THofC - A Framework Approach to Change

The Highway of Change

A Framework Approach

to Change © developed by

Ron Leeman

“Your Chauffeur”

on the Highway of Change


The implementation of any new IT solution/application can represent a major

change for an organisation and consequently will need to be well managed to

ensure that there is a smooth transition not only from the technical solution to

business ownership but also to a different way of working for the organisation.

The change effort needed is both resource hungry and complex and will require a

focus on getting the business ready to work with the proposed solution.

Over the last 15-years I have developed and implemented many bespoke

Business Change/Transformation approaches & strategies for organisations to

enable them to drive through efficiency programmes and achieve considerable

ROI/business benefit from their IT solution/application implementations.

These bespoke approaches have used as their basis my Framework Approach to

Change which is described in a bit more detail in the following slides. These slides

is not intended to describe a comprehensive nor prescriptive approach to

Business Change/Transformation, rather the intention is to give you a flavour of

some of the more necessary change components and associated tools &

techniques that will require consideration during the implementation.

IT Implementations & Change


Modular …

This means that the framework can be used in its totality or you can “pick

and chose” which modules you want to use dependant on the change

initiative

People Side of Change …

Implicit in the framework are the following aspects:

CREATING AN

ENVIRONMENT

FOR CHANGE

MANAGING

CHANGE

RESISTANCE

ENGENDERING

CHANGE

BEHAVIOURS

ADDRESSING

ORGANISATION

CULTURE

Framework Approach to Change


CHANGES FROM

AS IS AND TO BE

AND BUSINESS

IMPACT

OUTPUTS

NEW JOB ROLES

RESPONSIBILITIES

AND ORGANISATION

DESIGN

OUTPUTS

SUCCESSFUL

IMPROVEMENT

AND CONTINUOUS

CYCLE

OUTPUTS

COMPETENCY

PROFICIENCY

AND

KNOWLEDGE

OUTPUTS

BENEFITS

PLAN AND KPI’S

ALIGNED TO

BUSINESS CASE

OUTPUTS OUTPUTS

BUSINESS

READINESS AND

GO LIVE

ASSESSMENT

PROCESS

CHANGES

ORGANISATION

CHANGES

CONTINUOUS

IMPROVEMENT

TRAINING AND

EDUCATION

BUSINESS

READINESS

BENEFITS

MANAGEMENT

DEFINE THE

‘AS IS’

DESIGN THE

‘TO BE’

IMPACT

ANALYSIS

PROCESS

HIEARCHY

ROLE

DESCRIPTION

& MAPPING

JOB IMPACT

ASSESSMENT

JOB DESCRIPTION

AND DESIGN

ORGANISATION

DESIGN

PLAN THE

IMPROVEMENT

IMPLEMENT THE

IMPROVEMENT

EVALUATE

THE ACTIVITY

DECIDE

NEXT STEPS

TRAINING

PLAN

TRAINING

LOGISTICS

TRAINING

DOCUMENTATION

TRAINING

DELIVERY

QUESTIONS

FORMULATION

MEASURE AND

MONITOR

ANALYSIS AND

RESULTS

APPROACH

AGREEMENT

MEASURE

AND TRACK

BENEFITS

REALISATION

HIGH LEVEL

BENEFITS

DETAILED

BENEFITS

S

T

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T

A

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COMMUNICATION

COMMUNICATION

High-Level Framework


My approach is wholly underpinned

by Stakeholder Management and

Communication. These are the two

factors that are key to a successful

outcome.

I start with Stakeholder Management

which once completed determines

your approach to Communication.

The Communication aspect can take

many forms but to an extent will be

determined by what channels are

already in place within an organisation.

I cannot stress the importance of these

two aspects.

Extract from a 2008 IBM Making

Change work survey showing that

Leadership, Employee Engagement

and Honest Communication are

Pre-requisites for successful change.

Stakeholder Management & Communication


PROCESS

GROUPS

CROSS

FUNCTIONAL

GROUPS

DEPARTMENTAL

GROUPS

HIEARCHICAL

GROUPS EXTERNAL

GROUPS

IDENTIFY

all impacted

stakeholders

DEFINE

stakeholder

map & groups

PLAN

stakeholder

communication

ENGAGE

with

stakeholders

Stakeholder Management Module

The Highway of Change Communication Module

MESSAGES TO BE

COMMUNICATED

CHANNELS TO BE

COMMUNICATED THROUGH

STAKEHOLDER GROUPS

TO BE COMMUNICATED TO

FREQUENCY OF

COMMUNICATION


Once the Stakeholder Analysis has been completed and the Communications

Plan has bee determined the next stage is to start work on the processes that are

going to be impacted.

This is about initially creating a Process Hierarchy and determining at which level

process information needs to be captured. Once this is done then processes need

to be mapped. First the "As Is" and then following a period of critical analysis the

recommended "To Be“ processes.

It is helpful for end-users to get involved in the design stage of the new processes

so that they can provide their input and will be able to be involved and learn first

hand.

Comparing the “As Is” and the “To Be” will enable you to undertake an Impact

Analysis and identify where the major impacts are going to be and the associated

Stakeholder Groups that will be affected. This Impact Analysis will then need to be

communicated to the relevant Stakeholder Groups.

Process Change Module

The Highway of Change Process Change Module

LEVEL 2 Process Group

LEVEL 3 Business Process

LEVEL 4 Business Sub-process

LEVEL 5 Process Step

LEVEL 6 Detailed Procedure

LEVEL 1 Business Area DEFINE

THE

‘AS IS’

DESIGN

THE

‘TO BE’

UNDERTAKE

IMPACT

ANALYSIS

H

I

E

R

A

R

C

H

Y


The next stage is the Organisational Change that results from the Process

Changes. This refers to the way tasks are divided up and the patterns of

coordination, communication, power distribution and workflow associated with

this. There are four basic elements to consider when looking at this aspect:

• Reporting Structures.

• Working Practices.

• Job Design.

• Management Systems.

This aspect will have to be carefully managed and again input from your key

Stakeholder Groups is essential in the design of Job Roles & Responsibilities and

new Organisation Structure. The best structure is influenced by many factors

including company size, technology, and environment BUT ultimately strategy not

contingencies shape the structure (for better or worse).

This is the one aspect that people are most interested in as it involves "their jobs"

so cannot be underestimated.

Organisational Change Module


REPORTING

STRUCTURES

MANAGEMENT

SYSTEMS

WORKING

PRACTICES

JOB

DESIGN

Overall/Team Structures

Location of Core Functions

Reporting Lines

Grading Structures

Staffing Numbers

Spans of Control

Indirect/Matrix Reporting

Layout/Location of Departments

Meeting/Committee Structures

Teamwork/Interaction

Problem Resolution Processes

Flexibility/Multi-Skilling

Roles & Responsibilities

Skills/Competencies

Empowerment/Accountability

Decision Making

Performance Management

Reward & Recognition

Continuous Improvement

Career Progression


… Overall Considerations


ROLE DESCRIPTION

& MAPPING

JOB IMPACT

ASSESSMENT

JOB DESCRIPTION

& DESIGN

ORGANISATIONAL

CHANGE DESIGN

Create a roadmap

for managing all of

the job changes

Determine how an

implementation

will impact jobs

Define changes

that need to occur

to job roles for

each new and/or

modified job role

Determine the

nature of any

changes to the

organisation

• Identify what jobs

will be impacted in

which part of the

organisation

• Determine what new

knowledge/skills are

required

PURPOSE

• Understand how the

related job role

changes will impact

employees

• Input to the creation

of a strategy to

address employee

impacts

PURPOSE

• Define tasks needed

to successfully

accomplish work

• Provide input to job

evaluation

PURPOSE

• Provide a design

of the new

organisational

structure

• Prioritise needs and

address the most

critical organisational

issues first

PURPOSE


… Roles & Responsibilities


The next logical stage is Training & Education which is all about training key

Stakeholder Groups on the new processes in relation to their new Roles &

Responsibilities.

Long before any actual training occurs it must be determined who, what, when,

where, why and how of training. This will invariably come from information from

the work on Process and Organisation changes and will reflect the following:

• Organisation and its goals and objectives.

• Jobs and related tasks that need to be learned.

• Competencies and skills that are need to perform the job.

• Individuals who are to be trained.

The final phase in the training and development program is evaluation of the

program to determine whether the training objectives were met. The end result

of this will be a competent and ready workforce.

Training & Education Module



… People Considerations

Goals and

Objectives

Jobs and

Tasks

Competencies

and Skills

Individuals

to be Trained


TRAINING ALIGNED TO ROLL-OUT NUMBERS TO BE TRAINED

TRAINING DELIVERY OPTIONS TRAINING DOCUMENTATION

TRAINING LOGISTICS

CLASSROOM ON-THE-JOB CASCADE

STAFFING

BACKFILL PREMISES &

TECHNOLOGY

COST

IMPACT

e-LEARNING

PROCESS

TRAINING GUIDE

PROCEDURES

USER GUIDES


… Logistical Considerations

The Highway of Change Business Readiness Module

Business Readiness is a term that means the Business’s ability to take on or adopt

what a project delivers so in effect anything that involves a change to Business

Operations requires an organisation to be ready for and adopt the change.

The following are the key stages of this component:

• Agree approach.

• Determine measurement areas, the key questions that need to be asked and

determine how each question will be scored.

• Issue questionnaires to the selected impacted community, receive feedback and

analyse.

• Issue results and take action as necessary.

This is a key aspect of the change process and it is extremely important that all key

project stakeholders input to this process and agree all relevant actions and

outcomes including any remedial change interventions resulting from the output of

the measurement process.


Determine key measurement areas

Formulate questions

Gain agreement from stakeholders

Issue questionnaires to stakeholders

Get feedback

Analyse and prepare results

Prepare communication

Issue results

Discuss results

Implement interventions if necessary

AREAS &

QUESTIONS

Bespoke or ADKAR or combined

Determine “readiness” target

Determine questionnaire style

Agree questionnaire frequency

AGREE

APPROACH

MEASURE &

MONITOR

ISSUE & ACT

ON RESULTS

Business Readiness Module

The Highway of Change Business Benefits Module

This is about planning and managing the overall delivery of benefits related to the

change initiative. The activities cover tracking the benefits from their initial

identification in the Business Case/Investment Proposal to their successful

realisation. The Business Case/Investment Proposal presents information

necessary to support a series of decisions.

There are four guiding principles to Benefits Management:

• Performance only improves when people do things differently.

• Benefits arise when improvements are exploited to the benefit of stakeholders.

• Unless a benefit can at least be observed, it does not exist.

• A benefit must have an owner who is responsible for delivery of that benefit.

Benefits fall into two categories:

• Tangible e.g. Faster, Easier, Cheaper.

• Non-tangible e.g. Happier, More Content, Less Complex.

But both can be measured using the right Measurement/Tracking system.

The Highway of Change Business Benefits Module

1 That performance

only improves when

people do things

differently

2 Benefits arise

when improvements

are exploited to the

benefit of

stakeholders

3 Unless a benefit

can at least be

observed,

it does not exist

4 Every benefit

must have an owner

who is responsible for

delivery of that

benefit

K

E

Y

P

R

I

N

C

I

P

L

E

S

Investment

Proposal

DEFINED IN

FASTER

EASIER

CHEAPER

Tangible

Non Tangible

HAPPIER

MORE

CONTENT

LESS

COMPLEX

The Highway of Change Continuous Improvement Module

The next stage of the framework is called Continuous Improvement which is often

overlooked by organisations as this is about improving your processes as people

get to know and understand the changes that have taken place and will invariably

find easier and better ways of doing their work.

There are various approaches but the one that seems most prevalent is the Plan,

Do, Study, Act cycle (PDSA):

• Plan – what you want to happen or to achieve.

• Do – what you planned to do in the previous step.

• Study – the outcome and look at what happened.

• Act – on the results and your analysis of them.

Creating Continuous Improvement Teams out of your original key Stakeholder

Groups is the best way for this. Teams should be empowered by Senior

Management and meet on a regular basis and follow the cycle for each of the

improvement initiatives. It is important that successful initiatives are seen to be

implemented.

The Highway of Change Continuous Improvement Module

• Check objectives

• Decide on desired results

• Plan tasks & activities

PLAN

• Create Team

• Implement plan

• Refine plan (if necessary)

DO

• Determine result

• Positive result – implement

• Negative result – review

why

ACT

• Observe, monitor, measure

• Evaluate outcome

• Consider results

STUDY

THofC - A Framework Approach to Change

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