This Project is Sponsored by - Service Management 2019 · 2018-03-09 · AUSTRALIA...

Service Management 2015 AUS TR A L I A #SMConfAU @karen_ferris @karen_ferris

This Project is Sponsored

by ?????

Karen Ferris

THURSDAY 20 -‐ FRIDAY 21 AUGUST 2015 | SOFITEL WENTWORTH SYDNEY


822 parNcipants 63 countries

Greatest contributors to success:

“Ac$ve and visible sponsorship” What to do differently on the next project:

“More effec$vely engage sponsors by involving them early and ensuring they are ac$ve and visible throughout the project” Greatest obstacles to success:

Ineffec$ve change management sponsorship

Best Practices in Change Management – 2014 Edition

Executive

Overview A look at Prosci’s latest change management research

� 2014 Prosci Inc. All rights reserved. | www.prosci.com

In Brief: Since 1998, Prosci has conducted eight benchmarking studies to discover what works and what doesn’t when it comes to managing the people side of change. The findings from Prosci’s latest 2013 study have been compiled with the findings from the previous studies. The compendium report, Best Practices in Change Management – 2014 Edition, presents this data. With insights from 3400 change leaders, the report is the largest body of knowledge on change management on the market today. This Executive Overview is a 10-page snapshot of the 250-page report.

Executive Overview—

Table of Contents

Participant profile

New sections in the report

Study highlights

Further free information

Service Management 2015 AUS TR A L I A #SMConfAU @karen_ferris

Outline

1.  Sponsorship structure 2.  Sponsorship model 3.  Preparing your sponsors 4.  Summary and quesNons


Sponsorship Structure


Scope of the change Impacted employees

Difference in groups impacted Change complexity

Amount of process change Amount of technology change and system change

Amount of job role change Amount of organisaNonal restructuring

Amount of change overall Timeframe for change

CHANGE CHARACTERISTICS Low High


Understanding of need for change by employees and managers Impact of past changes on employees

Change capacity Past changes

Shared vision and direcNon for the organisaNon Resources and funding availability

OrganisaNon’s culture and responsiveness to change OrganisaNonal reinforcement

Leadership style and power distribuNon Change competency of execuNves, managers and employees

ORGANISATIONAL ATTRIBUTES Low High


Risk Assessment

Medium High

Low Medium

OrganisaNonal Acributes

Change CharacterisNcs

Change-‐able

Change resistant

Large, disrupNve Small, incremental


Sponsor Structure

Project team Change management

team

ExecuNve sponsor

Steering commicee

Project team Change management

team

Middle management

sponsor

ExecuNve sponsor

Project team Change management team

Middle management

sponsor

Project team Change management team

Sponsor on the team


Sponsorship Model Sponsor denotes those managers or business leaders that are needed to be advocates for the

change and are in a posi$on to authorise the change


Identify sponsors Primary Sponsor

IT

Sales Region

2

Finance Sales Region

1 HR

AB RW DC FR BB


Primary Sponsor

Sales Region

2 Finance

Sales Region

1 HR IT

AB RW DC FR BB

DD CL ST LW TT

KL PT MS

RV

DP


Assess sponsors


Determine position of managers related to the change

A B


Determine competency

Experienced and knowledgeable in change sponsorship

Limited experience and knowledge in change sponsorship

No experience or knowledge in change sponsorship

1 2 3


Sponsor categorisation

A2, A3 (challenge)

A1 (advocate)

B2, B3 (barrier)

B1 (threat) Le

vel of sup

port

For the change

Neutral or opposed

Change management competency

Low High


Sales Region

2 Finance

Sales Region

1 HR IT

AB B3

RW A3

DC A2

FR A3

BB B1

DD A3

CL B2

ST A1

LW A2

TT B1

KL A3

PT A1

MS B2

RV B1

DP A3

TJ A1

Primary sponsor


Sales Region

2 Finance

Sales Region

1 HR IT

AB B3

RW A3

DC A2

FR A3

BB B1

DD A1

CL B2

ST A1

LW A2

TT B1

KL A3

PT A1

MS B2

RV B1

DP A3

TJ A1

Primary sponsor


Questions What is the overall health of the sponsorship model?

How well did the primary sponsor score on the sponsor competency assessment?

Is the primary sponsor at the right level?

What are the primary issues and challenges to be faced considering the results of the sponsor assessment diagram?

Are there any natural coaliNons that can be capitalised upon for the change?


Prepare Sponsors


Organisational change

•  EducaNon •  Training •  Coaching and mentoring •  EffecNve communicaNon •  AcNve listening •  Introduce, manage and reinforce change •  Management of resistance to change


Manage resistance to change


The ADKAR® model

A

D Desire

K Knowledge

A Ability

R

Awareness

Reinforcement


Moving through the ADKAR® model

CommunicaNons

Sponsor roadmap

Coaching

Resistance management

Training

Awareness

Desire

Knowledge

Ability

Reinforcement


Summary


Summary

•  Assess their posi$on to the change •  Assess their sponsorship competency •  Categorise your sponsors •  Prepare your sponsors •  Effec$ve sponsorship skills •  Manage resistance to change

•  Understand the nature of the change you are making •  Understand the characteris$cs of the organisa$on •  Determine an appropriate sponsor structure •  Iden$fy managers needed to form the sponsorship team


Karen Ferris – Director, Macanta Consulting [email protected] @karen_ferris macanta.com.au karenferris.com

CONTACT DETAILS

WWW


Resistance management 1.  Listen and understand objecNons 2.  Focus on the “what” and not the “how” 3.  Remove barriers 4.  Provide simple, clear choices and consequences 5.  Create hope 6.  Show the benefits in a real and tangible way 7.  Make a personal appeal 8.  Convert the strongest dissenters 9.  Create a sacrifice 10.  Use money or power

This Project is Sponsored by - Service Management 2019 · 2018-03-09 · AUSTRALIA...

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