Скачать презентацию Symphini Change Management Inc Improving Effectiveness Of Transformational Скачать презентацию Symphini Change Management Inc Improving Effectiveness Of Transformational

cee05f2bbc8b047909da1e75bf66afdf.ppt

  • Количество слайдов: 14

Symphini Change Management Inc. Improving Effectiveness Of Transformational Programs Management consultants transforming businesses by Symphini Change Management Inc. Improving Effectiveness Of Transformational Programs Management consultants transforming businesses by leveraging people, process and technology through change. February 2009

How much change? Impact of degree: Powerful macro-economic forces: Competition. Economic Flux. Globalization. Innovations. How much change? Impact of degree: Powerful macro-economic forces: Competition. Economic Flux. Globalization. Innovations. Etc. Secure current position? Catch up with current competition? Leap ahead? Degree of change: scale, magnitude, duration, speed, strategic importance Transformational Transitional Developmental Incremental improvement. • Increasing skills • Improving performance within current state Replace current state with predictable new state. Can be planned, paced and managed. • Modest, stepped innovations, e. g. in technology, BPR • New product development • Departmental reorganizations Radical. Requires shift of: diverse systems and processes, culture, peoples’ mindsets & behaviors. Characteristics: dynamic, complex, unpredictable. • Deep, cross-functional innovation, technology, BPR, e. g. ERP • Entering new markets, e. g. enter e. Business, countries / continents, product lines, etc • Organizational Design • Mergers/ Acquisition

How much complexity? 3 dimensions: • People, process and content • Therefore different treatments How much complexity? 3 dimensions: • People, process and content • Therefore different treatments and capabilities, examples: • • Visioning Communications Impact Analysis Training Process • Benchmarking • Total Quality Management • Business Process Reengineering People Content Custom Treatment • Knowledge Management • Product Development • Technology (requirements analysis, design, implementation, testing)

If change is so great, why is it so hard? • The greater the If change is so great, why is it so hard? • The greater the degree of change, and the more dimensions, the more challenging – both for the Program team and the designates. • Don’t many of us plan to go to the gym, lose a bit of weight? We procrastinate, we start, we falter. Why? • Consider Black’s and Gregersen’s 1 model: “Failure to see” We are blinded by what we think we know (believe) – what has ‘worked’ before. We are our center of our universe – our horizon is limited, our understanding confined. Our view is distorted by our perspective at the center – things closer appear more clear, more important. Once ‘we see’, “failure to move” We fear: • failure • inadequacy • criticism • spotlight • the unknown Motivations: pain vs. gain 1 J. Stewart Black and Hal B. Gregesen, “It Starts with One”, Wharton School Publishing, 2008. Once we start, “failure to finish” “Getting Tired”: changing behavior (our own & designates) takes a long time, many mistakes and lots of individual coaching. “Getting Lost”: we lose sight of where we started, where we are and why are we doing this. Uncertainty can sets in and commitment fades. ‘Are we there yet? ’

How hard? Median success rate on change initiatives is only 33% ! 501 - How hard? Median success rate on change initiatives is only 33% ! 501 - 662 - 70%3 fail ! “Success Rates for Different Types of Organizational Change” Performance Improvement Journal, International Society for Performance Improvement, Volume 41, Number 1, January 2002. Type of Change # of Studies Median Success Rates Strategy Deployment 3 58% Restructuring & Downsizing 9 46% Technology Change 5 40% Mixed Collection of Change Efforts 1 39% TQM-driven Change 5 37% Mergers & Acquisitions 9 33% Re-engineering and Software Design 7 30% Software Development & Installation 6 26% Business Expansion 1 20% Culture Change 3 19% 49 33% All Most initiatives fall short of plan. 1 Peter Senge, “Dance of Change”, Doubleday Press, Toronto, Ontario, 1999 ; Harvard Business Review study, 2006 ; 3 J. Stewart 2 Black and Hall B. Gregesen, “It Starts with One”, Wharton School Publishing, 2008.

Symphini’s ‘Applied Change Management Program Methodology’ helps to secure ROI by building earlier, deeper Symphini’s ‘Applied Change Management Program Methodology’ helps to secure ROI by building earlier, deeper & sustainable traction.

What’s different? Integrated, end-to-end delivery vs á la carte Our Program Methodology: • integrates What’s different? Integrated, end-to-end delivery vs á la carte Our Program Methodology: • integrates strategic alignment and tactical traction • follows through, concept to delivery Strategic Alignment Before After Tactical Traction

What else? Symphini’s methodology: • Leverages relevant best practices • Follows disciplined Program track What else? Symphini’s methodology: • Leverages relevant best practices • Follows disciplined Program track • Deploys resource specialists (e. g. PMPs, OD SMEs, Trainers & Business SMEs) Strategic Alignment Strategic Planning including: Visioning and Goal Prioritization Strategic Marketing Leading Strategic Change Workshops Phase 1 Initiation Phase 2 Phase 3 Phase 4 Phase 5 Program Planning Implementation & Control Closing PIR People Change Management: Process Change Management: Technology Change Management: Organizational Design Stakeholder Management Change Readiness Business Impact Assessment Communications Training (packaged & custom) Research & Business Analysis Decision Support Metrics Identification & Tracking Tools Development Knowledge Management Skills Development Workshops Requirements definition Build / Buy Design Implementation Test & Learn Roll out Project Management Tactical Traction

What else? Experienced, detailed implementation We have done this before. Many times. Successfully. Processes What else? Experienced, detailed implementation We have done this before. Many times. Successfully. Processes are thoroughly customized, scoped, planned and delivered. Deliverables are well defined and tactical.

METHODLOGY GOALS Applied Change Management Program Methodology©: Phase 1 Initiation Phase 2 Phase 3 METHODLOGY GOALS Applied Change Management Program Methodology©: Phase 1 Initiation Phase 2 Phase 3 Phase 4 Phase 5 Program Planning Implementation & Control Closing PIR Establish sense of Build guiding coalition, urgency, define tactical define vision & garner scope of work commitment Empower broad-based action, consolidate gains & produce more change Anchor change in the culture Secure ROI, capture learnings CLIENT BENEFITS & OUTCOMES SYMPHINI CAPABILITIES Deliberate, phased goals based on proven change management models Earlier, deeper, sustainable traction against ROI delivery

METHODLOGY GOALS Applied Change Management Program Methodology©: Phase 2 Initiation Build guiding coalition, define METHODLOGY GOALS Applied Change Management Program Methodology©: Phase 2 Initiation Build guiding coalition, define vision & garner commitment Phase 3 Phase 4 Phase 5 Program Planning Phase 1 Implementation & Control Closing PIR Establish sense of urgency, define tactical scope of work CLIENT BENEFITS & OUTCOMES SYMPHINI CAPABILITIES • Assemble Program Leadership Conduct structured kick-off • Team with Program delivery team • Frame Scope of Change • Design Change Metrics • Create Compelling Vision and • Conduct Readiness Vision Map Assessments • Evaluate Present State vs • Conduct Business Impact Vision State Assessments • Conduct Stakeholder • Leading Strategic Change Analyses Workshop – Program • Conduct Force Field Analysis • Begin capturing lessons • Conduct Culture Analysis learned • Leading Strategic Change • Develop Change Workshop - Executive Implementation Plan (incl. • Develop Change Strategy Communications Plan and • Begin Gap Analyses & develop Contingency options) Recommendations Secure ROI, capture learnings Empower broad-based action, consolidate gains & produce more change Anchor change in the culture • Develop / deploy tools, processes & initiatives to foster adoption, overcome resistance & address change fatigue (incl w/in Program Team), e. g. leading change coaching, individual interventions & team facilitation • Celebrate quick wins & change champions • Conduct Capability Gap Assessment, plan & conduct Capability Training (custom & pkg) • Conduct Business Change Impact Assmts, incl. Vision Test (qtrly) • Deploy contingencies as requ’d • Recognize accomplishments address deficiencies • Incorporate learnings into • Build adherence into institutional policies, institutional standards, eg. procedures, processes and Position Descriptions, best practices Scorecards, Performance Appraisal, Succession • Project signoff Criteria, Process Specifications, Services Level Agreements • Create closure and demarcation - celebrate and reward successes • Conduct initial PIR • Repeat Culture Analysis, Detailed, tactical capabilities Earlier, deeper, sustainable traction against ROI delivery

METHODLOGY GOALS Applied Change Management Program Methodology©: Phase 2 Initiation Build guiding coalition, define METHODLOGY GOALS Applied Change Management Program Methodology©: Phase 2 Initiation Build guiding coalition, define vision & garner commitment Phase 3 Phase 4 Phase 5 Program Planning Phase 1 Implementation & Control Closing PIR Establish sense of urgency, define tactical scope of work CLIENT BENEFITS & OUTCOMES SYMPHINI CAPABILITIES • Assemble Program Leadership Conduct structured kick-off • Team with Program delivery team • Frame Scope of Change • Design Change Metrics • Create Compelling Vision and • Conduct Readiness Vision Map Assessments • Evaluate Present State vs • Conduct Business Impact Vision State Assessments • Conduct Stakeholder • Leading Strategic Change Analyses Workshop – Program • Conduct Force Field Analysis • Begin capturing lessons • Conduct Culture Analysis learned • Leading Strategic Change • Develop Change Workshop - Executive Implementation Plan (incl. • Develop Change Strategy Communications Plan and • Begin Gap Analyses & develop Contingency options) Recommendations Secure ROI, capture learnings Empower broad-based action, consolidate gains & produce more change Anchor change in the culture • Develop / deploy tools, processes & initiatives to foster adoption, overcome resistance & address change fatigue (incl w/in Program Team), e. g. leading change coaching, individual interventions & team facilitation • Celebrate quick wins & change champions • Conduct Capability Gap Assessment, plan & conduct Capability Training (custom & pkg) • Conduct Business Change Impact Assmts, incl. Vision Test (qtrly) • Deploy contingencies as requ’d • Recognize accomplishments address deficiencies • Incorporate learnings into • Build adherence into institutional policies, institutional standards, eg. procedures, processes and Position Descriptions, best practices Scorecards, Performance Appraisal, Succession • Project signoff Criteria, Process Specifications, Services Level Agreements • Create closure and demarcation - celebrate and reward successes • Conduct initial PIR • Increased commitment - earlier adoption, less resistance • Retain key resources • Sustainable alignment • Sustainable tactical traction • Lock-in the change as • Sustainable, rethe new baseline (and useable capabilities prevent slippage) • Process improvement • Improved institutional • Incorporate learnings performance to leverage in subsequent Programs • Culture evolution • Repeat Culture Analysis, Purposeful, phased outcomes • Deeper Stakeholder alignment • Executive Capability Build for leading change • Operational alignment • Operational Capability Build for leading and managing change • Earlier, deeper traction on tactical delivery Earlier, deeper, sustainable traction against ROI delivery

METHODLOGY GOALS Applied Change Management Program Methodology©: Phase 2 Initiation Build guiding coalition, define METHODLOGY GOALS Applied Change Management Program Methodology©: Phase 2 Initiation Build guiding coalition, define vision & garner commitment Phase 3 Phase 4 Phase 5 Program Planning Phase 1 Implementation & Control Closing PIR Establish sense of urgency, define tactical scope of work CLIENT BENEFITS & OUTCOMES SYMPHINI CAPABILITIES • Assemble Program Leadership Conduct structured kick-off • Secure ROI, capture learnings Empower broad-based action, consolidate gains & produce more change Anchor change in the culture • Develop / deploy tools, processes & initiatives to foster adoption, overcome resistance & address change fatigue (incl w/in Program Team), e. g. leading change coaching, individual interventions & team facilitation • Celebrate quick wins & change champions • Conduct Capability Gap Assessment, plan & conduct Capability Training (custom & pkg) • Conduct Business Change Impact Assmts, incl. Vision Test (qtrly) • Deploy contingencies as requ’d • Recognize accomplishments address deficiencies • Incorporate learnings into • Build adherence into institutional policies, institutional standards, eg. procedures, processes and Position Descriptions, best practices Scorecards, Performance Appraisal, Succession • Project signoff Criteria, Process Specifications, Services Level Agreements • Create closure and demarcation - celebrate and reward successes • Conduct initial PIR • Increased commitment - earlier adoption, less resistance • Retain key resources • Sustainable alignment • Sustainable tactical traction • Lock-in the change as • Sustainable, rethe new baseline (and useable capabilities prevent slippage) • Process improvement • Improved institutional • Incorporate learnings performance to leverage in subsequent Programs • Culture evolution • Repeat Culture Analysis, Best Practices in Change Management Team with Program delivery team • Frame Scope of Change • Design Change Metrics • Create Compelling Vision and • Conduct Readiness Vision Map Assessments • Evaluate Present State vs • Conduct Business Impact Vision State Assessments • Conduct Stakeholder • Leading Strategic Change Analyses Workshop – Program • Conduct Force Field Analysis • Begin capturing lessons • Conduct Culture Analysis learned • Leading Strategic Change • Develop Change Workshop - Executive Implementation Plan (incl. • Develop Change Strategy Communications Plan and • Begin Gap Analyses & develop Contingency options) Recommendations • Deeper Stakeholder alignment • Executive Capability Build for leading change • Operational alignment • Operational Capability Build for leading and managing change • Earlier, deeper traction on tactical delivery Earlier, deeper, sustainable traction against ROI delivery

Our commitment Every Symphini project is eligible for: • A risk-free, thorough needs assessment Our commitment Every Symphini project is eligible for: • A risk-free, thorough needs assessment and project plan, complete with cost / benefits analysis (paid only if project is approved) • A fee hold-back dependent on performance appraisal Give us a call and let’s see what we can do together. Symphini Change Management Inc. 416 -845 -3040 [email protected] com www. symphini. com Thank you for your consideration.