A presentation on: the challenges the world faces, the changes we must make to meet those challenges how organisations and people are impacted by change A high proportion of change initiatives fail the capabilities we can establish and develop become successful with change

1. The need for Why and the
importance of How!
Neil White
Managing Director – ChangeVista Ltd
07890397046

2. Neil White Change Management Specialist
 20+ yrs RAF (Systems Engineering+)
 Change Management for last 20yrs
 Business Improvement (SEI CMMI) -
Assessment Team Lead
 Transformation Change Manager
 Portfolio Benefits & Business Change
 MSc Change Management
‘an ardent believer that the ability to change is more
important than the required changes themselves’
Association for Project Management (APM)
 Benefits Management SIG – Secretary

3. Look after the ‘Why’ and the ‘How’ and
the Who, Where, When and What will
take care of themselves.......
Some words adapted from an adage remembered from
my youth – do you know which one?
Never a truer word.......

4. ‘the only constant in
life is change itself’
The simple truth about change
Herakleitos of Ephesus
(c.535 BC -475 BC)
Greek philosopher

5. Three distinct ‘topic areas’
A look at the nature of change yesterday, today and
tomorrow and at WHY we often have little choice
about how we respond
Considering some of the fundamentals about Change
Management that emphasise the importance of WHY
Describing HOW to use what we already know to be
better at change - with a focus on the role that Benefits
Management can play in supporting change

6. A look at the nature of change yesterday, today
and tomorrow and at WHY we often have little
choice about how we respond

7. 1 – Guess the year
2 – Describe the benefits
3 – Describe the disbenefits (if any)
A ‘just for fun’ Quiz
For each of the following inventions:
Just put up your hand and get ready to ‘catch’ the
microphone..........
Please join in to help us to think more widely
about change and what it means to us..........

8. Roue primitive. John O'Neill, (User:Jjron)
The Wheel
c3500BC c9500BC c1500BCc1000BC

9. Stott Park Bobbin Mill Steam Engine Chris Allen - From geograph.org.uk
The Steam Engine
1789 1712 18051699

10. The Telephone
1876
Alt Telefon Kornelia und Hartmut Häfele - http://www.pixeleye.com/
1899 18011816

11. Sliced Bread
1924
http://www.publicdomainpictures.net/view-image.php?image=26198
1928 19301920

12. The Opte Project - Originally from the English Wikipedia
The Internet
1980 1985 19901975

13. Photo of Google Glass by Dan Leveille
Google Glass
2012 2013 20142011

14. 8500BC 3500BC 2014
frequency
0AD
Increasing Change Density
1000 1500500
year

15. Big Data
The next big thing..........
Growth and Digitization of Global Information Storage Capacity;
Source:http://www.martinhilbert.net/WorldInfoCapacity.html

16. Ray Kurzweil
Moore’s Law
‘number of transistors in a computer chip will double every two years’
Today!

17. the predictable alongside the totally unexpected!
Our ever changing world

18. In the years ahead, acceleration in the scope, scale, and
economic impact of technology will usher in a new age of
artificial intelligence, consumer gadgetry, instant communication,
and boundless information while shaking up business in
unimaginable ways.
McKinsey & Company - September 2014
At the same time, the shifting locus of economic activity and
dynamism, to emerging markets and to cities within those
markets, will give rise to a new class of global competitors.
Growth in emerging markets will occur in tandem with the rapid
ageing of the world’s population—first in the West and later in
the emerging markets themselves—that in turn will create a
massive set of economic strains.
http://www.mckinsey.com/insights/strategy/management_intuition_for_the_next_50_years

19. People
Robots

20. The ‘rise’ of capitalism
Hunter gatherer
Subsistence living
Capitalism £££
Individual materialism

21. Our world

22. Stakeholder Capitalisation
B Corporations
1,110 B Corporations
35 Countries
1 Unifying Goal
121 Industries
An alternative:
http://www.bcorporation.net/

23. We envision a new sector of the economy
which harnesses the power of private enterprise to create public benefit.
This sector is comprised of a new type of corporation —the B Corporation
— which is purpose-driven, and creates benefit for all stakeholders, not just
shareholders.
As members of this emerging sector and as entrepreneurs and investors in B
Corporations,
We hold these truths to be self-evident:
That we must be the change we seek in the world.
That all business ought to be conducted as if people and place mattered.
That, through their products, practices and profits, businesses should aspire
to do no harm and benefit all.
To do so, requires that we act with the understanding that we are each
dependent upon another and thus responsible for each other and future
generations.
B Corporations - Declaration of Interdependence

24. Choose people over machines
B Corporation behaviours
Trade with other B Corporations
Consistently consider the social consequences of change
Ensure that all stakeholders have a ‘voice’ in the company
Consider the impact of change on the environment
Are increasingly attracting partners and customers who
share their values and their beliefs

25. Considering some of the fundamentals about Change
Management that emphasise the importance of WHY

26. c70% of change initiatives fail
Sad fact about our ability to manage change
Deloitte
Standish
McKinsey
PWC
etc
All report that

27. Change Challenge - Organisations
Out of 15 researched change models
13 had the following two impacts

28. Financial management – the confidence factor
£+
t
£-
Change Benefits

29. Goal
Change
Management
Knowledge
Effort
Change doesn’t have to be an uphill struggle!

30. Nikolai Kondratiev (1892–1938), Russian economist
Understanding the context for change (1)
P: prosperity R: recession D: depression E: improvement
Steam
Engine,
Cotton
Railway,
Steel
Electrical
Engineering,
Chemistry
Petrochemicals,
automobiles
Information
Technology
1800 1850 1900 1950 1990
Kondratiev’s long wave - an economic lifecycle
1980

31. Competitiveness
Increasing
Number of actors
Time
Survival of
the fittest
Not viable
For new
companies
Poor investment
InnovationInnovation
Potential for large ROI
Differentiation
through quality
& cost
i.e. TQM & CMMI
Differentiation through
agility, innovation and
adaptability
Understanding the context for change (2)
Innovation and investment lifecycle
2008
2015
Industrialisation
of Internet
e.g. Big
Data

32. The impact of ‘Determinism’
Self
Technological
Economic
Sociological
Stakeholder
Political (Dogma)
Reactive
Proactive
Determinism – influencing & shaping how we change....

33. The impact of reactive determinism
The wider the gap between
what stakeholders want to
do (their preferred agenda)
and what they are obliged
to do the more ‘difficult’
change becomes
Resistance/Difficulty factor
What people
‘must’ do
What people are
willing to do

34. = CHANGE
Reasons for poor change performance
= CONFUSION
X
=
GRADUAL
CHANGEX
=
FALSE
STARTSX
= ANXIETY
X
= FRUSTRATIONX

35. Individuals and Change – a Curve
Adams, Hayes & Hopson (1976)

36. Spend a couple of minutes considering the
‘Individuals and Change’ curve and use the
numbered dots to indicate on the sheet provided
where you have personally experienced one or
more (max 5) of the suggested emotions when
faced with change.
Please add any comments you may have on the
sheet provided.
An activity
When you are ready take your sheets and add your
spots to the curve chart on the wall.

37. Apparent
‘equilibrium’
Refreeze
Change
Kurt Lewin’s change model:
Unfreeze
Lewin, K (1952) Field Theory in Social Science

38. Describing HOW to use what we already know to be
better at change - with a focus on the role that Benefits
Management can play in supporting change

39. Business Change
Management
3P [initiatives]
Benefits Realisation
Management
Organisational
Change
Management
Significant Organisational Disciplines
Organisation

40. Significant Organisational Disciplines/Functions
The order of precedence emphasizes the need for change
activity to be focused on organizational needs

41. Projects [APM, BoK6]
Project, Programme, Portfolio Relationship
Programmes [MSP, 2011]
Business Change
Managers responsible
for benefits realisation
Organisational
Strategy
Portfolio

42. P2
Business Change
Management
Sphere of influence and accountability
Benefits
Management
Organisational Change
Management
Organisational Change Lifecycle
Portfolio
Management

43. BRM Process Overview
Vision
Strategic
Objectives
Functional
Objectives
Manage
Benefits
Changes
Realise
Benefits

44. A Benefits Management Model
5
Practices
7
Principles

45. Align benefits with strategy
Start with the end in mind
Utilize successful delivery methods
Integrate benefits with performance management
Manage benefits from a portfolio perspective
Apply effective governance
Develop a value culture
Benefits Management - 7 Principles

46. Benefits
Management
Practices
Benefits Management – 5 Practices
Identify & Quantify
Value & Appraise
Plan
Realize
ReviewBenefits
Management
Practices

47. Benefits Realisation and Stakeholders
Steve Robinson – June 2014 Project Magazine

48. Without ‘Enabling Changes’ there is no Benefits
Realisation
Benefits Realisation Management – highly dependent
on the capability maturity of other key disciplines:
Benefits Management - Dependencies
Business first to last – if the Business is not prepared to
take and incorporate changes Benefits Realisation will not
happen
Benefits Realisation performance impaired if not
supported by organisation-wide change management

49. Business Change
Management
3P [initiatives]
Benefits Realisation
Management
Organisational
Change
Management
Capability Maturity
Organisation

50. Capability Maturity Levels
1
2
5
4
3
Process unpredictable, poorly
controlled and reactive
Process characterized for
projects but is often reactive
Process characterized for the
organization and is proactive
Process measured
and statistically controlled
Emphasis on continuous
improvement
Quantitatively Managed
Initial
Managed
Optimizing
Defined
Maturity Levels Characteristics

51. Spend a couple of minutes considering the 5
maturity level descriptions and use your numbered
dots to indicate on your A4 sheets the maturity
level of your organisation with respect to each of
the four disciplines (functions) i.e. one spot per
discipline
Please state your industry sector on your sheet!
An activity
When you are ready take your sheets up to the
chart on the wall and add your spots accordingly

52. Process unpredictable, poorly
controlled and reactive
Process characterized for projects but
is often reactive
Process characterized for the
organization and is proactive
Process measured and statistically
controlled
Emphasis on continuous
improvement5
4
3
2
1
Defining each maturity level

53. Organisational Change Management
Benefits Realisation Management
Business Change Management
3P [initiatives]
How mature is your organisation?
1 2 3 4 5

54. Summary
A look at the nature of change yesterday, today and
tomorrow and at WHY we often have little choice
about how we respond
Considering some of the fundamentals about Change
Management that emphasise the importance of WHY
Describing HOW to use what we already know to be
better at change - with a focus on the role that Benefits
Management can play in supporting change

55. The need for Why and the
importance of How!
Neil White
Managing Director – ChangeVista Ltd
07890397046
Questions?