of losing a job or power or controlFear of losing a job or power or control

• Comfort with the status QuoComfort with the status Quo

• Not using Your fullNot using Your full people/Human Capitalpeople/Human Capital

• Could Could not see what was in it for not see what was in it for themselves, peers, customers or companythemselves, peers, customers or company

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How did They Fail

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So What Can We Do?So What Can We Do?

• The Challenge is to:The Challenge is to:

1. Recognize the need for changeneed for change and overcome the fear of changefear of change

2. Be Scrupulously honest about your organization's current shortcomings

3. Get everyone to buy-in to the changeto buy-in to the change

4. Offer the needed tools to deliver the changetools to deliver the change

5. Successfully coax a Dinosaur companyDinosaur company from where it is today to where it needs to bewhere it needs to be tomorrowtomorrow

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Companies that Made the Transformational Companies that Made the Transformational Changes Needed to Compete and SucceedChanges Needed to Compete and Succeed

AppleApple - Well from Computers to ……But Here is the Challenge. What does Apple do without Steve Jobs as the Captain of the Ship? In other In other

Words What the Words What the NEXT ACT FOR APPLENEXT ACT FOR APPLE??

Might Have BeenMight Have Been

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• G.E.G.E. went from $12 B in 1970 to $466 B12 B in 1970 to $466 B today When Mr. Edison opened up GE he said “ I’d put my I’d put my money on the sun and solar power, I hope we don’t money on the sun and solar power, I hope we don’t

have to wait to oil and coal run outhave to wait to oil and coal run out.. He said this He said this in 1931in 1931

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• Capital OneCapital One – Every year Capital One tests over #50,000 new products and ideas!!!!

• Netflix…. Red Box ----Netflix…. Red Box ---- Netflix knocked off Blockbuster. The question is When will; Red Box or another kick of NewtFlix?

• The Whole Darn InternetThe Whole Darn Internet• DuPont –DuPont – Went from making gunpowder to

Today they are a Teflon, Kevlar, Mylar, Nylon Lycra

• NokiaNokia - - From paper to phones• AmazonAmazon

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Why Do Employees Resist ChangeWhy Do Employees Resist Change

• Because usually No One asks them, (or when they No One asks them, (or when they do…they don’t listendo…they don’t listen for their opinion) - for their opinion) - Which isWhich is more often the correct onemore often the correct one.

• They don’t resist changeThey don’t resist change…. …. They resist BEING They resist BEING CHANGED!CHANGED!

• Most are worried that change is Most are worried that change is a a tag-line for tag-line for cutting jobscutting jobs

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John Kotter Quote on Why People John Kotter Quote on Why People Resist ChangeResist Change

• ““When people see it being done right, their fear When people see it being done right, their fear level quite rationally goes down and their level quite rationally goes down and their conviction grows that the plan can conviction grows that the plan can work...work...People do resist change because People do resist change because they're afraid.they're afraid. But they also resist change if But they also resist change if they perceive that it's being done stupidlythey perceive that it's being done stupidly.. If If you can get them to understand how you can get them to understand how they can they can play a constructive part, sometimesplay a constructive part, sometimes it's it's amazing what happensamazing what happens." John Kotter

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John Kotter Quote on Why People Resist John Kotter Quote on Why People Resist ChangeChange

• ““The key piece of advice that Kotter offers is for The key piece of advice that Kotter offers is for organizational leaders to take the time to get organizational leaders to take the time to get themselves informed themselves informed about what does and about what does and doesn't workdoesn't work - before launching into action with - before launching into action with a change initiative. a change initiative. As he says: As he says:

• "If you get that knowledge upfront, it can "If you get that knowledge upfront, it can save you great grief and money later onsave you great grief and money later on

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Why Do Employees Resist ChangeWhy Do Employees Resist Change

• Because no one leading the change Because no one leading the change understands that change happens understands that change happens not from not from strategy but from the actual tactical (getting strategy but from the actual tactical (getting your hands-around the change by getting your hands-around the change by getting your hands dirtyyour hands dirty!!

• Because the failure rate is 70%- Because the failure rate is 70%- It takes 100% It takes 100% Involvement to hit the 30% success rateInvolvement to hit the 30% success rate

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CREATIVITY SURVEYCREATIVITY SURVEY

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Methods For Removing the ObstaclesMethods For Removing the Obstacles

SECTION 3 - CREATING & UNDERSTANDINGSECTION 3 - CREATING & UNDERSTANDINGTHE GOOD THE GOOD

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Fixing the Problems Fixing the Problems

Team SurveyTeam Survey

Fixing the Problems Fixing the Problems

Team SurveyTeam Survey

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Methods For Removing the Methods For Removing the Resistance ObstaclesResistance Obstacles

• Prosci/ADKARProsci/ADKAR

• Using Kotter’s 8-StepsUsing Kotter’s 8-Steps

• Using - EVD (Enterprise Value Delivery) Using - EVD (Enterprise Value Delivery)

– Using the Q-LoopUsing the Q-Loop

• Using both the Tactile Change and the Using both the Tactile Change and the Emotional Change at the same timeEmotional Change at the same time

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Methods For Removing the Resistance ObstaclesMethods For Removing the Resistance Obstacles

• Be able to Articulate a Clear VisionArticulate a Clear Vision

• Maximize the human Capital involvedMaximize the human Capital involved

• Leadership must be fully versed on all details fully versed on all details of the planof the plan

• Ensure alignment through one-on-one meetings, group discussions, data review,

• Teaching the tools of data and change

• Establish for all members of the organization - - appropriate expectationsappropriate expectations

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• Create a genuine enthusiasmgenuine enthusiasm for the change

• Make it a Team EffortTeam Effort

• Create an organizational energy, including a collective motivation, enthusiasm Create Create PassionPassion

• Establish and create both the behavioral and behavioral and emotional components of changeemotional components of change

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• Don’t just focus on the Tactical componentsTactical components, but rather the Emotional ComponentsEmotional Components as as well well

Get in the trenches Change is not just Strategic, , it’s Emotional & Tacticalit’s Emotional & Tactical

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• The Five FactorsThe Five Factors– Factor Factor 1-1- A person’s view of their current A person’s view of their current

statestate– Factor Factor 2-2- How a person Perceives How a person Perceives

problemsproblems– Factor Factor 33-The credibility of the sender-The credibility of the sender– Factor Factor 4 -4 - Circulation and containment of Circulation and containment of

“misinformation or rumors“misinformation or rumors– Factor Factor 5-5- Contestability of the reasons for Contestability of the reasons for

changechange

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• Build a culture of Innovationculture of Innovation

• Give People a Reason to ChangeReason to Change

• Trigger a sense of optimism around the change sense of optimism around the change initiativeinitiative

• MAKE ITMAKE IT FUNFUN

• Expect and plan for resistance Expect and plan for resistance

and oppositionand opposition.

• Answer what’s in it for me?Answer what’s in it for me?

• Get 100% of the Human Capital InvolvedGet 100% of the Human Capital Involved

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– The The Organization must be able to adapt Organization must be able to adapt faster then everfaster then ever

– If your organization looks at the changing your organization looks at the changing environment: environment: as an opportunityas an opportunity instead of instead of an impedimentan impediment it’s in a stronger position then it’s in a stronger position then their competitiontheir competition

– Culture is aCulture is a LaggingLagging, not a , not a Leading Leading indicatorindicator

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1.1. Culture changes when peopleCulture changes when people change, and change, and how they relate to each otherhow they relate to each other

2.2. Companies that maximize their full Companies that maximize their full compliment of Human Capital normally compliment of Human Capital normally succeedsucceed

2.2. When the people (including managers) When the people (including managers) oppose change,oppose change, Leadership can and does Leadership can and does have to overcome this issuehave to overcome this issue.. Working on Working on tangible projects together from front-line to tangible projects together from front-line to management ignites these changes.management ignites these changes.

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4. Working on tangible projects together

from front-line to management ignite

these changes by;

• Making the change Making the change MEANGINGFULLMEANGINGFULL

• Changing Leadership Changing Leadership BEHAVIORBEHAVIOR

• Creating and sustaining Creating and sustaining URGENCYURGENCY

• Releasing organizational Releasing organizational ENERGYENERGY

• Holding everyone Holding everyone ACCOUNTABLEACCOUNTABLE

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• What’s the Best Way to Have a Great Idea?

• He best way to have a good idea is toHe best way to have a good idea is to

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• What’s the Best Way to Have a Great Idea?

• He best way to have a good idea is to

Have A Lot of IdeasHave A Lot of Ideas

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Readiness For Change SurveyReadiness For Change Survey

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The Major Change Methodologies That WorkThe Major Change Methodologies That Work

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• Most employees learn quickly that bureaucracy, hierarchy, and silos create bottlenecks for new silos create bottlenecks for new ideasideas.

• In Fact Tom Peters once said “that in most cases In Fact Tom Peters once said “that in most cases the log jam is at one place at the top of the bottle. the log jam is at one place at the top of the bottle. TThe Top of The Bottle, he said- Is just like the Top he Top of The Bottle, he said- Is just like the Top of The Organizationof The Organization.”

• His answer meant the Top of the Bottle = His answer meant the Top of the Bottle = Bottleneck = The Top of Organization!Bottleneck = The Top of Organization!

Which = Failure!Which = Failure!

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• Fun Facts:Fun Facts: ““More new information has More new information has been produced in the last 30 years than been produced in the last 30 years than in the first 5,000 and a weekday in the first 5,000 and a weekday edition edition of the New York Times contains more of the New York Times contains more information than the average person was information than the average person was likely to come across in a life time in 17likely to come across in a life time in 17thth Century England” Century England” Harvard Business JournalHarvard Business Journal

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Methodology Methodology DefinedDefined

Inquiry:Inquiry:How do we manage the people How do we manage the people

side of change?side of change?

Methodology:Methodology:DefinedDefined A body of practices, procedures, and rules

used by those who work in a discipline or engage in an inquiry* From the American Heritage Dictionary

??

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Readiness For Change SurveyReadiness For Change Survey

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What is Change Readiness?What is Change Readiness?

• Change readiness is the ability to continuously initiate and

• Respond to change in ways that create Respond to change in ways that create advantage, minimize risk, and sustain and advantage, minimize risk, and sustain and increase performance in performanceincrease performance in performance

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USING THE TRANSFORMATIONAL USING THE TRANSFORMATIONAL CHANGE METHODOLOGIESCHANGE METHODOLOGIES

ADKARADKAR

LEWIN & KOTTERLEWIN & KOTTER

ENTERPRISE VALUE DELIVERYENTERPRISE VALUE DELIVERY

The Q-LOOPThe Q-LOOP

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• For The best overall strategy one should one should think think of using Prosci/ADKAR Along with Kotter Toolsof using Prosci/ADKAR Along with Kotter Tools

The Kotter 8-Step MethodologyThe Kotter 8-Step Methodology• For the Tools to assist with ADKAR – You need

Kotter’s 8-StepsKotter’s 8-Steps• Kotter alone will Work as WellKotter alone will Work as Well• For a Software or ERP Change - EVDEVD ( (Enterprise Enterprise

Value DeliveryValue Delivery))• The generally accepted change & tools of change & tools of

AssessmentAssessment• The Q- LoopThe Q- Loop

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The Building on the Kotter Change Revolution The Building on the Kotter Change Revolution Prosci-ADKAR MethodologyProsci-ADKAR Methodology

The five building blocks of successful change

Awareness - of the need for changeDesire - to participate and support the change

Knowledge - on how to do changeAbility - to implement required skills and behaviors

Reinforcement - to sustain the change

A.D.K.A.RA.D.K.A.R..

AADD

KK AA

RR

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ADKAR OVERVIEWADKAR OVERVIEW

• Successful Change, at it core, is rooted in something much simpler then one wants to believe?

– How to Facilitate Change-Change-One Person at a TimeOne Person at a Time

– In The ADKAR Methodology Change is all About PEOPLE,PEOPLE, ONE AT A TIME

– Someone once said that “change would be easy, if it wereit were not for the fact that people are not for the fact that people are involved!involved!”

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• The elements of the ADKAR model falls into the natural order of how one person experiences Change

• The Change lifecycle begins and ends with PEOPLE, and the 5 Factors we are now and the 5 Factors we are now going to discussgoing to discuss


http://www.decision-wise.com/Webinar-Employee-Engagement-Online-Reporting-Tool-Demonstration-access-page.html

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AADKAR OVERVIEWDKAR OVERVIEW

Post-Post-ImplementationImplementation

ImplementationImplementation

Concept Concept & Design& Design

Business NeedBusiness Need

Ph

ases

of

a C

han

ge

Pro

ject

Ph

ases

of

a C

han

ge

Pro

ject

Phases of Change For EmployeesPhases of Change For Employees

AWARNESSAWARNESS DESIREDESIRE KNOWLEDGEKNOWLEDGE ABILITYABILITY REINFORCEMENTREINFORCEMENT

SUCCESSFULLSUCCESSFULLCHANGECHANGE

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• Successful Change is Realized When Two Two Goals are AchievedGoals are Achieved – As show in the previous Slide

1. First the Business Must Realize the Full the Business Must Realize the Full Implementation of the Full Transformation Implementation of the Full Transformation Implementation, Implementation, So That the Business So That the Business Objectives are MetObjectives are Met, and and in place to in place to Sustain The Change.Sustain The Change.

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2. Second the Organization MUST Migrate Through Each Elements of the ADKAR Elements of the ADKAR Model., So that the People Model., So that the People are able to are able to Implement the Change and Implement the Change and Reinforcements are in place to Sustain Reinforcements are in place to Sustain The ChangeThe Change..

3.3. Hopefully utilizing the Kotter ToolsHopefully utilizing the Kotter Tools

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ADKAR OVERVIEWADKAR OVERVIEW• The ADKAR Model is a Results-Oriented Model that

provides a framework for how Change Management tactics and tools, allall (Including: Communication, Including: Communication, Sponsorship, Readiness, Assessments, Coaching, Sponsorship, Readiness, Assessments, Coaching, Training, and Resistance ManagementTraining, and Resistance Management)) come come together to produce Change together to produce Change

• The elements in ADKAR must happen in sequence, ADKAR must happen in sequence, and they are cumulativeand they are cumulative. Basically each ADKAR Basically each ADKAR element is a Building Blockelement is a Building Block. That’s why in the slide with the Chart - Failure was so high for people that do Change using their own methodology

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The 5 Building Blocks of ADKARThe 5 Building Blocks of ADKAR

• A common mistake is that – Awareness is A common mistake is that – Awareness is equal to Communicationsequal to Communications. Yet Sharing Yet Sharing information does not always produce information does not always produce AwarenessAwareness

• ENERGY COMPANY STORY

• In a previous slide I put up the fact that employees at all levels Internalize Awareness

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The 5 Building Blocks of ADKARThe 5 Building Blocks of ADKAR

• Awareness comes down to People View:Awareness comes down to People View:

1. There view of the Current State2. How They Perceive Problems3. The Credibility of the message sender4. The Circulation of Misinformation of rumors5. The contestability of the reasons for change6. Their individual position and even job

succession

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The Energy Story RevisitedThe Energy Story Revisited

• Remember all the employees were given the same communication

• The first employee discredits the information while the last employee demonstrates a strong conviction for the need

• Building Awareness is a ProcessBuilding Awareness is a Process – The mistake The mistake so many companies make is that a single so many companies make is that a single message or event will result in a uniformed message or event will result in a uniformed AwarenessAwareness

• Awareness is based not on the message SENT but rather the message but rather the message RECEIVED!RECEIVED!

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Why Awareness Messages Fail to Reach the GoalWhy Awareness Messages Fail to Reach the Goal

• Here is where I get tough and see so much failure!

• We discussed Change Management Tactics which include- Effective Communication , Effective Communication , Effective SponsorshipEffective Sponsorship

• Coaching By Managers and Supervisors, and the ability and readiness to absorb Business ability and readiness to absorb Business InformationInformation (DANNON STORY(DANNON STORY)

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• Before these Change Management tactics can be applied it’s necessary to brainstorm an discuss the awareness messagediscuss the awareness message

• The group responsible for developing and implementing the change must have a must have a common understanding ofcommon understanding of :

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• Before these Change Management tactics can be applied it’s necessary to brainstorm an discuss the awareness message

• The group responsible for developing and implementing the change must have a common understanding of :

The Company GoalsThe Company Goals The Risk of Not ChangingThe Risk of Not Changing

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1. The Overall nature of the change, and how the change aligns with Vision of the companyaligns with Vision of the company

2.2. Why the Change is Needed Now!Why the Change is Needed Now!

3. The Risk of Not ChangingRisk of Not Changing

4. Making sure we are utilizing all levels and all all levels and all Human Capital Resources!Human Capital Resources!

5.5. Who and How they will be Impacted by the Who and How they will be Impacted by the ChangeChange

6.6. Never…Never… Make it up as you go along – Never…Never… Make it up as you go along – People have excellent memories, and are not People have excellent memories, and are not dumb!dumb!

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ADKAR ADKAR ELELEMNTSELELEMNTS

WHO?WHO?The Most Influential The Most Influential

Players arePlayers are

HOW?HOW?The most Influential The most Influential

ActivitiesActivities

AWARNESSAWARNESSOf the need For Change

PRIMARY SPONSORSPRIMARY SPONSORS

(Business Leaders) & Direct Supervisors

Sponsorship (LeadershipSponsorship (Leadership) Communications & Coaching

DESIREDESIRETo support, Participate in the Change

Training & Coaching, Training & Coaching,

KNOWLEDGEKNOWLEDGEOf how to change

Training & Coaching, Training & Coaching,

ABILITYABILITYTo Implement Required Skills and Behaviors

Training & Coaching, Training & Coaching, System Experts, OD, Finance, HR etc.

REINFORCEMENTREINFORCEMENTSustain the ChangeSustain the Change

PRIMARY SPONSORS

Direct Supervisors

Sponsorship & Coaching

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CHANGE MANAGEMENT TOOLSCHANGE MANAGEMENT TOOLSChange Change

ManagementManagement

ToolsTools

ADKAR PhasesADKAR Phases

of Changeof Change

AssessmentAssessment

ResultsResults

(examples)(examples)

Supervisor Supervisor Feedback/ AssessmentsFeedback/ Assessments

Training/ODTraining/OD

SponsorshipSponsorship

CommunicationsCommunicationsEmployeeEmployee FeedbackFeedback

CoachingCoaching

ResistanceResistanceManagementManagement

KNOWKLEDGEKNOWKLEDGE Training Training FeedbackFeedback

PerformancePerformanceFeedback/AssessmentsFeedback/Assessments

Audits & Audits & ComplianceCompliance

AWARNESSAWARNESS

DESIREDESIRE

ABILITYABILITY

REINFORCEMENTREINFORCEMENT

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• The Five Factors of People in ChangeThe Five Factors of People in Change

1. A person’s view of the current state

2. How a person perceives Change

3. The Credibility of the Message Sender

4. The ability to reduce the standard Misinformation or rumors

5. Consistency for the reasons for Change


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Change Requires A Unique Thinking - in Your Approach. Change Requires A Unique Thinking - in Your Approach. Even with the ADKAR- first step “Even with the ADKAR- first step “AWARENESSAWARENESS””

• Just to build Awareness Awareness of Change - you need to consider

How a person perceives problems

How a person perceives problems

Contestability and consistency

of the reasons for Change

Contestability and consistency

of the reasons for Change

Credibility of the Sender

Credibility of the Sender

Calculation of rumors

Calculation of rumors

AWARNESS AWARNESS OF THEOF THE

NEED FOR CHANGENEED FOR CHANGE

A Persons' View of the Current State

A Persons' View of the Current State

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Assessment Team & Individual fill outAssessment Team & Individual fill out

• ADKAR ASSESSMENT

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Building DesireBuilding Desire• Managers cannot dictate or control an employee's

desire to change. Employees choose. However, that does not mean that managers are powerless to achieve this result with their employees. The The enablers or elements that may create a desire to enablers or elements that may create a desire to change include:change include:

1.1. Fear of job lossFear of job loss2.2. Discontent with the current stateDiscontent with the current state3.3. Imminent negative consequencesImminent negative consequences4.4. Enhanced job security Enhanced job security

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Building DesireBuilding Desire

1.1. Affiliation and sense of belonging Affiliation and sense of belonging 2.2. Career advancement Career advancement 3.3. Acquisition of power or position Acquisition of power or position 4.4. Ownership for the future stateOwnership for the future state5.5. Incentive or compensation Incentive or compensation 6.6. Trust and respect for leadership Trust and respect for leadership 7.7. Hope in future stateHope in future state

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Personal context for changePersonal context for change

• These positive and negative motivating factors are evaluated by employees within the following personal context:

• An employee's personal and family situation (health, financial position, stability, mobility, relationships, etc.)

• An employee's professional career history and plans (successes, failures, promotions, aspirations, years left before retirement, 2nd career potential, etc.)

• The degree that this change will affect them personally (in some cases even large changes can have only a minimal impact on some employees))

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Organizational context for changeOrganizational context for change

• Employees also evaluate these positive Employees also evaluate these positive and negative motivating factors based and negative motivating factors based on:on:

– An An organization's history with organization's history with changechange (past change (past change success or success or failurefailure,,

– the likelihood that thisthe likelihood that this change change will will really happenreally happen, ,

– consequences for employees that consequences for employees that have resisted change in the pasthave resisted change in the past

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THE THE A.D.K.A.R.A.D.K.A.R. APPROACHAPPROACH & THE KEY & THE KEY MISSING METHODOLOGYMISSING METHODOLOGY

• How to How to Implement SuccessfulImplement Successful Change in both Change in both our our PersonalPersonal Lives, Lives, and then in ourand then in our Business CareersBusiness Careers

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ADKAR - The ADKAR - The IndividuaIndividual comes Firstl comes First

• AA= AWARENES AWARENES ((of the/or) need for change)

• DD= DESIRE – A Need to see the Change DESIRE – A Need to see the Change

HappenHappen

• KK= The The KNOWLEDGE OFKNOWLEDGE OF “HOW TO “HOW TO”

CHANGE

• A= ABILITYABILITY -TO IMPLEMENT REQUIREDTO IMPLEMENT REQUIRED

SKILLS& BEHAVIORS

• R=THE-RE-INFOREMENTTHE-RE-INFOREMENT -TO SUSTAINTO SUSTAIN

THE CHANGETHE CHANGE

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The 5 PHASESThe 5 PHASES1.1. Building warmness for Change is requires the following Building warmness for Change is requires the following

commencementscommencements

2. What is the Nature of the Change, and how does this 2. What is the Nature of the Change, and how does this align to the Vision of the company (especially if align to the Vision of the company (especially if successful).?successful).?

3. What are the 3. What are the Risks of “NOT” changing?Risks of “NOT” changing?

4. How Will Change our community/culture?4. How Will Change our community/culture?

5. More importantly, How will it 5. More importantly, How will it AFFECT MEAFFECT ME!! ( (WIIFM)the Key which is the real world

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The FIVE FactorsThe FIVE Factors

1.1. A person's view of the current stateA person's view of the current state2.2. How a person How a person perceives problems/issuesperceives problems/issues3. The Credibility of the SenderCredibility of the Sender4.4. The Circulation of misinformationThe Circulation of misinformation5.5. Reason for Change Contestability of the Reason for Change Contestability of the

changechange

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The FIVE FactorsThe FIVE Factors

6.6. The focus for Results was the genesis for The focus for Results was the genesis for the ADKAR Modelthe ADKAR Model

7.7. The focus on RESULT is is the KeyThe focus on RESULT is is the Key

8.8. The problem with ChangeThe problem with Change…

9.9. EveryEvery time we talk about change I would time we talk about change I would ask “ask “WHY”…WHYWHY”…WHY would you do that?, would you do that?, and and what is your what is your DESIRED OUTCOME?DESIRED OUTCOME?

04/11/23 110

Prosci's top-10 action steps for managersProsci's top-10 action steps for managers

• Method 1 - Listen and understand objectionsListen and understand objections • Method 2Method 2 - - Focus on theFocus on the "what""what" and let go of theand let go of the

"how“"how“• CautionCaution: : If any combination of the following If any combination of the following

characteristic is present, then this process is more characteristic is present, then this process is more difficult to implement: difficult to implement:

• TThe total number of employees is sufficiently large he total number of employees is sufficiently large that they all cannot that they all cannot reasonably be involved in and reasonably be involved in and take ownership of the designtake ownership of the design

04/11/23 111


• Method 1 - Listen and understand objectionsListen and understand objections • Method 2 - Focus on theMethod 2 - Focus on the "what""what" and let go of theand let go of the

"how“"how“• a change becomes a change becomes significantly large such that significantly large such that

cross-department coordination and design is cross-department coordination and design is requiredrequired

• The design of the future state The design of the future state is is already pre-already pre-determined and cannot be changed determined and cannot be changed (WHY)?(WHY)?

• The change is dramatic and is happening too The change is dramatic and is happening too quicklyquickly

04/11/23 112


• Method 3 - Remove barriers Method 3 - Remove barriers • Method 4 - Provide simple, clear choices and Method 4 - Provide simple, clear choices and

consequencesconsequences– Let people know what Let people know what would happen and would happen and

when.when.– Provide alternate routes and choices for Provide alternate routes and choices for

commuting into the city you are in.commuting into the city you are in.– Share the consequences of taking certain Share the consequences of taking certain

routes at certain times, including providing routes at certain times, including providing ongoing information ongoing information about the expected about the expected delays along each routedelays along each route..

04/11/23 113


• Method 5 - Method 5 - Create hopeCreate hope

• Method 6 - Show Method 6 - Show the benefitsthe benefits in in a real and a real and tangible waytangible way – Sharing case studies of other companies who Sharing case studies of other companies who

have successfully completed a similar change have successfully completed a similar change (and the results they achieved).(and the results they achieved).

– Inviting guests to provide personal testimonials of Inviting guests to provide personal testimonials of how a similar type of change resulted in success how a similar type of change resulted in success for their organization.for their organization.

– Visibly demonstrating the success of pilot Visibly demonstrating the success of pilot programs or trials within your own organization programs or trials within your own organization (share small wins and celebrate success publicly(share small wins and celebrate success publicly).

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• Method 7 - Make a personal appealMethod 7 - Make a personal appeal

– "I believe in this change."believe in this change."

– "It is important to me.""It is important to me."

– "I want your support.""I want your support."

– "If you go with me on this, I will make I will make sure this works out."sure this works out."

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• Method 8 - Convert the Method 8 - Convert the strongest strongest dissentersdissenters

• Method 9 - Method 9 - Create a sacrificeCreate a sacrifice – –ProvingProving:

• The CarrotThe Carrot & The StickThe Stick

• They are serious about this changeThey are serious about this change..

• Resistance will not be toleratedResistance will not be tolerated..

– The consequences for not moving ahead The consequences for not moving ahead with the organization with the organization are real and severe.are real and severe.

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• Method 10 - Use money or powerMethod 10 - Use money or power

• The CarrotThe Carrot & The StickThe Stick

– Increase their compensation or create a bonus program such that they are directly rewarded for the successful completion of the change.

– Offer a promotion to a position they desire.

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• All changes in an organization ultimately take place at the individual the individual levellevel

• Successful change can be modeled and Has to be repeatableHas to be repeatable

• Process, tools and principals (I.e. methodologies) exist to drive methodologies) exist to drive successful changesuccessful change

The Core Tenets of Prosci Change TheoryThe Core Tenets of Prosci Change Theory

11

22

33

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Effective change managementEffective change managementrequires two perspectivesrequires two perspectives

INDIVIDUALINDIVIDUALPerspectivePerspective

INDIVIDUALINDIVIDUALPerspectivePerspective

ORGANIZATIONORGANIZATIONPerspectivePerspective

ORGANIZATIONORGANIZATIONPerspectivePerspective

The marriage of The marriage of individualindividual and and organizational changeorganizational changemanagement is management is what differentiates Prosci’s methodologywhat differentiates Prosci’s methodology

What processes and tools exist to support

individuals Through change?

How does One PersonOne Person make change Successful

How many were at Lexington? and in How many were at Lexington? and in PhiladelphiaPhiladelphia??

04/11/23 119

ADKARADKAR

• ADKAR ADKAR is a model for enabling changeis a model for enabling change. .

• ADKARADKAR provides a goal-oriented framework provides a goal-oriented framework that helps companies realize their objectives that helps companies realize their objectives more quickly and completely. more quickly and completely.

• Applications for this model includeApplications for this model include:

++==++

04/11/23 120

ADKAR APPLICATIONSADKAR APPLICATIONS

• Learning tool for teaching management, especially when analyzing case studies of successful and case studies of successful and failed companies and changesfailed companies and changes

• A tool for Change management teams to assess the readiness of their Change management plans readiness of their Change management plans and guide activitiesand guide activities

• A coaching tool for managers and supervisors coaching tool for managers and supervisors during Changeduring Change

04/11/23 121

ADKAR APPLICATIONSADKAR APPLICATIONS

• An assessment tool for diagnosing changes underway and identifying potential barrier points to change

• A planning tool for Change

• Simply stated ADKAR is a device for ADKAR is a device for teaching Change Managementteaching Change Management

04/11/23 122

The ADKAR change modelThe ADKAR change model

The first phase in Prosci's methodology is The first phase in Prosci's methodology is aimed ataimed at Getting readyGetting ready. It answers the question: "how much change management how much change management is needed for this specific projectis needed for this specific project?"?" The The first phase provides the situational first phase provides the situational awareness awareness that is critical for effective that is critical for effective change managementchange management.

Outputs of Phase 1:Outputs of Phase 1:

Change characteristics profile Change characteristics profile

Organizational attributes profile Organizational attributes profile

Change management strategy Change management strategy

Change management team structureChange management team structure

Sponsor assessment, structure andSponsor assessment, structure and rolesroles

Phase 1Phase 1 - - Preparing for changePreparing for change

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The ADKAR change modelThe ADKAR change model

The second phase of Prosci's process The second phase of Prosci's process is focused on creating theis focused on creating the plansplans that that are integrated into the project are integrated into the project activities - what people typically think activities - what people typically think of when they talk about change of when they talk about change management. Based on Prosci's management. Based on Prosci's research, there are five plans that research, there are five plans that should be created to help individualsshould be created to help individuals move through themove through the ADKAR Model. ADKAR Model.

Outputs of Phase 2:Outputs of Phase 2:

Communication plan Communication plan

Sponsor roadmap Sponsor roadmap

Training plan Training plan Coaching planCoaching plan

Resistance Management Resistance Management

planplan

Phase 2 - Phase 2 - Managing Managing changechange

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The ADKAR Change ModelThe ADKAR Change Model

•Equally critical but most often overlooked, the Equally critical but most often overlooked, the third phase of Prosci's process helps project teams third phase of Prosci's process helps project teams create specific action plans for ensuring that the create specific action plans for ensuring that the change ischange is sustainedsustained.. In this phase, project teams In this phase, project teams develop measures and mechanisms to see if the develop measures and mechanisms to see if the change has taken hold, to the see if employees are change has taken hold, to the see if employees are actually doing their jobs the new way and to actually doing their jobs the new way and to celebrate successcelebrate success..

•Outputs of Phase 3Outputs of Phase 3::

• Reinforcement mechanisms Reinforcement mechanisms

• Compliance audit reports Compliance audit reports

• Corrective action plans Corrective action plans

· · Individual and groupIndividual and group

• recognition approachesrecognition approaches

· · Success celebrations Success celebrations

• After action reviewAfter action review

Phase 3Phase 3 - -

Reinforcing changeReinforcing change

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The ADKAR Change ModelThe ADKAR Change Model

• The linkage The linkage between between individual individual changechange managementmanagement and and organizational organizational changechange managementmanagement

The Critical Linkage - The Critical Linkage - People make up People make up organizations, thereforeorganizations, therefore people are the Keypeople are the Key

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The five levers of change management in the The five levers of change management in the Prosci Prosci 33-Phase-Phase Change Management ProcessChange Management Process

1.1. CommunicationsCommunications

2.2. Sponsor roadmap Sponsor roadmap

3.3. CoachingCoaching

4.4. TrainingTraining

5.5. Resistance managementResistance management

AADD KK

AA

RR

04/11/23 127

• Goals & ResultsGoals & ResultsPhase 1: Phase 1: supporting structuressupporting structures

OLD MODELOLD MODEL TEAM STRUCTURETEAM STRUCTURE

SS =sponsor=sponsor

TeamTeam

CMCM

SS

TeamTeam

Bottoms Up Approach Based On Who is Bottoms Up Approach Based On Who is Being Impacted By the ChangeBeing Impacted By the Change

Architect the “Right” StrictureArchitect the “Right” Strictureand Prepare the Teamand Prepare the Team

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Phase 2 – ManagingPhase 2 – Managing

• Phase 2Phase 2

:

–

Develop changeDevelop changemanagement plansmanagement plans

Take action and implement plansTake action and implement plans

Why? To create formal deliverables and plans that willWhy? To create formal deliverables and plans that willmove individuals through A, D, K, A and Rmove individuals through A, D, K, A and R

18

Main Main ActivityActivity

Create plansCreate plans– – Communications planCommunications plan– – Sponsorship roadmapSponsorship roadmap– – Coaching planCoaching plan– – Training planTraining plan– – Resistance management Resistance management plan plan – – Integrate into project planIntegrate into project plan– – Execute plansExecute plans

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It all begins with Change!Change!

“ “ It is not the strongest of the It is not the strongest of the species that survives, nor species that survives, nor the most intelligent, but ….the most intelligent, but ….

the one’s the one’s most most responsiveresponsive to change.” to change.”

Charles DarwinCharles Darwin

Team Team ++ Ideas Ideas ++ Concepts Concepts == POWERPOWER

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Successful change management requires bothSuccessful change management requires both individualindividual andand organizational organizational approachesapproaches

OrganizationalOrganizationalActions and steps taken by the project teams, change mgmtpractitioners, and leaders and managers throughout organization

• IndividualIndividualMoving each other to their own current sate to their own future state

CURENTTRANSITION

FUTURE

04/11/23 131

ADKAR ASSESSMENT• To Be done in both Teams and Individual Basis

Here

04/11/23 132

FUN FACTFUN FACT

• Howard Schultz, founder of Starbucks, said

"I believe life is a series of near misses. A lot of what we ascribe to luck is not luck at all.

It's seizing the day and accepting It's seizing the day and accepting responsibility for your future. responsibility for your future. It's seeing It's seeing what other people don't see and what other people don't see and pursuing that vision."pursuing that vision."

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The Kotter Approach to ChangeThe Kotter Approach to Change

• The KOTTER APPROACH & THE 8 STEPS

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The Kotter Approach to ChangeThe Kotter Approach to Change• “What is the difference between “change between “change

management”management” and “change and “change leadershipleadership,” and whether it’s just a matter of semantics.

• These terms are not interchangeableThese terms are not interchangeable. The distinction between the two is actually quite significant. Change managementChange management, which is the term most everyone uses, refers to a set of basic tools or structures intended to keep any change effort under control.

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The Kotter Approach to ChangeThe Kotter Approach to Change• All structures intended to keep any change effort

under control. • The goal is often to minimize the distractions and minimize the distractions and

impacts of the change. impacts of the change. • Change leadership, on the other hand, concerns

the driving forces, visions and processes that fuel the driving forces, visions and processes that fuel large-scale transformation.large-scale transformation. In the video I am playing next Kotter delves a little deeper into the differences between the two concepts, and highlight why we need more change today

• The ever (Blockbuster, Netflix, Red box) Story

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• Kotter Video ONE

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• Businesses hoping to survive over the long term will have to remake themselves into better competitors at least once along the way. These efforts have gone under many banners

1.1. Total quality management,Total quality management,

2.2. ReengineeringReengineering

3.3. InnovationInnovation

4.4. RightsizingRightsizing

5.5. Restructuring, Restructuring,

6.6. Cultural changeCultural change

7.7. Six Sigma, Lean systemsSix Sigma, Lean systems

8.8. And turnarounds, to name a few And turnarounds, to name a few

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• In In 1995, completed a 10-year study of more than 1995, completed a 10-year study of more than 100 companies that attempted such a 100 companies that attempted such a transformation. transformation.

• RESULTS of his observations, outlining the 9 of the largest errors that can doom these efforts and explaining the general lessons that encourage success. Unsuccessful transitions Unsuccessful transitions almost always founder during at least one of the almost always founder during at least one of the following phases:following phases:

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The Reason for SUCCESS: The Reason for SUCCESS: 1. Generating a sense of urgency,2. Establishing a powerful guiding coalition, 3. Avoiding premature declarations of victory, developing a vision, 4. Ability to communicate the vision clearly and often5. Leadership and Sponsors removing obstaclesremoving obstacles,6.6. Planning on,Planning on, and creating short-term wins6.6. Avoiding prematureAvoiding premature declarations of victory8 Embedding changes in the corporate culture that are that are

neededneeded99 Realizing that change usually takes a long timeRealizing that change usually takes a long time

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John Kotter and His 8-Steps Transformation ModelJohn Kotter and His 8-Steps Transformation Model

• Dr. John Kotter from Harvard really afterreally after Kurt Kurt LewinLewin was the central figure in finding a doable was the central figure in finding a doable day-in, and day-out repeatable & workable day-in, and day-out repeatable & workable Transformation Change ModelTransformation Change Model

• Kotter looking at why Change Failures found that their were 8 Critical Steps that must be done and done and like ADKAR done in orderlike ADKAR done in order..

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Kurt Lewin three step change theory modelKurt Lewin three step change theory model – – Unfreeze, Change, FreezeUnfreeze, Change, Freeze

• KKurt Lewin three step model change theory• The Kurt Lewin change theory model is based

around a 3-step process (Unfreeze-Change-Unfreeze-Change-Freeze)Freeze) that provides a high-level approach to change.

• It gives a manager or other change agent a It gives a manager or other change agent a framework to implement a change effort, which is framework to implement a change effort, which is always very sensitive and must be made as always very sensitive and must be made as seamless as possible.seamless as possible.

• It’s the basis for Dr. John Kotters 8 StepsIt’s the basis for Dr. John Kotters 8 Steps

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• The Kurt Lewin model can help a leader do the following three steps:

• Make a radical changeMake a radical change

• Minimize the disruption of the structure’s the disruption of the structure’s operationsoperations

• Make sure that the change is adopted change is adopted permanentlypermanently

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What’s the Difference in each step?What’s the Difference in each step?

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John Kotter’s 8-Step Approach To ChangeJohn Kotter’s 8-Step Approach To Change

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John Kotter and His Transformation ModelJohn Kotter and His Transformation Model

• A Sense of Urgency Video ClipSense of Urgency Video Clip

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• PEOPLEPEOPLE – – STRUCTURSTRUCTURE –E – MANAGEMENT MANAGEMENT– Kotter Philosophy states that any change in one Kotter Philosophy states that any change in one

will have a geometric effect on at least one of will have a geometric effect on at least one of the two othersthe two others..

PEOPLEPEOPLE

STRCTURESTRCTURE STRATEGYSTRATEGY

CHANGE CHANGE MANAGEMENTMANAGEMENT

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• PEOPLE – STRUCTURE – MANAGEMENTPEOPLE – STRUCTURE – MANAGEMENT

– Change Management is about believing that Change Management is about believing that any change involves managing each one of any change involves managing each one of these elements continually through, during these elements continually through, during and after any improvement, changeand after any improvement, change

– One Essential Skill of Change management One Essential Skill of Change management Experts is the ability to manage all three Experts is the ability to manage all three elements together during a change elements together during a change

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““No business can survive over the longer term No business can survive over the longer term if it cannot continually reinvent self.if it cannot continually reinvent self. But But this is most difficult to do as it requires this is most difficult to do as it requires working across all layers of the firm. working across all layers of the firm. It’s It’s essential and difficult, essential and difficult, it is the ultimate it is the ultimate test of leadership.”test of leadership.”

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88 Step Process Step Process By John Kotter & D. COHENBy John Kotter & D. COHEN

CreatingCreatingA ClimateA Climate

For ChangeFor Change

4.Communication-For Buy In5.Enable Action6.Get Short Term Wins

1.Increase Urgency2.Build Guiding Teams3.Get The Vision Right

7. Don’t Let Up8. Make It Stick

Engaging &Engaging &Enabling The Enabling The Whole TeamWhole Team

Implementing Implementing and Sustainingand Sustaining

ChangeChange

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John Kotter - 8 Critical Steps to SuccessJohn Kotter - 8 Critical Steps to Success

““No business can survive over the longer term No business can survive over the longer term if it if it cannot continually reinvent self.cannot continually reinvent self. But this is most But this is most difficult to do as it requires working across all layers of difficult to do as it requires working across all layers of the firm. the firm. It’s essential and difficult, it is the ultimate It’s essential and difficult, it is the ultimate test of leadership.”test of leadership.”John KotterJohn Kotter

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• 1. 1. Establishing a Sense of UrgencyEstablishing a Sense of Urgency

During this first step it is essential to acquire the During this first step it is essential to acquire the cooperation of many individuals and to ensure they cooperation of many individuals and to ensure they are motivated to participate. Kotter writes in the article are motivated to participate. Kotter writes in the article that well over 50% of the companies he watched failed that well over 50% of the companies he watched failed in this first phase. in this first phase.

• Begin by examining the firm's competitive realities, Begin by examining the firm's competitive realities, market trends, and the effects on financial market trends, and the effects on financial performance.performance.

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• 1. Establishing a Sense of Urgency1. Establishing a Sense of Urgency

• Communicate this information dramatically in respect Communicate this information dramatically in respect of the potential crises.of the potential crises.

• Convince Convince at least 75% of a company's management at least 75% of a company's management that the current situation is totally unacceptable,that the current situation is totally unacceptable, and and pursuing change pursuing change is less risky than maintaining the is less risky than maintaining the status quo. Build motivation, involvement and status quo. Build motivation, involvement and supportsupport..

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John Kotter Risk 1John Kotter Risk 1.. Kotter refers to this risk of Kotter refers to this risk of this first phase as: this first phase as: Not Establishing a Great Not Establishing a Great Enough Sense of UrgencyEnough Sense of Urgency

• When the urgency rate is not high enough to prevent When the urgency rate is not high enough to prevent very serious internal problems later on in the process.very serious internal problems later on in the process.

• Underestimating the complexities and potential Underestimating the complexities and potential struggles required to shift management and staff from struggles required to shift management and staff from their comfort zones.their comfort zones.

• Tendencies to become overwhelmed by the risk Tendencies to become overwhelmed by the risk involved in retreating to the status quoinvolved in retreating to the status quo..

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• 2. Building a Guiding Coalition2. Building a Guiding Coalition

Managing Change is not enough – Managing Change is not enough – Change Has To Change Has To Be LedBe Led.

• Building the momentum for change requires a strong strong leadership and visible support from key people within leadership and visible support from key people within your organizationyour organization. The coalition will involve a wide wide representation of the formal and informal power-representation of the formal and informal power-base within the organizationbase within the organization..

http://www.strategies-for-managing-change.com/practitioners-masterclass.html

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• 2. Building a Guiding Coalition2. Building a Guiding Coalition

By working as a team, the coalition helps to create more momentum and build the sense of urgency in build the sense of urgency in relation to the need for changerelation to the need for change.

• John Kotter recognizes the importance of the emotional dimension and the energy that is generated by a “mastermind” group all working together

http://www.strategies-for-managing-change.com/lessons.html

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John Kotter Risk 2. Not Creating a John Kotter Risk 2. Not Creating a

Powerful Enough Guiding CoalitionPowerful Enough Guiding Coalition • Maintaining the existing hierarchy where if that

were working well, there would be no need for a , there would be no need for a major transformation.major transformation.

• Coalition members having no history of teamwork at the top and therefore undervalue the coalitions and therefore undervalue the coalitions importance.importance.

• Normally not lead by a strong line managerNormally not lead by a strong line manager..

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• John Kotter Videos Segments John Kotter Videos Segments

• 1-61-6

• Kotter ASSESSMENTSKotter ASSESSMENTS

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3.3. Develop a vision and strategy Develop a vision and strategy• A drive for change without a clear focus will

rapidly fizzle out unless you develop a clear vision of the future that is accompanied with a clear description about how things will be different in the future.

• The vision needs to defined in such a way that The vision needs to defined in such a way that it is capable of expression in a short “vision it is capable of expression in a short “vision speech” that conveys the heart of the change speech” that conveys the heart of the change in less than 5 minutes.in less than 5 minutes.


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3. Develop a vision and strategy

• This then needs to be encapsulated in a powerful one or two sentence summary.

• All members of the coalition need to be All members of the coalition need to be fluent in both of these vision statements.fluent in both of these vision statements.

• You need to work with the coalition to develop the strategies that will deliver the vision.

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John Kotter Risk 3: Lacking a VisionJohn Kotter Risk 3: Lacking a Vision • Plans, directives, and programs with no vision, but Plans, directives, and programs with no vision, but

confused confused • staff. staff. • List of confusing and incompatible projects and List of confusing and incompatible projects and

activities that can take the organization in the wrong activities that can take the organization in the wrong direction or nowhere at all. direction or nowhere at all.

• “ “ If you can't communicate the vision to If you can't communicate the vision to someone in five minutes or less or get a someone in five minutes or less or get a reaction that signifies both understanding and reaction that signifies both understanding and interest, you are not done!”interest, you are not done!”

John Kotter

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4. Communicating The Vision4. Communicating The Vision: Communication is everything, and Kotter maintains that as change leader you need to use every means at your disposal to constantly to constantly communicate the new vision and key strategies communicate the new vision and key strategies that support that vision.that support that vision.

• This This goes beyond the “special announcementgoes beyond the “special announcement” ” meetings and involves meetings and involves frequent and informal frequent and informal face-to-face contact with your people - by you face-to-face contact with your people - by you and by all individual members of the coalitionand by all individual members of the coalition..


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• 4. Communicating The Vision4. Communicating The Vision:

• Email is not the appropriate communication vehicle– except in support of prior face-to-face except in support of prior face-to-face contact.contact.– But it goes further than talking – you and the But it goes further than talking – you and the

coalition have to coalition have to ““walk the talk”walk the talk” visibly and at all times be available and accessible to your people.

• Be open and honest and address the emotional dimension of your people’s fears and concerns.

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John Kotter Error 4: Under John Kotter Error 4: Under communicating the Vision by a Factor of Tencommunicating the Vision by a Factor of Ten

• A vision is developed, but only a single form of A vision is developed, but only a single form of communication is used. communication is used. Management not Management not walking the talk. Deeds speak louder than walking the talk. Deeds speak louder than wordswords.. Not enough communication to remind of Not enough communication to remind of the desired behaviors. the desired behaviors.

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• 5. Empowering Others to Act on the Vision5. Empowering Others to Act on the Vision OrOr Enabling action and removal of obstaclesEnabling action and removal of obstacles

• This is the stage where This is the stage where your change initiative moves beyond the planning and the talking, and into practical action your change initiative moves beyond the planning and the talking, and into practical action as you put and the talking, and into practical action as you put supportive structures in place and empower and supportive structures in place and empower and encourage your people to take risks in pursuit of the encourage your people to take risks in pursuit of the vision.vision.



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• 5. Empowering Others to Act on the Vision5. Empowering Others to Act on the Vision

• This is where you, as This is where you, as change leader, identify and change leader, identify and remove obstacles and obstructions to changeremove obstacles and obstructions to change. . These may arise in processes or structures that are These may arise in processes or structures that are getting in the way. getting in the way.

• This may also involve addressing resistant This may also involve addressing resistant individuals and/or groups and helping them to individuals and/or groups and helping them to reorient themselves to the requirements of the new reorient themselves to the requirements of the new realitiesrealities

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• Action is essential in getting rid of obstaclesAction is essential in getting rid of obstacles to to change and in timechange and in time, the big ones must be confronted the big ones must be confronted and removed. and removed. This sometime means some people This sometime means some people may have to leave the organizationmay have to leave the organization

• Empower people to maintain the credibility of the Empower people to maintain the credibility of the change effort as a whole, to try new approaches, to change effort as a whole, to try new approaches, to develop new ideas, and to provide leadershipdevelop new ideas, and to provide leadership. .

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• Change Systems and structures that seriously undermine the vision.

• Encourage risk taking andEncourage risk taking and nontraditional nontraditional ideas, activities, and actionsideas, activities, and actions. .

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5 John Kotter Not Removing Obstacles to the 5 John Kotter Not Removing Obstacles to the

New VisionNew Vision

• Failing to remove Failing to remove powerful individuals who powerful individuals who resist the change effortresist the change effort and who resist individual and who resist individual employees who want to help make it happen, employees who want to help make it happen, and prevents them from actingand prevents them from acting

• Organizational structures such as human resource Organizational structures such as human resource systems that remain intact systems that remain intact even when there are even when there are clearly inconsistent compensation or clearly inconsistent compensation or performance-appraisal structures. performance-appraisal structures.

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6. Planning for and Creating Short-Term Wins6. Planning for and Creating Short-Term Wins • Success breeds success. Kotter advises that an early taste

of victory in the change process gives people a clear sight of what the realized vision will be like.

• This is important as a counter to critics and negative influencers who may otherwise impede the progress of your initiative.

• It is also important to recognize and reward all those people who make these early gains possible.

• As change leader you need to be looking for - and creating – opportunities for these early wins.


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John Kotter - 8 Critical Steps to SuccessJohn Kotter - 8 Critical Steps to Success6. Planning for and Creating Short-Term WinsPlanning for and Creating Short-Term Wins • Develop clear performance improvements goals and measurement Develop clear performance improvements goals and measurement • systems and reward the people involved when they are achieved. systems and reward the people involved when they are achieved. • Maintain commitments to achieve short term goals to help maintain a Maintain commitments to achieve short term goals to help maintain a high urgency level and force deep thinking that can clarify visions. high urgency level and force deep thinking that can clarify visions.

John Kotter Error 6: Not Systematically Planning for, and John Kotter Error 6: Not Systematically Planning for, and Creating, Creating, Short-Term WinsShort-Term Wins

• Without Without short-term wins, too short-term wins, too many people give up or many people give up or actively join actively join the ranks of those people who have been resisting changethe ranks of those people who have been resisting change..

• Absence of defined and measured short term goalsof defined and measured short term goals - urgency urgency levels can drop. levels can drop. Leaving results to chance. Leaving results to chance.

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7. 7. Consolidating Improvements and Producing Still Consolidating Improvements and Producing Still More Change More Change

• Hold the gains and build on changeHold the gains and build on change• This is the time to increase the activity, and change This is the time to increase the activity, and change

all systems and structures and processes that don’t all systems and structures and processes that don’t fit with the change initiative, and bring “new blood” fit with the change initiative, and bring “new blood” into the coalition.into the coalition.

• ““This is now all about continuous improvement This is now all about continuous improvement and each”and each” John Kotter

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John Kotter Error 7 Declaring Victory Too Soon John Kotter Error 7 Declaring Victory Too Soon

• Allowing the powerful resistors associated with Allowing the powerful resistors associated with tradition take overtradition take over. .

• “After a few years of hard work, Managers may be After a few years of hard work, Managers may be tempted to declare victory with the first clear tempted to declare victory with the first clear performance improvementperformance improvement. . While celebrating a win is While celebrating a win is fine,fine, declaring the war won can be catastrophic” declaring the war won can be catastrophic”

John Kotter

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John Kotter Error 7 Declaring Victory Too Soon John Kotter Error 7 Declaring Victory Too Soon

• Declaring victory before the changes and Declaring victory before the changes and business improvements business improvements havehave sunk deeply into a sunk deeply into a company's culturecompany's culture.

• Having premature victory celebrations that kill Having premature victory celebrations that kill ongoing momentumongoing momentum. .

John KotterJohn Kotter

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• Kotter says that for any change to be sustained, it needs to become embedded in the new “way we “way we do things around here” – that is the culture. do things around here” – that is the culture.

• A major part of this is for you, as change leader, to for you, as change leader, to articulate the connections between new behaviors articulate the connections between new behaviors and organizational successand organizational success.


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8. 8. Institutionalizing New ApproachesInstitutionalizing New Approaches

• This is where you - and your coalition team - talk about progress every chance you get.

• Tell success stories about the change process, Tell success stories about the change process, and repeat other success stories that you hearand repeat other success stories that you hear.

• As change leader, this is all about your continuous As change leader, this is all about your continuous efforts to ensure that the change is seen in every efforts to ensure that the change is seen in every aspect of your organizationaspect of your organization.

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John Kotter Error 8: Not Anchoring Changes in John Kotter Error 8: Not Anchoring Changes in the Corporation's Culturethe Corporation's Culture

• New behaviors not rooted in New behaviors not rooted in social norms and shared social norms and shared valuesvalues; ; they are subject to degradation as soon as the they are subject to degradation as soon as the pressure for change is removedpressure for change is removed. .

• Not ensuring that the next generation of top Not ensuring that the next generation of top management management understand the transformation that has understand the transformation that has taken place and personify themselves, taken place and personify themselves, the newthe new approach will failapproach will fail

• Poor succession decisions because employees at ALL Poor succession decisions because employees at ALL LEVELS LEVELS are not an integral part of the renewal effortare not an integral part of the renewal effort.

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• 1-61-6


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“In the final analysis, Change sticks when it Change sticks when it becomes "the way we do things around herebecomes "the way we do things around here,"

when it seeps into the bloodstream of the bloodstream of the corporate body.corporate body.

Until new behaviors are rooted in social normssocial norms and shared values,

they are subject to degradation as soon as the pressure for change is removed”.

John P. Kotter

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• Utilizing Kotter’s 8 Steps as the critical Tools to support the ADKAR Methodology equals the highest percentage of Transformational percentage of Transformational Success.( 82.4%)Success.( 82.4%)

• Even if you are doing an SAP or Software Change and using EVD (Enterprise Value Delivery) for your Transformational Change System. The Kotter philosophy will act as an The Kotter philosophy will act as an enabler to success!enabler to success!

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Final Key Points on the Kotter Method• 3 key points emerge from their review of

companies who have followed John Kotter's eight-step approach to change management and succeeded with their change initiatives

1.1. Great change leaders are great at telling visual Great change leaders are great at telling visual stories with high emotional impactstories with high emotional impact

2.2. The leader's example is a powerful method of The leader's example is a powerful method of communicating feeling and facilitating changecommunicating feeling and facilitating change

3.3. Organizations need heroes at every levelOrganizations need heroes at every level

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Final Key Points on the Kotter MethodThe text of multiple Kotter Speeches are in your The text of multiple Kotter Speeches are in your

Syllabus in the back section of Syllabus in the back section of ReferencesReferences

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Final Key Points on the Kotter Method

• Many thought leaders in the world of change management and change leadership are now speaking vociferously about the importance of the of the emotional dimension of leadership.emotional dimension of leadership.

• Daniel Goleman and others have stressed the Daniel Goleman and others have stressed the importance of importance of the leader's ability to articulate a the leader's ability to articulate a message that resonates with their followers' message that resonates with their followers' emotional reality and their sense of purpose,emotional reality and their sense of purpose, and thus motivate them to move in a specific direction.

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Final Key Points on the Kotter Method

• In "Making Change Real - In "Making Change Real - The Heart of Change:The Heart of Change: Real-Life Stories of How People Change Their Real-Life Stories of How People Change Their Organizations"Organizations"

• John Kotter, with the help of co-author Dan Cohen, a partner at Deloitte Consulting, illustrates how his eight-step approach to change management has worked in over 200 has worked in over 200 organizations from 25 to 250,000 peopleorganizations from 25 to 250,000 people

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Why Does Change Fail?Why Does Change Fail?• 70% of Almost All Business Change Efforts Fail70% of Almost All Business Change Efforts Fail

• Here is an average Transformational Success Rate Chart Comparing the Here is an average Transformational Success Rate Chart Comparing the Leading Methodologies and Companies that develop their own methodsLeading Methodologies and Companies that develop their own methods

ADKARADKAR KOTTERKOTTER COMBO OF COMBO OF ADKAR & KOTTERADKAR & KOTTER

Using non-Trained Using non-Trained Change People & YourChange People & Your

Own MethodsOwn Methods

100%

20%

40%

60%

80%

0%

30%

SSUUCCCCEESSSS

FFAAIILL

FF

AAIILL

FFAAIILL

SSUUCC

SSUUCCCCEESSSS

SSUUCCCCEESSSS

FFAAIILL

= SuccessSuccess

= FailedFailed

78%78%89%89%

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The Kotter Methodology From a Consultants ViewThe Kotter Methodology From a Consultants View

• As change management consultants we review to see if PEOPLE are aligned in support to achieve the PEOPLE are aligned in support to achieve the operations and corporate strategyoperations and corporate strategy?

• Change management strategies regarding the people

element include reviewingreviewing data, and performing data, and performing AssessmentsAssessments

• Is the firm providing the training for people to be able Is the firm providing the training for people to be able to achieve the strategy and improve the structure? to achieve the strategy and improve the structure?

• Is the firm coaching people to develop the skills to coaching people to develop the skills to continually change and improvecontinually change and improve??

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The Kotter Methodology From a Consultants ViewThe Kotter Methodology From a Consultants View

• Does the firm have the right leadership traits necessary for leadership traits necessary for a high performance industry leading businessa high performance industry leading business?

• Are all the right people involvedright people involved, well informed and focused on the right things?

• Which people communicate with each other, and how are they treated?

• Further essential elements of the companies change management model and change management plans are reviewed and include considering Real DATAReal DATA

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Review of Key Objectives Review of Key Objectives & Critical Success Factors& Critical Success Factors

• What makes our company uniquecompany unique

• What makes our company successfulcompany successful

• Shared vision, Integration of O.D./People Solutions, HR and Operations

• Proven Design, Performance & Change Methodology

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• 1-61-6


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A Developing & Implementing A A Developing & Implementing A Transformational Strategy for ERP Systems Transformational Strategy for ERP Systems such as SAP, Oracle, or Medical Systems such as SAP, Oracle, or Medical Systems

like NextGen, & Centricitylike NextGen, & Centricity

• Deloitte’s Deloitte’s EVD (Enterprise Value DeliveryEVD (Enterprise Value Delivery, which is the next System to Review

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Deloitte’s EVD (Enterprise Value Delivery)Deloitte’s EVD (Enterprise Value Delivery)

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Enterprise Value Delivery forEnterprise Value Delivery for Oracle 2.0 Oracle 2.0

EVD Education for theMASCO-BCG

Business Transformation Team Program Team

August 2007-9

R Fierson, Human Capital-ROI D. Bennett SVP Finance MASCO & Deloitte Consulting R Fierson, Human Capital-ROI D. Bennett SVP Finance MASCO & Deloitte Consulting in Cooperationin Cooperation

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Deloitte’sDeloitte’s EVD Overview:EVD Overview:ERP Critical Success FactorsERP Critical Success Factors

Experience has shown that there are twelve critical twelve critical success factors for creating, maximizing, and success factors for creating, maximizing, and sustaining the benefits of an ERP-enabled sustaining the benefits of an ERP-enabled transformation programtransformation program

ERPERPSSUUCCCCEESSSS

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Key EVD Questions to Answer TodayKey EVD Questions to Answer Today

• What type of method is EVD for ERP?

• What are the anchor threads?

• What are the exit criteria for each phase?

• How are we applying EVD on this project?

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Key Terms to Know

• SCOPE

• APPROACH

• DELIVERABLE

• METHODOLOGY

• WORKPLAN

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• ContentEVD Overview – ERP Critical Success Factors

• What is EVD?– What are the benefits of using EVD?

EVD Concepts – Phases– Threads– Modules– Tasks, Cross-Thread Integration, and Deliverables– Deliverable Samples and Templates – Accelerators and Automated Tools

Key Cross-Thread Integration Concepts– Design Approach

• Requirements Traceability Model– BT2 Phase I Cross Thread Integration – Testing Types

ContentContent

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• BT2 Phase II Implementation Approach– Inputs and Considerations– Design – Build– Deploy– Operate

Next Steps– EVD Training– Other Available EVD Information– EVD Help

Q&A

Content ContinuedContent Continued

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EVD Overview:EVD Overview:ERP Critical Success FactorsERP Critical Success Factors

Experience has shown that there are twelve critical success factors for creating, maximizing, and sustaining the benefits of an ERP-enabled transformation program

11 Focus on capabilities and benefits, not just going live

22 Align the organization on the true destination

33Achieve balanced people, process, and technology changes across all areas

44

Apply planning and program management practices throughout the program lifecycle

55

Use the business case as a management tool

66 Transition project roles to a way of life

Successful large scale ERP-enabled transformation focuses on making certain that the critical success factors are addressed

throughout the lifecycle starting with a cross-functional methodology.

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77 Build and leverage process expertise

88 Extend capabilities beyond the ERP foundation

99Promote post-implementation commonality

1010 Teach the organization to use new capabilities

1111 Define metrics and manage to them

1212 Assign clear ownership of benefits

Successful large scale ERP-enabled transformation Successful large scale ERP-enabled transformation focusesfocuses on making certain that on making certain that the critical success the critical success

factors are addressed throughout the lifecycle factors are addressed throughout the lifecycle starting with a cross-functional methodology. starting with a cross-functional methodology.


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•EVD (Enterprise Value Delivery) for Oracle 2.0 is a business transformation method

•The EVD method presents a robust collection of sample deliverables, detailed procedures, deliverable templates and accelerators, organized by project phase and thread

•The three key components in the method are:–Deliverables – What is delivered on the project –Activities – How to create the deliverables –Accelerators (Tools) – An aid that expedites or simplifies the development of a deliverable (optional)

The method will make the everyday project life easier for all of us!

EVD Overview:EVD Overview:What is EVD for Oracle 2.0? Ns SAP 6What is EVD for Oracle 2.0? Ns SAP 6

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•EVD is supported by a rich collection of sample deliverables, detailed procedures, deliverable templates and accelerators, organized by project phase and thread

•Project phases represent the progression of key groupings of activities in the project life cycle. Project threads relate to common themes of expertise that “cut across” each of the project phases.

The method will make the everyday project life easier for all of us!

EVD Overview:EVD Overview:What is EVD for Oracle 2.0? Ns SAP 6What is EVD for Oracle 2.0? Ns SAP 6

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EVD OverviewEVD OverviewWhat are the benefits of using EVD?What are the benefits of using EVD?

• Use the time-tested EVD method to:

– Design a project plan that will facilitate project planning and execution with speed, quality, and thoroughness

– Bring discipline, rigor, and order to the implementation of complex projects

– Facilitate strong knowledge transfer

EVD helps us collaborate with you and prepare you for a successful implementation!

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EVD Concepts: EVD Concepts: Phases and ThreadsPhases and Threads• The EVD method is a series of project phases and threads.

Project phases are key groupings of activities that follow a progression through the project lifecycle. Project threads relate to common themes of Deloitte expertise that “cut across” each of the project phases.

• Vision

• Plan

• Design

• Build

• Deliver

• Operate

• Value (VL)

• People, Change and Learning (CL)

• Process and Package (PP)

• Business Intelligence (BI)

• Information Technology (IT)

• Security and Controls (SC)

• Support (SU)

• Tax (TX)

• Project Management (PM)

The nine EVD project threads are:The six EVD project phases are:

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The purpose of this phase is to develop and document an understanding of the value of the project to the client

The purpose of this phase is to develop and document an understanding of the value of the project to the client

Vision Plan Design Build Deliver Operate

EVD Concepts:Vision Phase

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The purpose of this phase is to initiate the project, identify the team, and develop a detailed project plan The purpose of this phase is to initiate the project,

identify the team, and develop a detailed project plan

EVD Concepts: PEVD Concepts: Plan Phaselan Phase


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The purpose of this phase is to create the detailed design utilizing the outputs from requirements collection, design confirmation

workshops and prototyping efforts

The purpose of this phase is to create the detailed design utilizing the outputs from requirements collection, design confirmation

workshops and prototyping efforts


EVD Concepts: Design Phase

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The purpose of this phase is to configure and test the business and technical requirements

established in the previous design phase

The purpose of this phase is to configure and test the business and technical requirements

established in the previous design phase

EVD Concepts: BEVD Concepts: Build Phaseuild Phase


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Vision Plan Design Build Operate

The purpose of this phase is to prepare the client for go-live by performing final system testing, user training,

cut-over activities and creating or enhancing an internal help desk to support post go-live activities

The purpose of this phase is to prepare the client for go-live by performing final system testing, user training,

cut-over activities and creating or enhancing an internal help desk to support post go-live activities

EVD Concepts: EVD Concepts: Deliver PhaseDeliver Phase

Deliver

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Vision Plan Design Build Deliver

The purpose of this phase is to transition from a project environment to a day-to-day business operation

The purpose of this phase is to transition from a project environment to a day-to-day business operation

EVD Concepts: OEVD Concepts: Operate Phaseperate Phase

Operate

04/11/23 211

Business Intelligence – Focuses on organizing, tracking, developing, and delivering information, processes, and technology critical to business analysis and decision making. The goal of the BI thread is to ensure that the decision support solutions provide timely, dependable, logical, and flexible reporting and analytics to an organization.

Business Intelligence – Focuses on organizing, tracking, developing, and delivering information, processes, and technology critical to business analysis and decision making. The goal of the BI thread is to ensure that the decision support solutions provide timely, dependable, logical, and flexible reporting and analytics to an organization.

Information Technology – Focuses on creating the right technical environments to host the ERP software, including all legacy interfaces and support processes. The IT project team also defines the technical procedures and standards for all software applications and manages their development and implementation within the client’s infrastructure.

Information Technology – Focuses on creating the right technical environments to host the ERP software, including all legacy interfaces and support processes. The IT project team also defines the technical procedures and standards for all software applications and manages their development and implementation within the client’s infrastructure.

Process and Package – Applies Deloitte’s industry and implementation knowledge to implement enhanced or new business processes. The objective is to help an organization improve its business environment by identifying, designing, and implementing processes that correlate with its requirements.

Process and Package – Applies Deloitte’s industry and implementation knowledge to implement enhanced or new business processes. The objective is to help an organization improve its business environment by identifying, designing, and implementing processes that correlate with its requirements.

People, Change and Learning – Focuses on accelerating the client’s adoption of the changes and reducing the potential performance dip that accompanies a large-scale business transformation. The key components of this thread are: Change Leadership, Organization & Human Resources, and Learning.

People, Change and Learning – Focuses on accelerating the client’s adoption of the changes and reducing the potential performance dip that accompanies a large-scale business transformation. The key components of this thread are: Change Leadership, Organization & Human Resources, and Learning.

Value – Focuses on helping an organization identify and realize the tangible and intangible benefits of an ERP software initiative so it can accurately evaluate the true business value and results.

Value – Focuses on helping an organization identify and realize the tangible and intangible benefits of an ERP software initiative so it can accurately evaluate the true business value and results.

Enterprise Value Delivery:Project threads span the entire project lifecycle


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Securities and Controls – Focuses on the design and implementation of security and controls to ensure reliable financial reporting, operational efficiency and effectiveness, and compliance with laws and regulations.

Securities and Controls – Focuses on the design and implementation of security and controls to ensure reliable financial reporting, operational efficiency and effectiveness, and compliance with laws and regulations.

Tax – Focuses on the identification of tax requirements across the enterprise and development of integrated tax solutions.

Tax – Focuses on the identification of tax requirements across the enterprise and development of integrated tax solutions.

Support – Focuses on achieving an optimal support solution for the client and emphasizes the analysis of post-go-live support needs, beginning with the earliest phases of the implementation. Many support models must be evaluated closely to determine the best fit, based on both immediate and long-term support needs.

Support – Focuses on achieving an optimal support solution for the client and emphasizes the analysis of post-go-live support needs, beginning with the earliest phases of the implementation. Many support models must be evaluated closely to determine the best fit, based on both immediate and long-term support needs.

Project Management – Focuses on providing the infrastructure and tools for planning, integrating, and managing the project. Another objective for this phase is to meet the client’s expectations within the approved scope, cost, and time.

Project Management – Focuses on providing the infrastructure and tools for planning, integrating, and managing the project. Another objective for this phase is to meet the client’s expectations within the approved scope, cost, and time.

Enterprise Value Delivery:Project threads span the entire project lifecycle


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ValueValue

People, Change& Learning

People, Change& Learning

Processand Package

Processand Package

BusinessIntelligenceBusiness

Intelligence

Information TechnologyInformation Technology

Securityand Controls

Securityand Controls

SupportSupport

TaxTax

ProjectManagement

ProjectManagement


Implement Change Management Strategy & Plan

Implement Change Management Strategy & Plan

Define Overall Scope Components

Define Overall Scope Components

Identify Project Book ContentIdentify Project Book Content

Assess Business AnalyticsAssess Business Analytics

Define Technical Infrastructure Requirements

Define Technical Infrastructure Requirements

Define Outsourcing DealDefine Outsourcing Deal

Develop Value Delivery Roadmap

Develop Value Delivery Roadmap

Develop Change Impact Assessment Approach

Develop Change Impact Assessment Approach

Develop Security and Controls Approach

Develop Security and Controls Approach

Redefine Tax ApproachRedefine Tax Approach

Assess Support OrganizationAssess Support Organization

Plan ProjectPlan Project

EVD Concepts: Modules

• Modules are work packages that exist within phases and threads • Modules group related tasks and deliverables• Each module describes the work approach and produces a series of related deliverables

• The modules for each thread are listed The modules for each thread are listed in this center section in this center section

• This is an example of the modules in This is an example of the modules in the Plan Phase the Plan Phase

04/11/23 214

Example of the Module Map:

• A visual representation of the method that maps all modules by phase and by thread

• Provides an overview of the method for content development and for sharing with the client

• A Microsoft Excel file which can be downloaded and shared

• The Module Map should be read by phase – represented by the columns on the spreadsheet

• The picture below represents the IT Thread Module Map

EVD Concepts: Module Map

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Example of the Module Map:

EVD Concepts: Module Map

Thread Vision Plan Design Build Deliver Operate

InformationTechnology Assess Applications

Define Technical

Infrastructure Requirements

Design Technical

Architecture

Support Non-Production

Environments

Conduct Performance and

Stress Tests

Assess Technical

Infrastructure

Define Conceptual Technical

Architecture

Build and Test Non-

Production Environments

Build Software Development

Programs

Build Technical Cutover

Plans

Assess Data Conversion

Impact

Procure Non-Production

Environment Components

Install and Configure Bolt-

On ToolsConduct Technical Tests

Develop Operational and

Monitoring Processes

Procure Bolt-On Tools

Develop Software

Development Technical

Specifications

Design and Build Batch

Schedule

Deliver Production

Environment

Plan Software DevelopmentDevelop Technical Test

Approach

Procure Production

Hardware

Define Configuration and

Operation Strategies

Define Configuration and

Support Operating

Procedures

Build and Test Production

Environment

04/11/23 216

• Tasks– A task represents a single block of work and

includes a step-by-step procedure for producing a task deliverable

– A task is the basic unit of work and represents the third activity level in the method

– Tasks includes these components:• Accelerators (Tools) – An aid that expedites

or simplifies the development of a deliverable (optional)

• sample deliverables and templates

EVD Concepts: Tasks and Deliverables

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EVD Concepts: Tasks and Deliverables• Tasks

– Detailed Procedures – A set of steps that documents the process for completing a task (optional)• Roles – The types of individuals required to

produce a task deliverable• Deliverables

– Each task has an associated deliverable – Each deliverable may have a template and one or

more samples that can be leveraged for its creation

– EVD 2.0 contains sample deliverables and templates

04/11/23 218

EVD Concepts: Tasks and Deliverables

Module Samples,

Templates

Thread

Phase

Task

Module Deliverable

Task Deliverable

04/11/23 219

Identify tax requirements Identify tax requirements across the enterpriseacross the enterprise

Develop integrated tax Develop integrated tax solutions solutions

Leverage tax advantaged Leverage tax advantaged ERP and Supply Chain ERP and Supply Chain strategiesstrategies

Imbed security & Imbed security & controls into application controls into application deploymentdeployment

Understand & govern critical data & Understand & govern critical data & information you need to run your information you need to run your businessbusiness

Organize, track, develop, and deliver Organize, track, develop, and deliver critical information, processes and critical information, processes and technology technology

Ensure decision support solutions Ensure decision support solutions provide timely, dependable, logical and provide timely, dependable, logical and flexible reporting and analyticsflexible reporting and analytics

People, Change & Learning

Identify tangible and intangible benefits of an Identify tangible and intangible benefits of an ERP initiative ERP initiative

Accurately evaluate, measure and track true Accurately evaluate, measure and track true business value and resultsbusiness value and results

Identify stage gates based on valueIdentify stage gates based on value

Build organizational readiness and Build organizational readiness and accelerate adoption of the changes accelerate adoption of the changes

Reduce potential performance dip Reduce potential performance dip due to a large scale business due to a large scale business transformationtransformation

Implement enhanced or new Implement enhanced or new business process with ERP in business process with ERP in mind mind

Identify, design, and Identify, design, and implement processes that implement processes that correlate with the strategycorrelate with the strategy

Choose when you spend time Choose when you spend time & money& money

Plan, integrate and manage the projectPlan, integrate and manage the project

Manage the project based on valueManage the project based on value

Manage project scope, cost, and timeManage project scope, cost, and time

Value

People, Change & Learning

Process and Package

Business Intelligence

Information Technology

Design, Manage, operate, and support Design, Manage, operate, and support technical architecturetechnical architecture

Define the technical procedures and standards Define the technical procedures and standards for all software applicationsfor all software applications

Security and Controls

Design and implement Design and implement security and controls to security and controls to ensure reliable financial ensure reliable financial reporting, operational reporting, operational efficiency, and regulatory efficiency, and regulatory compliancecompliance

Tax

Support

Start with end in mindStart with end in mind

Evaluate, design and Evaluate, design and implement an optimal implement an optimal support solutionsupport solution

Analyze post-go-live needsAnalyze post-go-live needs

Transition from a project to Transition from a project to a “way of life”a “way of life”

Project Management

Business Process Transformation

360o Approach

Enterprise Value Delivery Framework

04/11/23 220

ContentContent

EVD Overview – What is EVD?– How does EVD differentiate us?– What will EVD do for you?– How is EVD different than ERP vendor methodologies?– EVD History– How is EVD 2.0 different than 1.0?– When will EVD 2.0 Go-Live?


04/11/23 221

ContentContent

EVD Method Installation & Navigation

Key Cross-Thread Integration Concepts– Design Approach and Requirements Traceability Model – Testing Types

Next Steps– EVD Training– Expectations of You – Submitting Sample Deliverables– Providing Feedback– Other Available EVD Information– EVD Help– EVD EA Deployment Champions– EVD Thread Leads

EVD Walkthrough –

04/11/23 222

EVD InstallationIts time to install EVD on your laptop now!

04/11/23 223

EVD Method Navigation: Navigating the Phases, Threads, and Modules

• To view the specific EVD phases, modules, and deliverables, click on the Modules link on the top right corner

Phases are listed the top of the Module screen

Threads are listed on the left-hand

side of the screen

Modules are listed in the center of the

screen

04/11/23 224

EVD Method Navigation: EVD Phases• The EVD phases are listed at the top of the screen and allow you to

view all modules, deliverables, accelerators, and detailed procedures for each phase

To view the modules in the Vision Phase, click on the Vision box

04/11/23 225

EVD Method Navigation: EVD Threads• The EVD threads are listed at the left-hand of the screen and allow

you to view modules, deliverables, accelerators, and detailed procedures within that thread by each phase

To view the modules in the Value Thread and within the Vision Phase, click on the

Value box

04/11/23 226

To view a specific module in the Value Thread and within the Vision Phase, click on the

module title

The module objective and other details will appear at the bottom of the screen

EVD Method Navigation: EVD Modules• The modules for a particular phase and thread are listed in the center

of the screen

04/11/23 227

To view the tasks associated with a specific module, click on the Tasks link in the lower

left-hand corner

The associated tasks will appear in the bottom center of the screen

EVD Method Navigation: EVD Tasks• Each module will have associated tasks which can be viewed by clicking on the

Tasks link in the lower right-hand corner

04/11/23 228

EVD Method Navigation: EVD Cross-Thread Integration

• Within a module, the Module Information Flow link will provide the cross-thread integration, showing key inputs and output with other threads

To view the inputs and outputs associated with a specific module, click on the Module Information Flow link in the lower left-hand

corner

The associated inputs and outputs will appear in the bottom center of the screen

04/11/23 229

EVD Method Navigation: Deliverables• Sample deliverables can be downloaded by navigating through the

Deliverables link at the top of the screen. To view sample deliverables, you must also click on the appropriate phase and thread

To download a sample deliverable within the Vision Phase of the Value thread, click on:

1) Deliverables2) Vision 3) Value4) The deliverable name5) Sample DeliverablesThe sample deliverables will appear at the

bottom left-hand corner of the screen.

04/11/23 230

ContentContentEVD Overview

– What is EVD?– How does EVD differentiate us?– What will EVD do for you?– How is EVD different than ERP vendor methodologies?– EVD History– How is EVD 2.0 different than 1.0?– When will EVD 2.0 Go-Live?


04/11/23 231

ContentContentEVD Method Installation & Navigation

Key Cross-Thread Integration Concepts– Design Approach and Requirements Traceability Model – Testing Types

Next Steps– EVD Training– Expectations of You – Submitting Sample Deliverables– Providing Feedback– Other Available EVD Information– EVD Help– EVD EA Deployment Champions– EVD Thread Leads

EVD Walkthrough – 5PM

04/11/23 232

Deloitte’s IndustryPrint™ for Oracle incorporates the leading best practices as a starting point for BCG’s business transformation effort.

IndustryPrint™ Benefits Business Process Models:

– Provide a visual description of the business process– Establish a common language for team members– Link processes and Oracle application functionality– Illustrate and support issue resolution

Industry Leading Practices:– Leverage our industry and process knowledge– Provide a repository of solutions

Document Templates:– Support consistent project standards – Facilitate maintenance and reuse

IndustryPrint™ Benefits Business Process Models:

– Provide a visual description of the business process– Establish a common language for team members– Link processes and Oracle application functionality– Illustrate and support issue resolution

Industry Leading Practices:– Leverage our industry and process knowledge– Provide a repository of solutions

Document Templates:– Support consistent project standards – Facilitate maintenance and reuse

Process

Subprocess

ActivityLevel

Mapped Directly to Oracle Screens

OPerform Order Management

O-020Capture Orders

O-030Process Orders

O-040Calculate Order

Price and MaintainCustomer/Order

Data

O-050Manage CustomerCredit Exposure

O-060Manage andTrack Orders

O-070Manage

Backorders

O-090Pick Orders

O-100Pack Orders

O-110Plan/Manage

Shipping/Delivery

O-120Ship/Deliver

Orders

O-130Bill Revenue

O-140Process Receipts

O-150Manage

Collections

O-160Manage Rebates

O-170Manage

Chargebacks

O-190Manage Returnsand Exchanges

O-020Capture Orders

Receive CustomerPlanning and/or

Shipping Schedule

Determine/ConfirmCustomer OrderRequirements

Determine Order Type

Create Standard Order

Create ServiceContract Order

Create CustomerContract Order

Check/CreateSchedule Line

Agreement

Create Tooling/Support Equipment

Order

Create PrototypeOrder

Create No-chargeOrder

Create SubsequentDelivery Free of

Charge (FOC) Order

Create Swap orExchange Order

Create LiteratureOrder

Create Sample Order

Create Stock TransferOrder

Create Inter-companyOrder

Create Cash SaleOrder

Create Third-partyOrder

Create Credit/DebitMemo Request

Process ConsignmentPick-up

Process ConsignmentFill-up

Process ConsignmentIssue

S-130Initiate, Manage and Close Direct Sale

S-180Provide Sales Support

Receive Customer Planning and/or

Shipping Schedule

Determine/Confirm Customer Order Requirements

Determine Order TypeIs a Third-party

Order?

Is a Consignment Order?

Credit/Debit Memo Request?

Create Third-party Order

Is Consignment Fill-up

Requested?

Is Consignment Pick-up

Requested?

Create Credit/Debit Memo Request

Is Notification of Issue to End-

customer?

Process Consignment Fill-up

Process Consignment Pick-up

Process Consignment Issue

O-090Pick Orders

O-030Process Orders

O-130Bill Revenue

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

Cont'd.

No

Design Approach Deloitte’s IndustryPrint™ for Oracle

04/11/23 233

OPerform O rder M anagem ent

O -020C apture O rders

O -030P rocess O rders

O -040C alcu la te O rder P rice

and M ainta inC ustom er/O rder D ata

O -050M anage C ustom er

C redit E xposure

O -060M anage and T rack

O rders

O -070M anage B ackorders

O -090P ick O rders

O -100P ack O rders

O -110P lan/M anage

S hipp ing/D elivery

O -120S hip /D eliver O rders

O -130B ill R evenue

O -140P rocess R ece ip ts

O -150M anage C ollec tions

O -160M anage R ebates

O -170M anage C hargebacks

O -190M anage R eturns and

E xchanges

PProcure M ateria ls and S ervices

P -010D evelop P rocurem ent

S tra tegy

P -020Im plem ent

P rocurem ent S tra tegy

P -030D evelop and M ain ta inP rocurem ent P o lic ies

P -040M ainta in S upplierC ertifica tion and

M onitor P erform ance

P -050M anage P rocurem ent

C ontrac ts andR equests for

Q uota tion

P -060M anage P rocurem ent

C ontrac ts andR equests for

Q uota tion (N on-P roduction M ateria l)

P -070C reate and M ainta in

P urchase R equis itions

P -080P urchase M ateria ls

and S erv ices

P -090M onitor and M anage

S upplier C ontrac ts

P -100M anage S upplie r

C ons ignm ent S tock

P -110P rocure

S ubcontrac ting

P -120R eceive M ateria ls and

S erv ices

P -130P erform Incom ingQ uality A ssurance

P -140D eterm ine D iscrepant

M ateria l D ispos ition

P -150E nable P aym ent

P -160P rocure W aste

R em oval S erv ices

P -170M anage S tores / M R O

H andlingP -080

P urchase M ate ria ls and S e rv ices

C reate P O M anuallyW ith ’Tex t M ateria ls ’

R elease S chedu lingL ine from S cheduling

A greem ent

C reate and R eleaseC ontrac t O rder

C reate P lant-to-P lantT ransfer O rder

C reate and P rocessP urchase O rder

T ransm it O rder toS upp lier

R ece ive O rderA cknow ledgm ent

P rocess O rderA cknow ledgm ent

M onitor O rder S ta tus

R eso lve O rder Issuesw ith S upplie r

M odify P urchaseO rder

R ece ive A dvanceS hipp ing N otifica tion

(A S N )

P rocess A dvancedS hipp ing N otifica tion

(A S N )

Transm it R em inderLetter

T ransm it D unn ingLetter

D eterm ine A lte rnateM ateria ls andA pproaches

S elec t N ew S upp lier

V erify R equirem entsand Term s w ith N ew

S upplier

C ancel O rig ina lP urchase O rder

Identify R equ irem entsA llow ing P rocurem ent

C ard U sage

P urchase U s ingP rocurem ent C ard

P -100M anage S upp lie r C ons ignm ent S tock

D efine V endor/M ateria lC ons ignm entP aram eters

D efine C ontrac t fo rC ons ignm ent R eceip ts

C reate R e lease O rderto R eplen ish S tocks

(by C ustom er)

C reate R e lease O rderto R eplen ish S tocks

(by V endor)

R ece ive D eliveries in toInventory (N ot Y et

O w ned)

N ote V endor forC onsum ed

C ons ignm ent G oods

C alcu la te C onsum edC ons ignm ent for

P aym ent w /o Invo ice

R ece ive and B illInvo ice W ithout G oods

R ece ip t o r P .O .

P -070C reate andM ainta inP urchaseR equis itions

P -050M anageP rocurem entC ontrac ts andR equests forQ uota tion

P -060M anageP rocurem entC ontrac ts andR equests forQ uota tion (N on-P roductionM ateria l)

P -070C reate andM ainta inP urchaseR equis itions

C reate P O M anua llyW ith ’Tex t M ateria ls ’

R elease S chedu lingL ine from S cheduling

A greem ent

C reate and R eleaseC ontrac t O rder

C reate P lant-to-P lantT ransfer O rder

C reate and P rocessP urchase O rder

T ransm it O rder toS upp lier

Is O rderA cknow ledge-m ent R eqired?

R ece ive O rderA cknow ledgm ent

P rocess O rderA cknow ledgm ent

Issue Identified? M onitor O rder S ta tus

R eso lve O rder Issuesw ith S upplie r

Is S upplie rM eeting

C om m itm ents?

M odify P urchaseO rder

C an Term s beA lte red?

C ont'd . C ont'd .C ont'd .

Yes

No

Yes

No

Yes

No

No

Yes

M -050M anageM anufac turingO perations

Processes are mapped in three levels of detail: Process, Sub-process, and

Activity.

Process LevelProcess Level

Sub-process LevelSub-process Level

Activity LevelActivity Level

BCG-Print

Design Approach Processes Mapped in Three Levels

04/11/23 234

EVD accelerating tools help to align BCG’s future state design efforts and scope to business value drivers

Instructions for Completing the Job Analysis Worksheet

The “Job Analysis Worksheet” (Attachment 4) is intended to help you identify and record the general (or typical) characteristics and job tasks of the [client] end users. This information will be used by the Education and Training Team to:

Define the learning requirements for each end user audience

Establish performance-based, job-specific learning objectives

Determine the appropriate content and scope of each training course

Because the general characteristics and job tasks associated with a particular job role/title may vary from site to site, please complete one worksheet for each site and job title/role combination. Duplicate the worksheet form as needed to complete each job analysis.

The following briefly outlines the steps involved in completing the worksheet and provides some general guidelines.

1. Complete the worksheet “header” fields:

Form completed by Job Role / Title (see Attachment 1) Business Unit Site / Location (see Attachment 1) Manager / Supervisor (title only)

2. Complete questions 1 through 10, based on the characteristics of the typical job incumbent.

3. Complete question 11. List the major or principle job tasks, the level of frequency for performing each task, and the computer system(s) and/or applications currently used in the performance of the task (where applicable). Following are some general guidelines for completing the task list:

Do not include “voluntary” tasks or activities that are not required of the job.

Focus on the responsibilities of the job, not on the individuals who perform the job.

Focus on the tasks of the specific job function, not the role of the particular organization (i.e., the customer service representative’s job versus the role of the customer order service organization).

Attach a non-confidential job description if available.

Refer to Attachment 3 for example task lists.

4. Return the completed forms to [your name] by [date].

Sample Task Lists

The task list is a key component of the job analysis. Every job involves a series of tasks with each task having a series of steps. In completing the “Job Analysis Worksheet,” you need only list the task components of the job, not the individual steps within the task. Be as specific as possible.

The following provides several sample task lists. These lists serve as examples only; they are not intended to reflect [client] job roles and/or responsibilities. Note that each sample lists only the task components of the job and does not include the steps within the task. For example, under Electronics Technician, the “Disassembles equipment” task does not include steps such as turn off equipment, disconnect power, etc.

Job: Electronics Technician

1. Troubleshoots to locate problems

2. Clears troubles from equipment

3. Completes parts requisition forms

4. Reads schematic and/or wiring diagrams

5. Uses test equipment

6. Calibrates test equipment

7. Interprets test results

8. Records test data

9. Disassembles equipment

10. Assembles equipment

11. Interacts with customers

Job: Receptionist

1. Operates switchboard

2. Greets clients

3. Receives mail

4. Calls office personnel to inform them that their visitors have arrived

5. Updates office telephone directory and receptionist relief schedule

6. Assists with other departments’ administrative duties

Job: Materials Purchasing Agent

1. Reviews incoming materials requisitions

2. Completes release orders based on approved requisitions

3. Completes standard purchase orders based on approved requisitions

4. Expedites orders

5. Monitors status of open purchase orders

6. Interacts with planners and other requisitioners

7. Interacts with purchasing department contract negotiators

8. Follows up with vendors to resolve delivery problems

Form completed by: on for: (name) (date)

Job Title / Role:

Business Unit:

Site / Location:

Manager/Supervisor: (title)

1. The number of employees having this job title / role is:

2. The experience level of the typical job incumbent is:

1 year or less 2 years or less 3 - 5 years more than 5 years

3. The education level of the typical job incumbent is:

high school college/university graduate level

4. The primary language of the typical job incumbent is:

English French German Spanish Other:

5. The typical job incumbent must also speak / read / write in the following language(s):

Language: speak read write Language: speak read write Language: speak read write

6. The typical job incumbent uses the following type of computer hardware:

Terminal / PC Type and Model:

7. The typical job incumbent is / is not familiar with Windows™ (i.e., can use a mouse; is familiar with basic Windows elements, such as the title bar, menu bar, and scroll bars; can select menu options and applications; etc.):

Is familiar with Windows Is not familiar with Windows

Business Case IndustryPrintsTM Workshop Schedule

OPerform Order Management

O-020Capture Orders

O-030Process Orders

O-040Calculate Order

Price and MaintainCustomer/Order

Data

O-050Manage CustomerCredit Exposure

O-060Manage andTrack Orders

O-070Manage

Backorders

O-090Pick Orders

O-100Pack Orders

O-110Plan/Manage

Shipping/Delivery

O-120Ship/Deliver

Orders

O-130Bill Revenue

O-140Process Receipts

O-150Manage

Collections

O-160Manage Rebates

O-170Manage

Chargebacks

O-190Manage Returnsand Exchanges

Design Approach DVD Design Accelerators

04/11/23 235

EVD Cross-Thread Integration Concepts:Design Approach & Requirements Traceability Model

Business Case

Functional Requirements

Review & Sign-Off

Integration Test

Unit Test

Process

Sub-Process

Activity

Tasks

Business Requirements AcceptanceTest

Fit-Gap AnalysesFit

ManualGap

Variants

Work Steps

Organizational ImpactWork Instructions

StringTest

Metrics

To-Be Design

Detailed Design

FunctionalSpecifications

- Programs- Versions- Menus- Security- Reports (Standard)

Configuration Spec

Procedures

Technical Spec- Reports (Custom)- Interfaces- Conversion- Enhancements- Work Flows- Business Intelligence

System Requirements

Bu

sin

ess P

rocess D

ecom

posit

ion

Sim

ple

to C

om

ple

x T

estin

g

04/11/23 236

EVD Cross-Thread Integration Concepts:Overall Testing Approach

There are four core activities that occur for each EVD Test type

Activity Description

Approach

The elements of business testing that are in scope as well as key deliverables required to support testing. The approach should also include logistics i.e. technology to be used, roles and responsibilities of participants, framework for conducting tests etc.

PlanThe activities that each team must follow when producing projects or sub-project deliverables. The plan assists the team in creating deliverables within a specified timeframe, using available resources to meet performance technical standards.

MaterialsResources that are used to conduct testing, including:

• Test materials and documentation• Test data• Personnel

Conduct

The process that results in the implementation of tests and the tracking of results. Conduct also includes activities that result in fixing of bugs and errors.

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EVD Cross-Thread Integration Concepts:Testing Types

• The EVD methodology addresses a number of test types within the Process and Package & Information Technology threads

IT Test Types:

• Environment tests

• Third party tools tests

• Integration component tests

• Technical unit tests • (Software development tests)

• Performance tests

• Disaster recovery

P&P Test Types:

• Unit tests

• String tests

• Integration tests

• User acceptance tests

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Key Cross-Thread Integration Concepts:Testing Types

• The EVD methodology addresses a number of test types within the Process and Package & Information Technology threads

IT Test Types:

• Environment tests

• Third party tools tests

• Integration component tests

• Technical unit tests • (Software development tests)

• Performance tests

• Disaster recovery

P&P Test Types:

• Unit tests

• String tests

• Integration tests

• User acceptance tests

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1. Focus on capabilities and benefits, not just going live

2. Align the organization on the true destination3. Achieve balanced people, process, and

technology changes across all areas4. Use the business case as a management tool5. Apply planning and program management

practices throughout the program lifecycle

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Deloitte’sDeloitte’s EVD Overview: EVD Overview:ERP Critical Success FactorsERP Critical Success Factors

6. Transition project roles to a way of life7. Build and leverage process expertise8. Extend capabilities beyond the ERP

foundation9. Promote post-implementation commonality10. Teach the organization to use new capabilities11. Define metrics and manage to them12. Assign clear ownership of benefits

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Deloitte’sDeloitte’s EVD Overview:EVD Overview:ERP ERP Critical Success FactorsCritical Success Factors

Successful large scale ERP-enabled transformation focuses on making certain that the critical success factors are addressed throughout the lifecycle starting with a cross-functional methodology.

ERPERP

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Deloitte’sDeloitte’s EVD Overview: EVD Overview:What is EVD for ERP, & SoftwareWhat is EVD for ERP, & Software

•EVD (Enterprise Value Delivery) for Oracle, SAP, NextGen, etc. is a business transformation method specifically for ERP, and Computer programs

•The EVD method presents a robust collection of sample of sample deliverables, detailed procedures, deliverable templates and deliverables, detailed procedures, deliverable templates and accelerators, organized by project phase and threadaccelerators, organized by project phase and thread

•The three key components in the method are:–Deliverables Deliverables – What is delivered on the project –ActivitiesActivities – How to create the deliverables –Accelerators (Tools)Accelerators (Tools) – An aid that expedites or simplifies the development of a deliverable (optional)

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Deloitte’sDeloitte’s EVD Overview: EVD Overview:What is EVD for ERP, & SoftwareWhat is EVD for ERP, & Software

•EVD is supported by a rich collection of sample deliverables, by a rich collection of sample deliverables, detailed procedures, deliverable templates and accelerators, detailed procedures, deliverable templates and accelerators, organized by project phase and threadorganized by project phase and thread

•Project phases represent the progression of key groupings of activities in the project life cycle. Project threads relate to in the project life cycle. Project threads relate to common themes of expertise that “cut across” each of the common themes of expertise that “cut across” each of the project phases. project phases.

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Deloitte’sDeloitte’s EVD Overview EVD OverviewWhat are the benefits of using EVD?What are the benefits of using EVD?

• Use the time-tested EVD method to:

– Design a project plan that will facilitate project planningDesign a project plan that will facilitate project planning and execution with speed, quality, and thoroughness

– Bring discipline, rigor, and order to the implementation Bring discipline, rigor, and order to the implementation of complex projectsof complex projects

– Facilitate strong knowledge transferFacilitate strong knowledge transfer

EVD helps us ( Deloitte’s) collaborate with you and prepare you for a successful implementation!

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Deloitte’sDeloitte’s Enterprise Value Delivery:Project threads span the entire project lifecycle

PlanPlan DesignDesign BuildBuild DeliverDeliver OperateOperateVisionVision

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Deloitte’s Deloitte’s Enterprise Value Delivery:Enterprise Value Delivery:Project threads span the entire project lifecycleProject threads span the entire project lifecycle

Process and PackageProcess and Package – – Applies Deloitte’s industry and Applies Deloitte’s industry and implementation knowledge to implement enhanced implementation knowledge to implement enhanced or new business processes. The objective is to help or new business processes. The objective is to help an organization improve its business environment by an organization improve its business environment by identifying, designing, and implementing processes identifying, designing, and implementing processes that correlate with its requirements. that correlate with its requirements.

Process and PackageProcess and Package – – Applies Deloitte’s industry and Applies Deloitte’s industry and implementation knowledge to implement enhanced implementation knowledge to implement enhanced or new business processes. The objective is to help or new business processes. The objective is to help an organization improve its business environment by an organization improve its business environment by identifying, designing, and implementing processes identifying, designing, and implementing processes that correlate with its requirements. that correlate with its requirements.

People, Change and LearningPeople, Change and Learning – Focuses on Focuses on accelerating the client’s adoption of the changes and accelerating the client’s adoption of the changes and reducing the potential performance dip that accompanies reducing the potential performance dip that accompanies a large-scale business transformation. The key a large-scale business transformation. The key components of this thread are: Change Leadership, components of this thread are: Change Leadership, Organization & Human Resources, and Learning.Organization & Human Resources, and Learning.

People, Change and LearningPeople, Change and Learning – Focuses on Focuses on accelerating the client’s adoption of the changes and accelerating the client’s adoption of the changes and reducing the potential performance dip that accompanies reducing the potential performance dip that accompanies a large-scale business transformation. The key a large-scale business transformation. The key components of this thread are: Change Leadership, components of this thread are: Change Leadership, Organization & Human Resources, and Learning.Organization & Human Resources, and Learning.

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Deloitte’s Enterprise Value Delivery:Deloitte’s Enterprise Value Delivery:Project threads span the entire project lifecycleProject threads span the entire project lifecycle

Business IntelligenceBusiness Intelligence – – Focuses on organizing, Focuses on organizing, tracking, developing, and delivering information, tracking, developing, and delivering information, processes, and technology critical to business processes, and technology critical to business analysis and decision making. The goal of the BI analysis and decision making. The goal of the BI thread is to ensure that the decision support solutions thread is to ensure that the decision support solutions provide timely, dependable, logical, and flexible provide timely, dependable, logical, and flexible reporting and analytics to an organizationreporting and analytics to an organization.

Business IntelligenceBusiness Intelligence – – Focuses on organizing, Focuses on organizing, tracking, developing, and delivering information, tracking, developing, and delivering information, processes, and technology critical to business processes, and technology critical to business analysis and decision making. The goal of the BI analysis and decision making. The goal of the BI thread is to ensure that the decision support solutions thread is to ensure that the decision support solutions provide timely, dependable, logical, and flexible provide timely, dependable, logical, and flexible reporting and analytics to an organizationreporting and analytics to an organization.

Tax –Tax – Focuses on the identification of tax Focuses on the identification of tax requirements across the enterprise and development requirements across the enterprise and development of integrated tax solutionsof integrated tax solutions.

Tax –Tax – Focuses on the identification of tax Focuses on the identification of tax requirements across the enterprise and development requirements across the enterprise and development of integrated tax solutionsof integrated tax solutions.

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Deloitte’s Enterprise Value Delivery:Project threads span the entire project lifecycle

Securities and Controls –Securities and Controls – Focuses on the design and Focuses on the design and implementation of security and controls to ensure implementation of security and controls to ensure reliable financial reporting, operational efficiency and reliable financial reporting, operational efficiency and effectiveness, and compliance with laws and effectiveness, and compliance with laws and regulations. regulations.

Securities and Controls –Securities and Controls – Focuses on the design and Focuses on the design and implementation of security and controls to ensure implementation of security and controls to ensure reliable financial reporting, operational efficiency and reliable financial reporting, operational efficiency and effectiveness, and compliance with laws and effectiveness, and compliance with laws and regulations. regulations.

Information TechnologyInformation Technology – – Focuses on creating the Focuses on creating the right technical environments to host the ERP software, right technical environments to host the ERP software, including all legacy interfaces and support processes. The including all legacy interfaces and support processes. The IT project team also defines the technical procedures and IT project team also defines the technical procedures and standards for all software applications and manages their standards for all software applications and manages their development and implementation within the client’s development and implementation within the client’s infrastructure.infrastructure.

Information TechnologyInformation Technology – – Focuses on creating the Focuses on creating the right technical environments to host the ERP software, right technical environments to host the ERP software, including all legacy interfaces and support processes. The including all legacy interfaces and support processes. The IT project team also defines the technical procedures and IT project team also defines the technical procedures and standards for all software applications and manages their standards for all software applications and manages their development and implementation within the client’s development and implementation within the client’s infrastructure.infrastructure.

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Deloitte’sDeloitte’s Enterprise Value Delivery:Enterprise Value Delivery:Project threads span the entire project lifecycleProject threads span the entire project lifecycle

SupportSupport – – Focuses on achieving an optimal support Focuses on achieving an optimal support solution for the client and emphasizes the analysis of post-solution for the client and emphasizes the analysis of post-go-live support needs, beginning with the earliest phases of go-live support needs, beginning with the earliest phases of the implementation. Many support models must be the implementation. Many support models must be evaluated closely to determine the best fit, based on both evaluated closely to determine the best fit, based on both immediate and long-term support needsimmediate and long-term support needs.

SupportSupport – – Focuses on achieving an optimal support Focuses on achieving an optimal support solution for the client and emphasizes the analysis of post-solution for the client and emphasizes the analysis of post-go-live support needs, beginning with the earliest phases of go-live support needs, beginning with the earliest phases of the implementation. Many support models must be the implementation. Many support models must be evaluated closely to determine the best fit, based on both evaluated closely to determine the best fit, based on both immediate and long-term support needsimmediate and long-term support needs.

Project ManagementProject Management – – Focuses on providing the Focuses on providing the infrastructure and tools for planning, integrating, and infrastructure and tools for planning, integrating, and managing the project. Another objective for this phase managing the project. Another objective for this phase is to meet the client’s expectations within the approved is to meet the client’s expectations within the approved scope, cost, and timescope, cost, and time..

Project ManagementProject Management – – Focuses on providing the Focuses on providing the infrastructure and tools for planning, integrating, and infrastructure and tools for planning, integrating, and managing the project. Another objective for this phase managing the project. Another objective for this phase is to meet the client’s expectations within the approved is to meet the client’s expectations within the approved scope, cost, and timescope, cost, and time..

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““Free the Lunatic Within!”Free the Lunatic Within!”

— —Tom PetersTom Peters

How Can How Can YOUYOU Make A Difference?Make A Difference?

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Transformational Change 4 Transformational Change 4 The Q-Loop By Brian KlapperThe Q-Loop By Brian Klapper

This is not so much a new concept as This is not so much a new concept as much as a Much More Efficient much as a Much More Efficient

Methodology of Creating the Methodology of Creating the Transformational Change and Solutions Transformational Change and Solutions

You NeedYou Need

Transformational Methodology # 4Transformational Methodology # 4

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The Q-LoopThe Q-Loop

• What the Q-Loop does according to Ian MacMillian at the Wharton School “It takes change by the horns. “It gets directly at what Management to Tee Up and implement Productive Change, rather than announce Yet Another Change Program”

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• The companies that have utilized this approach by Mr. Klapper include: Sony Pictures' and TV, School of Management Cornell University, New York Life Investment, LLC Progressive Software, Silpada Designs New York Life, etc…”

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• Here his Program

• Part 1. ENTERING THE Q-LOOPPart 1. ENTERING THE Q-LOOP

– Maximizing Your Organizations Collective IQ

– Adapt or Atrophy

– Launch Your Employees on an Idea Quest.

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• Part 2. Going around the Q-LoopPart 2. Going around the Q-Loop

– Ignite a Grassroots Mind-Shift

– Focus on a Mandate from a Team of Heroes

– The Corporate Lab – The Art of the Possible

– A Scientific Methodology for Achieving your Mandate

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• Part 3. Extending the Q-LoopPart 3. Extending the Q-Loop

– Ignite a Wildfire of Pull

– A Story of Change

– Embed the Q-Loop into Your Organizational Thinking

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• The business environment has never been more fast-paced and competitive. Survival, let alone success, depends on an organization’s ability to:

• recognize possibilities,recognize possibilities,• innovate, innovate, • implement change, implement change, • sustain that transformationsustain that transformation. • Yet a paradox exists. How does an established

organization filled with long-time employees, a deeply entrenched culture, and a history of drawn-out planning and development cycles become nimble, innovative, and responsive?

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• In The Q-Loop Brian Klapper reveals the art and �science” of lasting transformation based on a proven, repeatable model.

• Learn how to unlock the potential of your organization’s collective intelligence to create buy-in from top to bottom.

• The Q-Loop extracts the deep knowledge that the deep knowledge that resides with front line employeesresides with front line employees, breaks down their inherent resistance to change, and converts inherent resistance to change, and converts them into passionate advocates who are fully them into passionate advocates who are fully invested in leading the organization to achieve invested in leading the organization to achieve transformational resultstransformational results.

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• The Q-Loop is a process that forms a complete circle. From ideation to complete implementation. It’s called the Q-Loop because the Q-Loop as the name implies, it’s more than a simple circle.

• It recognizes that employees are motivated by their impact on their customers, company, impact on their customers, company, colleges, and themselvescolleges, and themselves

• It weaves together traditional problem-solving traditional problem-solving techniques using the scientific methodtechniques using the scientific method and a and a constructionist element that lets employees dream constructionist element that lets employees dream and discover the art of theand discover the art of the IMPOSSIBLEIMPOSSIBLE

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• How the Q-Loop Removes Change Obstacles• Articulate a Vision• Develop easy to understand plans (so managers

can play)• Insure Alignment through one-on-one meetings,

Group Discussions, and most import DATA DATA REVIEW, and real Fact-Based AnalysisREVIEW, and real Fact-Based Analysis – –To quote To quote one of Mr. Klapers customers “one of Mr. Klapers customers “Far too many Key Far too many Key decisions decisions are made in a Data-Free-Environmentare made in a Data-Free-Environment” ”

• Establish the appropriate expectations Establish the appropriate expectations for ALLfor ALL

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• Establish the very Top of The Organization Has Establish the very Top of The Organization Has the the Same PASSION

• Address both the Address both the Behavioral and EmotionalBehavioral and Emotional Components, as too many focus on the Components, as too many focus on the Tactical Tactical and Operational and to Changeand Operational and to Change – –Far never Far never rarely address the Emotional Issusrarely address the Emotional Issus

• Get in The Get in The Trenches to Model the Behavior you Trenches to Model the Behavior you Want and thus establish the Mind-set!Want and thus establish the Mind-set!

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• Establish How ALL Employees Establish How ALL Employees will fit into the will fit into the changechange

• Establish what Establish what Can and Will Be Achieved do to the Can and Will Be Achieved do to the ChangeChange

• Create a genuine desire for Changedesire for Change, by taking the by taking the B.S. awayB.S. away. . creating energy, including collective creating energy, including collective motivation, enthusiasm and an Intense motivation, enthusiasm and an Intense commitmentcommitment

• Establish a culture of Innovative thinking that Innovative thinking that promotes the promotes the Freedom to FailFreedom to Fail and the Freedom Freedom to Ignore the to Ignore the Red Tape Red Tape ((Red TapeRed Tape Story-if you Story-if you know it you get $10.00)know it you get $10.00)

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• Trigger a sense of Optimism around the sacred and scary world of Change Initiativeworld of Change Initiative. Most people are scarred of Chang because that is what we because that is what we taught them to be!taught them to be!

• Expect and be ready for Resistance. Expect and be ready for Resistance. Please don’t Please don’t be shocked that it comes from and starts with the be shocked that it comes from and starts with the Management TeamManagement Team

• ““The best way to have a good idea, is to have lots The best way to have a good idea, is to have lots of ideasof ideas” Dr. Linus Pauling” Dr. Linus Pauling

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Q-Loop Organizations that Promote and Reward Innovation and Ideas

• 3M – The Post –3M – The Post –It Note story• Goggle – Goggle – Having trouble keeping their good

people because they have change from Innovation to ONLY Success

• Xerox PARC – Xerox PARC – The infamous Apple and Steve Jobs Story

• Capital One – Capital One – Has 50,000 new ideas per/yearHas 50,000 new ideas per/year• Rubbermaid – Rubbermaid – Brand of the Century• BMW – BMW – Enable Users to contribute to Innovation

with a check• Sonic-Drive-In – Sonic-Drive-In – All ideas come from the

Customers, Vendors and Employees

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What is Your Organizations Collective IQ ?

COLLECTRIVE IQ SURVEYCOLLECTRIVE IQ SURVEY

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Why DO Organizations Suffer from Low Collective IQ

• EmployeesEmployees Guard Their Own TerritoryGuard Their Own Territory• EmployeesEmployees Guard InformationGuard Information• Employees Actually don’t Know People Outside Employees Actually don’t Know People Outside

Their DepartmentTheir Department• Executive ManagementExecutive Management Sets a Poor Example of a Sets a Poor Example of a

TeamTeam• Ideas Lack IncentiveIdeas Lack Incentive• We Want Team performanceWe Want Team performance, but , but Reward as Reward as

IndividualsIndividuals• Companies areCompanies are more and more and more Global and more Global and

PartitionedPartitioned

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Organizations That Strive For High Collective IQ

• ToyotaToyota• American Airlines American Airlines –– Once they had NO choice Once they had NO choice• Clarion HotelClarion Hotel• PricewaterhouseCoppersPricewaterhouseCoppers• Bell Labs – In it’s DayBell Labs – In it’s Day• SonySony• AppleApple• Milliken & CompanyMilliken & Company• Dow CorningDow Corning• RLI InsuranceRLI Insurance• MarriottMarriott• The Disney CompanyThe Disney Company

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Organizations That Strive For High Collective IQ

• In many ways implementing the Q-Loop is the same as for the rest of the Change Methods.

• The difference is that the first steps of the first steps of the Q-Loop implementation are the riskiest part Q-Loop implementation are the riskiest part of the entire effort, because they contain theof the entire effort, because they contain the greatest # of unknownsgreatest # of unknowns

• The Q-Loop 9 Steep ProcessThe Q-Loop 9 Steep Process

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The Q-Loop 9 Steep ProcessThe Q-Loop 9 Steep Process

1.1. Must Insure Senior Management Complete Must Insure Senior Management Complete SupportSupport

2.2. Choose The Project based on Data Driven Choose The Project based on Data Driven Concepts and what will grow the BusinessConcepts and what will grow the Business

3.3. Select The Project Champion -?Select The Project Champion -?

4.4. Scope The Work, Scope The Work, ShouldShould Use Six Sigma, Use Six Sigma, Gant Charts and Lean SystemsGant Charts and Lean Systems

5.5. Write The MandateWrite The Mandate

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5.5. Write The Mandate Write The Mandate

6.6. Select The Coach -?Select The Coach -?

6.6. Select The Team Leader - ?Select The Team Leader - ?

7.7. Select The Team Members Select The Team Members

8.8. Select Dedicated Team Space, Budgets Select Dedicated Team Space, Budgets and Requirementsand Requirements

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Definitions in Reference SectionDefinitions in Reference Section

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TOOLS OF ASESSMENT AND CHANGETOOLS OF ASESSMENT AND CHANGE

• Finally, nothing Finally, nothing that is not measured, is not that is not measured, is not real!real!

• Second Employees need tools to figure outneed tools to figure out how to solve issues and problems as they how to solve issues and problems as they arisearise.

• This next section teaches the supporting Tools, that will assist people in gathering information and turning it into useful project assimilation!

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TOOLS OF ASESSMENT AND MEASUREMENTTOOLS OF ASESSMENT AND MEASUREMENT

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Change & Motivation Analysis

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Gantt Chart Template for Excel

• For complicated project management activities, you may need a tool such as Microsoft Project. But, if you want to create a project schedule quickly and easily, you only need basic Excel skills to use this Gantt Chart Template

• (such as knowing how to copy and insert rows). If you are comfortable entering simple formulas such as =A4+1 then you will be able to create dependent tasks using Excel formulas (watch the demo videos to see how).

http://www.vertex42.com/ExcelTemplates/excel-project-management.html

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Gantt Chart Template for Excel

ACTUAL FULL PAGE IS IN THE SYBABUSS SECTION UNDER REFEENCEACTUAL FULL PAGE IS IN THE SYBABUSS SECTION UNDER REFEENCE

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Project Budget Excel Spreadsheet

• A vital part of project managementproject management is creating and managing an accurate budget. A project budget template along with a well-defined project plan to help put together a solid budget - one that will allow you to accurately predict your costs and to manage those costs during your project

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Project Budget Excel Spreadsheet

ACTUAL FULL PAGE IS IN THE SYBABUSS SECTION UNDER REFEENCEACTUAL FULL PAGE IS IN THE SYBABUSS SECTION UNDER REFEENCE

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DEEP DIVE BRAINSTORMING PROCESSDEEP DIVE BRAINSTORMING PROCESS

• Deep Dive brainstormingDeep Dive brainstorming technique, an innovative process for organizational development

Deep Dive is a technique to rapidly immerse a group orteam into a situation for problem solving or idea creation. It is often used for brainstorming product orprocess development.

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• Originally developed by the IDEO group (a learning design company) for rapid product development, the for rapid product development, the DeepDive technique is now widely and increasingly DeepDive technique is now widely and increasingly used for innovation not only in product development, used for innovation not only in product development, but process improvement and customer service but process improvement and customer service strategies. strategies.

• The method used by IDEO was documented by Andy Boynton and Bill Fischer (of International Institute of Management Development (IMD) business school), who latterly further enhanced the process and sold the

rights to Deloitte Consulting in 2006.

DEEPDIVE BRAINSTORMING PROCESSDEEPDIVE BRAINSTORMING PROCESS

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• This approach to innovation often focuses on four four

distinct areas:distinct areas:

1.1. ProcessProcess

2.2. OrganizationOrganization

3.3. CultureCulture

4.4. LeadershipLeadership • The key to a successful DeepDive session's) is for for

participants to arrive with information about the participants to arrive with information about the needs of their customersneeds of their customers – and most importantly an open mind of what they can offer and how they can open mind of what they can offer and how they can meet clients needs and expectations. meet clients needs and expectations.


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Deep Dive – A five step processDeep Dive – A five step process

1.1. Understand the market/ client/ technology and Understand the market/ client/ technology and constraints (constraints (internal & External internal & External SWOT analysis, PESTLE analysis and PRIMO-F analysis))

2.2. Observe real people in real situationsObserve real people in real situations

3.3. Visualize new-to-the-world concepts and ultimate Visualize new-to-the-world concepts and ultimate customerscustomers

4.4. Evaluate and refine prototypesEvaluate and refine prototypes

5.5. Implement new concept for commercializationImplement new concept for commercialization

DEEPDEEP DIVE BRAINSTORMING PROCESS DIVE BRAINSTORMING PROCESS

http://www.rapidbi.com/swot

http://www.rapidbi.com/pestle

http://rapidbi.com/PRIMOF_business_growth_model

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A A typical Deep Dive brainstorming processtypical Deep Dive brainstorming process1.1. Creation of Creation of Hot TeamsHot Teams to work on the to work on the

opportunities/ problems opportunities/ problems (these teams work the (these teams work the process process end to endend to end))

2.2. Brainstorming – of ideas and options in context Brainstorming – of ideas and options in context of customer needsof customer needs

3.3. Rapid Prototyping of potential solutionsRapid Prototyping of potential solutions4.4. Observing & Listening from Customers (internal Observing & Listening from Customers (internal

and external)and external)5.5. Thinking of products in Thinking of products in terms of verbs, rather terms of verbs, rather

than nouns ?????? What does this mean?than nouns ?????? What does this mean?


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Creatrix and the Innovation Equation

Notes• The ‘DeepDive’ methodology is ™ and © Deloitte Consultingsince they

purchased the IP and © from IDEO.

http://www.rapidbi.com/creatrix/

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SWOT ANALYSISSWOT ANALYSIS

• What is a SWOT analysis diagram?• SWOT stands for StrengthsStrengths, , Weaknesses,Weaknesses,

Opportunities,Opportunities, and and ThreatsThreats. • Strengths and WeaknessesStrengths and Weaknesses are internal factorsinternal factors • Opportunities and ThreatsOpportunities and Threats are externalexternal factorsfactors. • You usually want to use a SWOT diagram to

analyze a project or business venture by focusing on each of these factors and writing down your findings in four boxes arranged in a single diagram.

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SWOT ANALYSISSWOT ANALYSIS

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7 Phases of Any Change

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MetricsMetrics – – Used For GAP, Goals & Change Progress

• Basics of Goal DeterminationBasics of Goal Determination

• Project/Change ManagementProject/Change Management

• Designing a GAP Analysis, 360, Designing a GAP Analysis, 360, 9-Box, SWOT, 4-Box, Fishbone,9-Box, SWOT, 4-Box, Fishbone,

• Basics of Organizational Basics of Organizational

DevelopmentDevelopment

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NINE BOXNINE BOX

• Nine box methodology is based on two core concepts:

1. The Three Levels of Performance

• are the organizationare the organization

• process, process,

• and performance or people-levels. and performance or people-levels.

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NINE BOXNINE BOX

The The Three Performance DimensionsThree Performance Dimensions 1.1. Goals, Goals, 2.2. Design, Design, 3.3. ManagementManagement. . Having clear goals at each level ensures alignment Having clear goals at each level ensures alignment to desired results; to desired results; having robust design at each levelhaving robust design at each levelmaximizes the efficiency of operations; and having maximizes the efficiency of operations; and having good management systems at each level ensuresgood management systems at each level ensuresthat the organization can survive and adapt to that the organization can survive and adapt to changes in the business environmentchanges in the business environment. . A A failure inany of these dimensions will also lead to performance problems.

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NINE BOXNINE BOX

• To effect change in an organization, it is

necessary to understand the potential impacts

to all three levels.

• For example, a process change could mean process change could mean significant changes to job responsibilitiessignificant changes to job responsibilities and the skills required to execute those responsibilities. Failure to adequately account for these Failure to adequately account for these interrelationships is a major cause of failed interrelationships is a major cause of failed process implementations.process implementations.

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NINE BOX

• Together, the three levels and three Together, the three levels and three dimensions are known as the "nine dimensions are known as the "nine boxes model."boxes model." I will provide both the tools and methodology you'll need to address the critical variables within each box and ensure integration among the boxes.

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ORGANIZATIONORGANIZATION Strategy, operating plans, and metrics.

Organization structure and overall business model.

Performance review practices and management culture.

PROCESSPROCESS Customer and business requirements.

Process design, systems design, and workspace design.

Process ownership, process management, and continuous improvement.

PERFORMERPERFORMER Job specifications

Performance metrics, and individual development plans.

Job roles and responsibilities, skill requirements, procedures, tools, and training.

Performance feedback, consequences, coaching, and support

NINE-BOXNINE-BOX GOALSGOALS Design Design ManagementManagement

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NINE BOX

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Invest / Grow

Invest / Grow

Invest / Grow

Selective Investment

Harvest / Divest

Harvest / Divest

Harvest / Divest

LOW MEDIUM HIGH

Industry Attractiveness

MEDIUM

LOW

HIGH

Bu

sin

ess

Po

siti

on

Source: GE & McKinsey & Co.



“Companies win when their managers make a clear and meaningful distinction between top-and bottom-performing businesses, as well as people, when they cultivate the strong and find a way to improve improve

the weaker groupsthe weaker groups.”.”

Change Management Grids even for Performance Change Management Grids even for Performance Change Change

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FOUR BOX MODEL

– PERFORMANCE 4-Box Mode;

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Rare butRare but

SubstantiveSubstantive

ConflictConflict

Frequent Frequent andand


ConflictConflict

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ShallowShallow

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ShallowShallow

ConflictConflict

DepthDepth

HighHigh

LowLow

LowLowHighHigh

FrequencyFrequency

Depth Frequency Conflict Model Handout Exercise Depth Frequency Conflict Model Handout Exercise - MASTERING CONFLICT- MASTERING CONFLICT

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ConflictConflict

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ConflictConflict

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ConflictConflict

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RESULTSRESULTS

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ArtificialArtificial

HarmonyHarmony

ConstructiveConstructive

Ideal Conflict PointIdeal Conflict Point

DysfunctionalDysfunctional

Mean SpiritedMean Spirited

Personal AttacksPersonal Attacks

Conflict ContinuumConflict Continuum

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It’s All About People & Change

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SALES - SALES - It’s Still All About People & ChangeIt’s Still All About People & Change

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Group Dynamics RoadmapGroup Dynamics Roadmap

New New TopicTopic

DecisionDecisionDivergent Divergent

ZoneZoneConvergent Convergent

ZoneZone

Groan Groan ZoneZone

Explore diverse perspectives.

Create opportunities for everyone to express their individual views..

What are the issues from What are the issues from all all points of view?points of view?

Uncover solutions and synthesize..

What are the best solutions What are the best solutions that everyone can support? that everyone can support?

Build a shared frame of

understanding.

What are the What are the issues from a issues from a

shared point of shared point of view? view?

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Generate Issues/Possible Faults, and Generate Issues/Possible Faults, and the ways to fix the CORRECT ISSUEthe ways to fix the CORRECT ISSUE

Noisy Noisy MufflerMuffler

ChallengePeoplePeople

EnvironmentEnvironment

ProceduresProceduresEquipmentEquipment

Salt On RoadsSalt On RoadsInexperiencedInexperienced

Poor Poor InstallationsInstallations

DefectiveDefective

Fish Bone AnalysisFish Bone Analysis

OldOld

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Prioritizing the “REAL” IssuesPrioritizing the “REAL” Issues

Interrelationship

Issue A

Issue B

Issue C

Issue D

Issue E

Issue F

Issue C has the most number of outgoing arrows and should be addressed first followed by issue A.

Issue B may be an outcome of the existing challenge.

THE PROBLEM THE PROBLEM EVEN WITH You EVEN WITH You

ARE Still ARE Still FIGHTING FIRESFIGHTING FIRES

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WELCOME TO WELCOME TO The (AIM) The (AIM) AcceleratingAccelerating ImplementationImplementation MethodologyMethodology

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IMPLEMENTING AIM

• I will State this up-front! AIM is not a Change Philosophy, but rather an Implementation Implementation Methodology! The Methodology you use will no doubt will get Installed! And yes you can use the correct methodology EVD for Software, or ADKAR, because it has a great foundational system, or Kottrer-8-Step for Transformational Change…But……

• you have to implement it!implement it! Not Just Install it!Install it! Think of AIM as the Time Capsule that the medicine is in. It’s a Delivery System!It’s a Delivery System!

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Is It The Method, or the Implementation?

• If you are trying to increase your organization's change capability, you need to have a strategy around your change management. Rather than taking a "one size fits all" as I have show in this one size fits all" as I have show in this course there are not only different methodscourse there are not only different methods

• Now we are talking different Approaches and changing the Implementation to an Approach!

• Now we are also differentiating the ways of implementing implementing the different Approaches!

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IMPLEMENTING AIM

One of the most common questions we get about our AIM change management methodology (also known as the Accelerating Implementation Methodology) is both simple and complex. The question is, "What is the best way to get What is the best way to get a change management a change management methodology introduced methodology introduced into Your organization?" into Your organization?"

http://www.youtube.com/watch?v=ePZSLHvbcJw



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IMPLEMENTING AIM

• Imagine you are a business leader weighing strategic options. You evaluate the costs versus benefits of implementing a new Enterprise-wide Strategy that will build efficiencies, address global competition, improve the customer experience, re-structure operations, or reduce costs.

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IMPLEMENTING AIM• Whichever option or combination of

options prospectively appear to drive the greatest financial return, you can protect that investment and significantly increase the likelihood you will be able to implement on time,implement on time, on budgeton budget, and achieve all your achieve all your objectivesobjectives—

• all at a relatively small cost. From a bottom line perspective, isn’t organization change management a “no-brainer?”change management a “no-brainer?”

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IMPLEMENTING AIM

• All at a relatively small cost. From a bottom line perspective, isn’t organization change management a “no-brainer?”change management a “no-brainer?”

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The (AIM) The (AIM) AcceleratingAccelerating I Implementationmplementation MethodologyMethodology

What is AIM?:

• TRANSFORMATIONAL CHANGETRANSFORMATIONAL CHANGE

• If your organization is in the midst of or embarking on the journey of transformational change, what should you expect, and what will be required for success?

• What will leaders need to do differently?

• These are the Change Differences of AIMChange Differences of AIM

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AIM METHODOLOGY

• You first need to understand the various audiences that will be impacted by the type of the change. These can include organizational positions such as:

• Senior Directors and ExecutivesSenior Directors and Executives• Managers of ManagersManagers of Managers• Managers of SupervisorsManagers of Supervisors• Managers with No Direct ReportsManagers with No Direct Reports• SupervisorsSupervisors• Front Line EmployeesFront Line Employees

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AIM METHODOLOGY

Now we are considering not only the “WHO”, but Now we are considering not only the “WHO”, but the :WHAT TYPE OF CHANGE? It could be: the :WHAT TYPE OF CHANGE? It could be:

• A Small Business TransitionA Small Business Transition, or just a , or just a Department, or Business UnitDepartment, or Business Unit

• Transformational ChangeTransformational Change (Large in Scope) (Large in Scope)• Technical Change LikeTechnical Change Like ( FDA, or whatever ( FDA, or whatever

guiding Agency your Business is under).guiding Agency your Business is under).• Software Change –( Software Change –( ERP, Medical Software, or ERP, Medical Software, or

a New Operating System)a New Operating System)

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AIM METHODOLOGY

• Frankly, too many organizations try to rely solely on training as the answer. Or on the “ONE ONE Methodology”Methodology” But there is no training program that alone will get your organization the results you are looking for and that you need.

• That's because training can only address a skillonly address a skill or knowledge deficiencyor knowledge deficiency. You can't use training on a change management methodology as a "check the box" activity. You can't train your way to a culture change! And the introduction of a change management methodology is indeed a indeed a cultural change cultural change

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AIM METHODOLOGY

• 1. You are introducing a new set of behaviors and values. You are introducing a new set of behaviors and values• 2. You are asking people to adopt a new way of operating, You are asking people to adopt a new way of operating,

including use of new processes and toolsincluding use of new processes and tools

• So while training is an important and a critical componenttraining is an important and a critical component to building change capacity in your organization, training is not enough.

• Use change management training as a "general Use change management training as a "general cultural ethos" or to "sheep dip" large numbers of cultural ethos" or to "sheep dip" large numbers of peoplepeople into a change management methodology. into a change management methodology. ItIt feels feels good but it doesn't get the job donegood but it doesn't get the job done. Like other changes, . Like other changes, you run the you run the risk of "installing" the change management risk of "installing" the change management methodology but you haven't "implemented" it.methodology but you haven't "implemented" it.

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AIM METHODOLOGY• Use change management training as a Use change management training as a

"general cultural ethos"general cultural ethos" or to " or to "sheep dip""sheep dip" large numbers of peoplelarge numbers of people into a change into a change management methodology. management methodology. ItIt feels good but it feels good but it doesn't get the job donedoesn't get the job done..

• Like other changes, you run the Like other changes, you run the risk of risk of "installing""installing" the change management the change management methodology but you haven't methodology but you haven't "implemented""implemented" it.it.

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AIM METHODOLOGY

• Instead, it is much more effective to inculcate your change management methodology into the organization on a project by project basis. It is what we call "using AIM on AIM." This is because you need all the same elements for introducing same elements for introducing a change management methodology that you a change management methodology that you need for any change:need for any change:

• You must define the change and the new behaviors in the future state (what's changing, why, what does it mean for every "Target“), and what's in it for every "Target"

NOW WHICH METHOD ARE WE DISCUSSING? NOW WHICH METHOD ARE WE DISCUSSING?

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AIM METHODOLOGY

• You must have Sponsorship in all the areas impacted by the change

• You must build Change Readiness for the change and have a resistance management plan

• You will need an effective communications plan

• You must apply a menu of Re-enforcements, that will drive the behavior change

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THE IAM APPROACHTHE IAM APPROACH

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AIM METHODOLOGY

• The focus is on the multiple layers of Who when it comes to Change

• As the Change AgentChange Agent you have to match up these learning requirements to the audience. So the AIM change management lays out a plan that will simultaneously build readiness for which ever methodology and for the current specific change while also building more long-term sustainable change capability.

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AIM METHODOLOGY

• Similarly, the AIM change management methodology is derived from a set of core principles that provide directional guidance during the project lifecycle.

• It bears repeating that the goal of change management consulting isn't "to do" AIM, but rather to have these core but rather to have these core principles tell us what we should be principles tell us what we should be doing now. doing now.

http://www.imaworldwide.com/methodology/installation-v-implementation/


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IMPLEMENTING AIM

One of the most common questions we get about our AIM change management methodology (also known as the Accelerating Implementation Methodology) is both simple and complex. The question is, "What is the best way to get What is the best way to get a change management a change management methodology introduced methodology introduced into Your organization?" into Your organization?"




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AIM METHODOLOGY

• Similarly, the AIM change management methodology is derived from a set of core principles that provide directional guidance during the project lifecycle. It bears repeating that the AIM in change management is simply to amplify the method you are using!

• Rather to have these core principles tell us what we should be doing now. If your change management methodology is based on principles, rather than on a lock-step adherence to a set of adherence to a set of templates or check-lists, you are able to react to templates or check-lists, you are able to react to the dynamics of what is taking place on the the dynamics of what is taking place on the ground in the moment. ground in the moment.



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IMPLEMENTING AIM

REMEMBER both simple and complex. The question is, "What is the best way to get What is the best way to get a change management a change management methodology introduced methodology introduced into Your organization?" into Your organization?" The Answer should be AIMThe Answer should be AIM

DougBennett

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The List of Characters in AIM ChangeCharacters in AIM Change

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AIM METHODOLOGY

• For Execs For Execs who need to be active Sponsors of the change, IAM would conduct an Executive Briefing. .

• The major focus of this session is on actions required from these leaders as leaders as Sponsors-Sponsors-- specifically what they need them to do to express, model, and reinforce their individual and collective commitment to the change.

http://www.imaworldwide.com/services/aim--action-learning/executive-briefings/

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AIM METHODOLOGY

• For Senior DirectorsFor Senior Directors, IAM would get them through what they Call SponsorShop. This session also focuses on the behaviors required from the "Reinforcing Sponsors" of the initiative.

• We know that we will have the highest level the highest level of resistance to change is of resistance to change is from mid-from mid-Managers and above,Managers and above, so this training is critical.

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AIM METHODOLOGY

• The SponsorShop is most impactful when AIM combines the training with a 360 type of individual assessment of the Sponsor using our Sponsor Assessment tool.

• This provides the individual with performance data that then informs their Sponsor development plan-again, not generically speaking but in the context of the specific change.

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AIM METHODOLOGY

• For Managers of ManagersFor Managers of Managers, Managers of Supervisors and Managers with No with No Direct ReportsDirect Reports AIM is used to conduct the method you are using and the vocabulary will not change!

• They are familiar with vocabulary and principles of the methodology, with an emphasis on the definition of the change, Sponsorship, Readiness, Communication, and Reinforcement.

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Anticipating Resistance: A Change Anticipating Resistance: A Change Management Methodology GuideManagement Methodology Guide

• One of the benefits of the Accelerating Implementation Methodology (AIM) is that it makes many of the theoretical prescriptions you will find in other change management methodologies more simplified by concentrating on the Key Players within the Change!

.

http://www.imaworldwide.com/methodology/about-aim/aim-methodology-benefits/

http://www.imaworldwide.com/methodology/about-aim/aim-methodology-benefits/

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Anticipating Resistance: A Change Anticipating Resistance: A Change Management Methodology GuideManagement Methodology Guide

You can predict the impact of a change in advance and anticipate the level of resistance from various target groups. Once you know the likely level of resistance, you can put strategies and tactics in place to management that resistance pro-actively.

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The AIM Change Management Methodology identifies these 9 questions as:

1. Does this change have a low perceived need?Does this change have a low perceived need?2. Are there unclear expectations?2. Are there unclear expectations?3. Does it have unknown outcomes?3. Does it have unknown outcomes?4. Are there negative impacts?4. Are there negative impacts?5. Does it seem to be irreversible?5. Does it seem to be irreversible?6. Does it have low rewards, and high costs?6. Does it have low rewards, and high costs?7. Will it cause a high-level of disruption? 7. Will it cause a high-level of disruption? 8. Is there low involvement in how the change will be 8. Is there low involvement in how the change will be

implemented?implemented?9. Does it imply poor past performance?9. Does it imply poor past performance?

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Familiar To Which Process ?

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Familiar To Which Process Familiar To Which Process ??

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The CAST of Characters for Implementing The CAST of Characters for Implementing Organizational ChangesOrganizational Changes

• Suppose one day you have a great idea for an improvement or process change. How will you introduce this change into your organization?

• You can champion this stroke of brilliance, but to get the idea actually implemented, you'll need a a Sponsor.Sponsor. Someone with the requisite power and authority to provide you with resources! So you go to your potential

• Sponsors who can authorize the change, and you sell your great idea. You now have power a Voice an Authorizing Sponsor.Voice an Authorizing Sponsor.

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The List of Characters in Change

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Four Roles, Four Job Descriptions• SPONSORSSPONSORS: Authorize, legitimize, and demonstrate

ownership for the change. In order to be a Sponsor, an individual must have sufficient organizational power and/or influence to either initiate the resource commitment (Authorizing Sponsor) or reinforce the change at the local level (Reinforcing Sponsor.) A leader can't serve as a Sponsor outside of his or her area of positional authority. Therefore, you may have multiple Authorizing Sponsors, particularly in a matrix organization structure.

• TARGETS:TARGETS: Change behavior, emotions, knowledge, perceptions, etc.

• In major changes, there is always an overlap of roles. We say that "everyone is a Target firsteveryone is a Target first." This includes Sponsors!

http://www.imaworldwide.com/blog/bid/175449/Enterprise-Wide-Change-Sponsorship-Importance-of-Power-Structure

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The List of Characters in Change

• Wonderful improvement, you are now also a Reinforcing Sponsora Reinforcing Sponsor.

• Don't forget, you will need to change too. So you are also a Target!

• In the implementation of an organizational change, everyone has a role. In fact many people have more than one role. One of the reasons for weak or spotty implementations is simply that people are unclear about what role they are supposed to doing & HowHow to to Do IT?Do IT?

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Four Roles, Four Job Descriptions• CHAMPIONS:CHAMPIONS: Believe in, and want the change.

Champions attempt to obtain commitment and resources, but may lack the Sponsorship to actually drive the change. Your change is accelerated when the other three roles (Agents, Sponsors, and Targets) are also Champions.

• AGENTSAGENTS: Implement change. Agents have responsibility from planning through execution of the change. At least part of their performance evaluation is based on the success of this implementation. Agents must therefore know that they are accountable, and that they are being they are accountable, and that they are being evaluated on implementation successevaluated on implementation success.

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AIM VIDEO

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The core principles of the AIM change management methodology are:

STEPSTEP CORE PRINCIPALCORE PRINCIPAL

Define The ChangeDefine The Change Stakeholders need to have a commonly held definition of both the present state and the desired future state.

Build Change Agent Build Change Agent CapacityCapacity

Implementation success requires the right number of change agents, with the right skills, traits, and characteristics, located in the right places.

Access the ClimateAccess the Climate No change occurs in isolation; it occurs in a context of all those priorities competing for resources, and is impacted by organizational stress and past implementation history and cultural patterns.

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Generate Generate SPONSORSHIPSPONSORSHIP

Committed sponsorship is the single most important factor in ensuring swift and successful implementation. The priority is always to develop the cascade of sponsors that individually and collectively demonstrate commitment by what they express, model and reinforce.

Determine the Change Determine the Change ApproachApproach

Change Agents must be ambidextrous. Use a “hammer” for compliance changes, and use transition management for commitment based changes where you need “hearts and minds.”

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Develop Target Develop Target ReadinessReadiness

Resistance to change is inevitable. It must be managed. It cannot be denied, discounted, deferred to, or defeated.

Build Communication Build Communication PlanPlan

You must communicate in the Frame of Reference of each Target, with a built-in feedback loop for every communication so you can check for understanding and identify sources of resistance.

Develop Develop Reinforcement Reinforcement

StrategyStrategy

There is no change unless there is behavior change, and there is no behavior change without a change in reinforcement. You are either reinforcing the change, or reinforcing the status-quo

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Create Cultural FitCreate Cultural Fit f your project conflicts with the current culture, culture wins unless you are significantly altering the reinforcement

Prioritize ActionPrioritize Action You must blend the technical side and the human side of project management.

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The core principles of the AIM change management methodology

• In addition, the 10 AIM core principles they are scalable and flexible, meaning that you won't necessarily apply all the principles, tactics and strategies to every implementation.

• So how does this play out in the real world of project implementation? If you are caught in a situation with limited resources and don't know what to do, where should you concentrate your energies?

• The principles guide your way. Since sponsorship is the single most important factor in swift and successful implementation, you should focus on generating the cascade of sponsorship. No other activity will yield greater impact on project success!

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• If you are dealing with a complex change that has both compliance and commitment elements, you know you will need to incorporate two different change approaches:

• You can "hammer""hammer" in the compliance elements, but you will need to use a commitment-based, transition management approach of (Freezing and Un-Freezing) for the other aspects of the change. Who’s Theory ?

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• Core Principles Are More Then Words.

• Effective and efficient change management applies these principles to guide the way

• NO MATTER WHICH CHANGE NO MATTER WHICH CHANGE METHODOLOGY USEDMETHODOLOGY USED

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LINE OF SIGHT GOVERNANCE

http://www.imaworldwide.com/blog/bid/141634/Change-Adept-Organizations-Your-Change-Management-Methodology-s-Role

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AIM IS REALITY BASED & TACTICAL

• Can a change management methodology be the single solution to creating a change-adept organization? You might be surprised to learn that the answer with all change iswith all change is

NO! NO!

http://www.imaworldwide.com/blog/bid/117584/What-to-Look-for-in-a-Change-Management-Methodology

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AIM BALLANCED SCORECARD & DASHBOARD

http://www.imaworldwide.com/blog/bid/172322/Implementing-a-Change-Management-Methodology-Is-Training-Enough

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What IS Resistance?

http://www.imaworldwide.com/blog/bid/171893/Change-Management-Methodology-Resistance-Can-Be-Overt-or-Covert

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THE AIM METHODOLOGY/ROADMAP

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THE AIM METHODOLOGY/ROADMAP

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http://www.imaworldwide.com/blog/bid/160419/Change-Management-Consulting-Core-Principles-Guide-the-Way

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IMPLEMENTING AIM

• If you are serving in an internal change management consulting role, there is great value in having a set of core principles guide your way.

• The AIM change management methodology principles are like an electronic like an electronic dashboarddashboard in your car; if your windshield wiper fluid is low, you react one way. If your Check Engine light appears, that is an entirely different matter!

http://www.imaworldwide.com/compare-your-project-to-best-practices-for-integrating-the-human-side-of-change/

http://www.imaworldwide.com/blog/bid/149832/The-Business-Case-for-a-Change-Management-Methodology

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IMPLEMENTING AIM

• The compelling new vision and story you are communicating level by management level through the organization.

• You can’t talk your way to transformational change. No matter how compelling the vision or story is, you won’t get you won’t get transformational change without leaders who are transformational change without leaders who are consistently expressing, consistently expressing, modeling modeling andand reinforcing the new behaviors. reinforcing the new behaviors. ReinforcementReinforcement, not Communication,Communication, is the power is the power lever for driving transformational changelever for driving transformational change.

http://info.imaworldwide.com/Default.aspx?app=LeadgenDownload&shortpath=docs%2Ftransformational+change+ebook+from+ima.pdf

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IMPLEMENTING AIM

• Overt vs. Covert ResistanceOvert vs. Covert ResistanceIn fact, managing resistance to change is even more challenging

because when it comes to resistance, things "may not be what they seem." This means that what you see on the surface can

be different from what is really going on.

• Here are some examples:

Observable Observable Resistance to ChangeResistance to Change What is Really Going OnWhat is Really Going On

Overt (I express my resistance) It looks like I am changing but I am really not Covert ()

Ability (I lack the skills to make the change)

Willingness (I’m not motivated, so training won’t make it better)

Action (I’m busy changing) Inaction (If I just wait, this too will pass

Conscious (My actions demonstrate my resistance)

Unconscious (I don’t realize I’m being resistant)

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FINAL THOUGHTSFINAL THOUGHTS

HUMAN CAPITAL

HUMAN CAPITAL

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EACH METHODOLOLOGY HAS A REASON FOR It's EXISTANCE

• Every methodology has, or Can Have, a specific purpose!

• Each one can be used as a Stand Alone, but there designs, although close are unique, for unique purposes

• What Can and Does Work is Combining some, or all the Methods into the one that Matches Your Matches Your GoalsGoals

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Review of Key Objectives Review of Key Objectives & Critical Success Factors For& Critical Success Factors For ANY CHANGEANY CHANGE

• What makes our company uniquecompany unique

• What makes our company company successfulsuccessful

• Shared vision, Integration of O.D./People Solutions

• Proven Design, Performance & Change Methodologies

• A One GSI

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• This mini presentation was meant to This mini presentation was meant to give you a taste of whatgive you a taste of what the the strategies strategies are that creates a complete change are that creates a complete change methodology.methodology.

• UsingUsing PROSCI-ADKARPROSCI-ADKAR• UsingUsing KotterKotter• UsingUsing EVP EVP• Using Using The Tools for measurement & The Tools for measurement &

AssessmentAssessment

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• It’s Maximizing all the Human Capital the It’s Maximizing all the Human Capital the company hascompany has

• It’s Using GAP Analysis, and Metrics to It’s Using GAP Analysis, and Metrics to measure Change & Progressmeasure Change & Progress

• It’s Using the knowledge It’s Using the knowledge that that Organizations Do Not ChangeOrganizations Do Not Change… … People People Change!Change!

• It’s using the right ChangeIt’s using the right Change Methodology for the right ChangeMethodology for the right Change

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• It Is Using the Knowledge that YouIt Is Using the Knowledge that You MUST MUST BE ABLE BE ABLE TO VisualizeTO Visualize ROADBLOCKS and ROADBLOCKS and POINTS of RESISTANCEPOINTS of RESISTANCE Prior to themPrior to them ever TAKING PLACE!ever TAKING PLACE!

• It’s about People!It’s about People!

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FINAL THOUGHTSFINAL THOUGHTS • It’s Understanding thatIt’s Understanding that Strategic ChangeStrategic Change

happens happens ONLY WITH A STRATEGIC PLANONLY WITH A STRATEGIC PLAN of of attack that uses attack that uses multiple initiatives happening multiple initiatives happening Simultaneously, and Balancing multiple Simultaneously, and Balancing multiple Priorities and Cross Functionalities. Priorities and Cross Functionalities. I.e. I.e. Connecting ADKAR and Kotter together to form Connecting ADKAR and Kotter together to form one change methodologyone change methodology

• It’s UnderstandingIt’s Understanding it must be good for Both the it must be good for Both the BusinessBusiness and for the and for the PeoplePeople

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THE SIX TENSIONS OF LEADING CHANGETHE SIX TENSIONS OF LEADING CHANGE

I. Analyze changeI. Analyze changeUse a mixture of styles , especially ADKAR & Kotter ADKAR & Kotter TogetherTogether. You Must become a Champion, A Passionate become a Champion, A Passionate Zelot and become the Key hand of/ or the initiative of a Zelot and become the Key hand of/ or the initiative of a significant changesignificant change, by consistently promoting it, and encourage others to get on board.

2. Show a sense of Urgency2. Show a sense of Urgency Demonstrate the need to take action;the need to take action; accelerate the pace of accelerate the pace of change. Vs.Demonstrating realistic patiencechange. Vs.Demonstrating realistic patience, Know when and how to slow the pace so that people can cope and adapt.

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44. . Be toughBe toughMake difficult decisions without hesitation or second-guessing. Vs Be empatheticTake others' perspectives into account; understandTake others' perspectives into account; understand the impact of your actions and decisions.the impact of your actions and decisions.

5. 5. Capitalize on The Organizations StrengthsCapitalize on The Organizations Strengths,, As well as your own. Remember you are there for . Remember you are there for

both Strategic and Tacticleboth Strategic and Tacticle..


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6. Know your Human Capital and organizational Know your Human Capital and organizational strengthsstrengths;; confidently apply them to new situations and circumstances. Vs. Go against the grain how Go against the grain how willingness to learn and try new things--even when willingness to learn and try new things--even when the process is difficult or painful.the process is difficult or painful.


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• 6. . Change happens one person at a TimeChange happens one person at a Time, Remember the Head Bob and Weave example. People create and sustain change.

• As one final Thought:

• We hire really good people, so why do we ask We hire really good people, so why do we ask them to park their brains at the doorthem to park their brains at the door?? In 1986 Dr. Lori Basis from the Human Capital Institute performed a study, and found that in companies ranging from G.E. To Blockbuster the average the average employee utilization of what they could bring employee utilization of what they could bring to the table, to the table, and assist the company was les and assist the company was les then 36%then 36%

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A Few Quotes and Final Words of WisdomA Few Quotes and Final Words of Wisdom

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“THE PROBLEM IS NEVER HOW TO GET NEW, INNOVATIVE THOUGHTS INTO YOUR

MIND,BUT HOW TO GET OLD ONES OUTGET OLD ONES OUT.”

DEE HOCK,DEE HOCK,CREATOR OF VISACREATOR OF VISA

“PERHAPS, THE GREATEST DIFFICULTY IN THE WORLD

IS NOT FOR PEOPLE TO ACCEPT NEW IDEAS, BUT TO MAKE THEM FORGETFORGETABOUT THE ABOUT THE OLD OLD CONCEPTS.”CONCEPTS.”

JOHN MAYNARD KEYSJOHN MAYNARD KEYS ECONOMISTECONOMIST

THE FIRST “KEY” TO OVERCOMETHE FIRST “KEY” TO OVERCOME

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• Focus in employee involvement Focus in employee involvement • Build trustBuild trust through clear and open through clear and open• Create Short-Term WinsCreate Short-Term Wins• Communication Communication • Tap employeesTap employees ideas for BEST ideas for BEST

Change, get ThemChange, get Them INVOLVED!INVOLVED!• Continuous Metrics MonitoringContinuous Metrics Monitoring• Focus on process and qualityFocus on process and quality

improvement improvement • Be creativeBe creative

KEY LEARNING POINTSKEY LEARNING POINTS

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5 Observations on Change in General

• 55 observations from John Kotter in a observations from John Kotter in a recent interview on Change in Generalrecent interview on Change in General

1.1. The marginal rate of change is increasing The marginal rate of change is increasing [and will continue to do so] [and will continue to do so]

2.2. Leaders need to get Leaders need to get better at leading better at leading and managing changeand managing change

3.3. The The sense of urgency needs to sense of urgency needs to permeate the whole organizationpermeate the whole organization

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5 Observations on Change in General

• 5 observations from John Kotter in a 5 observations from John Kotter in a recent interview recent interview

4. Leaders' . Leaders' deeds are more important than deeds are more important than their wordstheir words

5. Leaders need to understand Leaders need to understand what does what does and doesn't work and doesn't work beforebefore embarking on embarking on changechange

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““Free the Lunatic Within!”Free the Lunatic Within!” — —Tom PetersTom Peters

How CanHow Can YOU YOU Make A Difference?Make A Difference?

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““It’s really about It’s really about how tohow to Create a Create a ‘‘Cause,’Cause,’

Change – The FactsChange – The Facts

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Change Is Really How You See Things

““Art is not what you seeArt is not what you see

But rather what you make Others But rather what you make Others SeeSee!”

Edgar Degas

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““A life spent making mistakes is notA life spent making mistakes is not

Only more honorableOnly more honorable, , but more useful thenbut more useful then

A life doing nothingA life doing nothing!”!” George Bernard Shaw

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My Favorite Quote of allMy Favorite Quote of all

“ “ Some People Some People See ThingsSee Things As They Are As They Are and and Ask Why?Ask Why?

Others Others Dream ThingsDream Things As they Aren’t As they Aren’t

And Ask And Ask

Why Not?”Why Not?” George Bernard Shaw

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““No business can survive over the longer term No business can survive over the longer term if it cannot continually reinvent self.if it cannot continually reinvent self. But But this is most difficult to do as it requires this is most difficult to do as it requires working across all layers of the firm. working across all layers of the firm. It’s It’s essential and difficult, it is the ultimate essential and difficult, it is the ultimate test of leadership.”test of leadership.”

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““Operations Operations is is PolicyPolicy.”.” ——Fred Malek (1974)Fred Malek (1974)

““Execution Execution isis StrategyStrategy.”.” —Tom Peters (1983)

Change With SoulChange With Soul

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““The greatest danger for The greatest danger for most of us, most of us, is not that our is not that our

aim is too high and we miss aim is too high and we miss it,it,

but that it is but that it is too low and too low and we we reach i!”reach i!”Michelangelo 1499Michelangelo 1499

How Can YOU Make A Difference?How Can YOU Make A Difference?

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Change: Why It’s So Hard To Accomplish Change: Why It’s So Hard To Accomplish

• Thank You For being a Great Group!!!!Thank You For being a Great Group!!!!

• Questions & AnswersQuestions & Answers

• Team and Individual Assessment ScoresTeam and Individual Assessment Scores

• Backup InformationBackup Information

• Once again Thank You, Once again Thank You, You are the futureYou are the future! !

Presented by Rich Fierson Human Capital –Presented by Rich Fierson Human Capital –ROI - 972-743-1442 Call with questions as ROI - 972-743-1442 Call with questions as well.well.

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REFERENCE SECTION AND ADDITIONAL INFORMATION

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ChangeChange: : Why It’s So Hard To Accomplish Sustainable ChangeWhy It’s So Hard To Accomplish Sustainable Change??

& & The Basic Methodologies and Transformational Change Concepts Being Used TodayThe Basic Methodologies and Transformational Change Concepts Being Used Today!!

Includes a Complete Guide to How to Effectively Approach Change.Includes a Complete Guide to How to Effectively Approach Change. Organizational Change Concepts from Design of a a Team to Re-Engineering a Company Organizational Change Concepts from Design of a a Team to Re-Engineering a Company

This Course Includes:This Course Includes:

Change How To!Change How To!Prosci-ADKARProsci-ADKAR, , Kotter 8-Step Change ProcessKotter 8-Step Change Process,,

The Deloitte-EVDThe Deloitte-EVD (Enterprise Value Delivery) Change Process, (Enterprise Value Delivery) Change Process, The Q-lineThe Q-line Change Process & Change Process & The New The New AIM AIM (Accelerating Implementation Methodology for Change) Process(Accelerating Implementation Methodology for Change) Process

The complete guide to change management

Business

Transcript of The complete guide to change management