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?
Leading Change, and Making it Stick
May 9, 2013
Presented by Hany Sewilam AbdelHamid

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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. 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

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• 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. Organizational Culture
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“It’s not hard to make decisions when you
know what your values are.”
- Roy Disney
“Culture eats strategy for breakfast.”
- Peter Drucker

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. What is Organizational Culture?

9. 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

10. Five Archetypes of Culture
Customer
Centric
People First
OneTeamInnovation
Achievement

11. Case for Change
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“When you’re finished changing, you’re
finished”
- Benjamin Franklin
“

12. Current State
Transition State
Change Management
Project Management
Change Management
Future State
Sustained Outcomes
Risk Without Change Management
Project Management and Change Management

13. 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

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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

15. IntegrationTips
• Support and Buy-In from ProjectTeams
• Support from leadership
• Scope, timing and prioritization
• Direction on how to integrate
• Role definition and clarity

16. Know your Stakeholders
“People don't change behavior or positions based on what they know.
They change based on what they feel.”
Oprah Winfrey

17. 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.

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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?

19. Change Continuum

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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

21. Important Role inTime of Change

22. 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

23. 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
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24. 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.
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