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Organizational change management

Organizational Change Management presented by Hany Sewilam AbdelHamid, Leading Change and Making a Stick where you can improve your internal and external environment and change the process of MD.

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Organizational change management

  1. 1. 1 Organizational Change Management? Leading Change, and Making it Stick May 9, 2013 Presented by Hany Sewilam AbdelHamid
  2. 2. 2 Change management proactively plans for and addresses both the organizational and people side of change. Integrated with project management, change management recognizes the importance of individual and environmental factors in supporting necessary behavior changes. Current State Change Management Future State Sustained Outcomes Risk Without Change Management What is Organizational Change Management?
  3. 3. Projects that effectively execute change management help employees Know What to Change These projects thus reduce resistance to change and are more likely to: Have the Skills & Knowledge to Change Understand Why to Change Achieve & Sustain Objectives Avoid Re-Work Stay within Budget Benefits to Projects
  4. 4. 4 • More than Just Communications orTraining • Meaningfully engages stakeholders in the process • Integrated Throughout a Project Organizational Change Management Is • More Specifically Evaluate & Adapt Planning Stakeholder Analysis Leadership Engagement Workforce Impacts Assessment Communications Training Who is affected by the change? Sustain Evaluate & Adapt What is changing? Why? How are they impacted by the change? How do the affected people get information?
  5. 5. Organizational Culture 5 “It’s not hard to make decisions when you know what your values are.” - Roy Disney “Culture eats strategy for breakfast.” - Peter Drucker
  6. 6. What is Organizational Culture? Culture is “a pattern of shared basic assumptions that the group learned as it solved its problems that has worked well enough to be considered valid and is passed on to new members as the correct way to perceive, think, and feel in relation to those problems.”* IT ISTHE WAY WE DOTHINGS AROUND HERE *Edgar Schein, Former MIT Sloan School of Management Professor and thought leader on OrganizationalCulture & Leadership
  7. 7. What is Organizational Culture?
  8. 8. Do Organizations Have One Culture? • The dominant culture expresses the core values that are shared by a majority of the organization’s members • Subcultures tend to develop in large organizations • Subcultures mirror the dominant culture but may add to or modify the core values
  9. 9. Five Archetypes of Culture Customer Centric People First OneTeamInnovation Achievement
  10. 10. Case for Change 11 “When you’re finished changing, you’re finished” - Benjamin Franklin “
  11. 11. Current State Transition State Change Management Project Management Change Management Future State Sustained Outcomes Risk Without Change Management Project Management and Change Management
  12. 12. Project Management • All processes generally occur in a linear path and should be included for a successful project outcome • Has a defined end • Focus on a final deliverable Change Management • Processes may occur in a non-linear path and some steps may not be needed for every change • Change is a continuum and may not have an end, but will have a definition of “success” • Focus on user adoption and/or behavior change Differences
  13. 13. 14 Planning What is changing? Case for Change Why is it changing? Success Metrics What is our definition of success and how will we measure it? How will we use data to ensure we’re on-track? Sustainment How will we ensure to maintainthe change Stakeholder Analysis Who is affected by the change? Leadership Engagement Are the right leaders identified, engaged, and aligned with the change plan? Workforce Impacts How are theyimpacted by the change? Communications Plan How do the affected people get the information? Training Strategy and Plan Are we building the rights skills and knowledge? Go Live . Project Plan Example of Integration
  14. 14. IntegrationTips • Support and Buy-In from ProjectTeams • Support from leadership • Scope, timing and prioritization • Direction on how to integrate • Role definition and clarity
  15. 15. Know your Stakeholders “People don't change behavior or positions based on what they know. They change based on what they feel.” Oprah Winfrey
  16. 16. Often projects fall into the trap of, “if we build it, they will come” Engaging Front-Line Employees early builds buy-in and proactively avoids unintended consequences Key Stakeholders (e.g. other Offices, front-line employees, etc.) should actively be involved in: • Developing the case for change • Defining project success in terms of outcomes, outputs, and associated metrics • Creating the project plan • Ongoing project decisions and status reports (e.g. via a working group, weekly status email, meeting, etc.) • Involve Stakeholders During Planning How the customer explained it. How the project leader understood it. How the analyst designed it. How the programmer wrote it. What the customer really wanted.
  17. 17. 18 Develop an understanding of the different groups impacted by and with influence on the change - Motivations (what’s in it for me) - Communication preferences - Sources of resistance Arguably the most essential element of change management Stakeholder Analysis • Change Management Phases Planning Stakeholder Analysis Leadership Engagement Workforce Impacts Communications Training Sustain Evaluate & Adapt Implement Who is affected by the change?
  18. 18. Change Continuum
  19. 19. 20 Individuals become aware of the change and a vision of the future is introduced. Individuals can explain the impact of the change on themselves and on the organization. Individuals have a positive attitude regarding the change and can ‘see themselves’ in the new state. They begin to feel accountable for making it happen. Individuals champion the change, taking accountability and ownership for the success of the transformation. The objective of change management activities is to move individuals along the commitment curve. During the stakeholder analysis it’s therefore important to determine where stakeholders currently are along the commitment curve and where they ultimately need to be. Commitment CurveLevelofCommitment Awareness (1) Understanding (2) Acceptance (3) Buy-in (4) Ownership (5) Time
  20. 20. Important Role inTime of Change
  21. 21. Communication Success Factors Incorporating critical success factors into any communication development cycle will support communications impact and efficacy Critical Success Factors Define clear, measurable objectives for communication efforts Target and tailor communications to meet audience needs Select the right mediums (i.e., channels/vehicles) to convey the message; leveraging multiple mediums to disseminate complex points Make it relevant; answer the question, “What’s in it for me?” Facilitate two-way dialogue; individuals will “hear” communications if they believe that those communicating are hearing them Repeat the message via multiple methods and channels
  22. 22. Communication Channels and Vehicles • Kick Off Meetings • Functional Group Kick Off Meetings • Functional GroupTraining Sessions • Manager Meetings • Standing Meetings • Focus Groups • E-mail messaging from leadership to staff • FAQs/Talking Points • Mailbox for staff questions • Newsletters • Website • Explainer videos • SharePoint site • Town Hall • Virtual Office Hours • YouTube,Twitter 23
  23. 23. Summary • Change is seen as a threat • Change comes from feeling • Use the SCARF model as a means to craft upWIIFM messages • Perform a communication vehicle analysis to ensure you leverage or develop the best way to get your message out A goal of good change management is to coordinate delivery of the “What's in it for me”, to prevent and manage emotional reactions within staff to support the change effort. 24