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Common factors for managing successful change, presented by Elisabeth Goodman, 6th Sep 2016, Cumbria


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Common factors for managing successful change
Presented by Elisabeth Goodman
Tuesday 6th September 2016
North West branch and Enabling Change SIG event
University of Central Lancashire, Westlakes campus

Published in: Business
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Common factors for managing successful change, presented by Elisabeth Goodman, 6th Sep 2016, Cumbria

  1. 1. Common  factors  for  managing   successful  change   Elisabeth  Goodman     North  West   Branch   6th  September  2016,  Cumbria   The  Enabling  Change  SIG  
  2. 2. Our  theme  for  today  and  how  we   will  explore  it..   There are common factors for managing successful change, whether the change is organisational, IT or process related. This event draws on the work of the Enabling Change SIG, my experiences and yours (!) to identify and learn about these common factors 1.  Brief introduction to the Enabling Change SIG and its work 2.  Overview of my and your case studies 3.  Identification of the common factors 4.  Closing messages / resources from our SIG
  3. 3. Speaker  Profile:     Elisabeth  Goodman   •   25 yrs Pharma R&D (Information Management plus..) •  Now trainer, coach, facilitator, consultant and author •  Creating exceptional managers and teams •  Change management, lean and six sigma, knowledge management, personality tools (MBTI, Belbin, NLP) Giving  people  the  resources  to  be  and  to  create   navigators  rather  than  vic4ms  of  change   APM   Enabling Change SIG – Membership, Communications, Events Lead
  4. 4. The  Enabling  Change  SIG’s  mission   To‘improve the change capability of organisations, teams and individuals’ N.B. We are working on an Introduction to Change Management publication that we will be inviting review on, and have a one-day conference planned with SWWE branch (Bristol) 29th Sept which will help inform the guide. 4
  5. 5. Enabling Change SIG Structure Themes   PracNNoner  Groups   =  ‘CommuniNes  of  PracNce”  with  experts  /  pracNNoners   Membership, Communications and Events Methods & Standards 17+ documented on our website Collabora(on  –  External  (Open   University,  BriNsh  Computer   Society,  C4CM)   Innovation (Research, L&D, Software) Current research on factors and measures for success Collabora(on  –  Internal  (SIG’s,   Branches)   e.g.  joint  events  and   publicaNons   Transport FinancialServices PublicServices Change   Community   5  
  6. 6. Methods  &  Standards  Documents   Headings Representing Change Capabilities & Methods Common Vocabulary Library of Professional Knowledge / Reference Sources Change Management Press & Publication Reference Library Enabling Change Case Studies Change Methodologies Change Management Professional Horizons Definitions References Development Experience
  7. 7. The  Methods   Guiding Framework Structured Process Organisational Capability ACMP Standard for Change Management AIM Methodology CHAMPS2 E-Change Change Delta Framework The Change Leaders Roadmap CMI Body of Knowledge & Maturity Model Bridges Transition Model Kotter 8 Step Process for Leading Change The Change Curve Lewin’s 3 Stages of Change Managing Successful Programmes (MSP) PMI’s Change Management Method Pritchett’s Change Management Model PROSCI’s ADKAR Model Viral Change LaMarsh’s Managed Change Model
  8. 8. What  is  your  current  involvement   in  change?   Your change programme / project •  Organisational •  IT •  Process •  Others? Your role •  Programme or project lead •  Change lead •  Business / operational lead •  Others?
  9. 9. Feedback  from  delegates     (27  present)   Your change programme / project •  Cultural change •  Process •  New facility •  Staff cuts •  Core / back office services •  Upgrade IT •  Fit for purpose design of plants •  Apprenticeships (Government and APM) Your role •  Programme management •  Facilitation / skills transfer for change programmes •  Process improvement •  Leadership •  Portfolio management •  Project management •  Business management •  Multiple roles •  Project planning •  PMO •  Business analyst
  10. 10. Three of my case studies: 1.  Organisational change: Adopting Lean and Six Sigma as a way of working – in a CRO –  70 staff – lab and office based –  CEO as sponsor –  Designated contact (and change agent with change plan) –  Representatives from several departments; regular communication with others –  Training –  Workshop on end-to-end process –  Customer survey –  Projects on things that matter to each department –  Embedding plans
  11. 11. Three of my case studies: 2.  IT change: Developing working practices for the use of collaborative tools –  Global Pharma R&D –  IT SVP as sponsor –  Business lead as well as project lead –  Designated change agent and change plan –  Pilot R&D project teams – focus groups with team leaders to develop approaches –  Sharing success stories / feedback –  Gradual and tailored roll-out
  12. 12. Three of my case studies: 3.  Process change: Improving the end-to-end process for managing biological samples –  Global Pharma R&D –  SVP of Drug Discovery as sponsor – transitioned to IT SVP –  Business lead as well as programme lead –  Several workstreams to cover different aspects of the business (with representatives) –  Workshop with all concerned to design new end-to- end process and plan its implementation –  Designated change agent –  Regular review / alignment of project plans How do these compare with your types of change?
  13. 13. Consider  the  Case  Studies  or  your  own   Programmes  /  Projects  and  idenNfy  what   some  of  the  common  factors  for   successful  change  might  be.  
  14. 14. Notes from delegates §  Compelling reason – sell it, get buy-in §  Led from the top / top-down - participating, show-up (!), own it, be visible §  Clear communication – two- way, what people feel, commonly understood scope, know what the problem is that you’re solving §  Realise when you’re there – celebrate and measure, benefits realised §  Have a change lead from the business – they are respected §  Training – make it constant, embed in business as usual §  Know who your stakeholders are §  Constantly review e.g. the drivers, strict review process, risk management, beware change fatigue, make sure project is resourced so does not stop §  Human factors – fear of failure, tried and tested methods, “Influencer” §  Project plan – change control, lessons learned §  Strong change team – cross- organisation, collaborations, partners (also implications for stakeholder management)
  15. 15. Our working list of key factors for successful change 1.  Formulate a clear vision and strategy, supported by well- defined benefits 2.  Ensure strong leadership and sponsorship 3.  Define and follow a well-structured approach 4.  Understand, engage with, build commitment from and support key stakeholders 5.  Build a strong change team with the necessary capabilities for success 6.  Measure the success of the change initiative How do your suggestions fit into these headings? What’s missing?
  16. 16. Observations on the list of six factors §  The list of common factors seems complete, but there is some additional detail to add under some of the headings §  Theme 3 “well-structured approach” – add lessons learned §  Theme 5 “strong change team” – add working in collaboration / partnership across organisations (also implications for theme 4 – stakeholder management)
  17. 17. Resources available to you: The Enabling Change SIG community (370+ members) and Practitioner Groups Our micro-site (e.g. 17+ methods), research, events, newsletter and introductory guide (2017) Do get in touch to find out more - The  resources  available  to  help   build  your  change  capability   17
  18. 18. Back-up slide (previous version from Jan 2016)
  19. 19. A  possible  list  of  common  factors  for   successful  change   §  Get  your  senior  management  and  sponsors   not  only  advoca(ng  but  ac(ng  as  role   models  for  the  change.   §  Have  strong  programme  /  project  leadership   and  governance.    Escalate  if  necessary.   §  Build  and  develop  your  team  (including  third   par(es).   §  Involve  all  the  right  people  from  the   organisa(on  to  drive  and  support  the  change   so  that  there  is  real  ownership  from   the  business.   §  Engage  with  your  stakeholders  so  that  they   want  to  help  you  make  the  change  succeed.   Work  with  key  influencers.  Consider  the   psychology  and  behaviours  of  change.   §  Always  focus  on  the  change  and  the   benefits.   §  Have  everyone  on  your  project  team,  and   your  sponsor(s)  'singing  from  the  same  hymn   sheet',    so  that  all  your  messages  are   consistent  and  reinforce  each  other.   §  Design  and  deliver  communica(on,  training   and  support  interven(ons  that  achieve  what   they  are  meant  to  achieve.    Communicate,   communicate,  communicate.   §  Test  or  pilot  and  monitor  your  approaches  so   that  you  can  build  and  share  success  stories.   §  Manage  programme  /  project   interdependencies.     §  Take  account  of  all  the  other  changes  and   work  pressures  affec(ng  your  stakeholders   so  as  to  make  the  whole  experience  as   posi(ve  and  painless  for  them  as  possible.      
  20. 20. This presentation was delivered at an APM event To find out more about upcoming events please visit our website