Transcript Document

The Use Of Change Management
In Process Improvement
Damon Werner, MBB
Director of Business Process
August, 2013
Agenda
1.
Introduction and Background
2.
View on the role of Change Management in Process
Improvement
1.
Project Success vs. Organizational Readiness
3.
Methodology and Tools of choice
1.
Threats vs. Opportunities
2.
Elevator Speech
3.
Stakeholder Analysis
4.
TPC Analysis (Sources of Resistance)
5.
3 D’s (Influence Strategy)
4.
Other Change Management Topics:
1.
Skewed Adoption Curves in Technology
Organizations
2.
Downsizing and Change Management
3.
Change Management and Customers
Background for Change Mgmt Model
Current
State
Transition
State
Improved
State
Creating A Shared Need
Tool: Threat vs. Opportunity Matrix
The Threats and Opportunity Matrix is completed early on as soon as leaders have committed
to champion the change
THREATS
Don’t
•Perception of this division by
other businesses
Short Term
•Not following the
expectations of Corp
Leadership
•Employees will just spin, for
lack of the tools
Do
•Apathy of the staff due to
previous track record on
sticking to what we launch
•So much change, there may
be skepticism
•Stigma around Six Sigma
•Miss goals for Q1
•The perception that this
effort is based around job
elimination
•Disappoint some by not
following through
•Hard because we are a
reactive culture
•Continued layoffs/repeat of
history
Long Term
OPPORTUNITIES
•Never reach full integration
of the business units
•Won’t grow top line revenue
or get the cost out to reach
the EBIT targets
•Won’t be viewed as a
competitive business unit
•Hinder ability to attract
talent, hurt job satisfaction
•We may not have the focus
or effort behind this in the
long haul
•Might not have the impact
that is needed
Don’t
•More attention that we’re
already doing, like reacting
•Less distraction
Do
•Able to fix some of our
bigger/nagging pain points
with a sustainable process
•Quick wins to prove the
value of the effort
•Positive energy and
retention strategy
•Consolidate systems in the
short term
•Career growth opportunity
•Build for efficiencies and
become proactive
•Inherent culture that does it
right the first time, expecting
better quality
•Profitability, predictability
and confidence in the
business
Shaping A Vision
Tool: Backward Imaging - Exercise
Now
Future
Used For:
1.
Imagine a point in the future when the
project has been very successful.
Helping team members think
about the future they are
working to create
2. Find words to describe what you would
see, hear, feel as you observe key
constituents functioning in the new,
changed state.
3. Collate, debate, reach consensus, "test"
on others and modify
Shared Visions Come From Collective Efforts
That Reflect Individual Perspectives
5
Shaping A Vision
Tool: Elevator Speech – Communicating the Vision
1. Imagine a chance meeting of a team member and a key
stakeholder in a empty elevator. The ride is 90 seconds.
2. Describe the need for change and vision of the new state, as
if answering the question “Why are we doing this?” Address
the following elements:
•
Problem/issue
•
Benefit
•
Where are we
•
What others can do
3. Team members practice this “speech” so they can convey a
uniform message to others
Mobilizing Commitment
Adoption Strategy
% of Population
Early
Adopters
Innovators
Late
Adopters
Resistors
► Identify which stakeholders could be considered an innovator, early adopter, late
adopter or resistor, related to this change
► Determine what impact their attitude could have on making the change
► Determine which stakeholders should be approached first to start gaining
momentum
7
Mobilizing Commitment
Tools: Stakeholder Analysis
The Stakeholder Analysis helps the team answer the questions:
• Who are the stakeholders?
• Where do they currently stand on issues associated with the change
• Where do we “need” them to be in terms of their level of support
• What do you need them to do, or what is the win associated with getting them on board?
Names
G. James
Strongly
Against
Moderately
Against

Neutral
Moderately
Supportive

Strongly
Supportive
Mobilizing Commitment
Tool: Technical-Political-Cultural Analysis
The TPC Analysis seeks to identify, label and understand sources of resistance, and help
build a specific strategy to use to influence and gain support
Source of
Resistance
Technical
Definition: Causes of
Resistance
Aligning & Structuring
Organizations
► Lack of skills / training / equipment
► Sunk Costs
Allocating Power & Resources
Political
Cultural
► Relationships
► Power & Authority imbalance or selfpreservation
Articulating the Glue or Cultural
Norms
► Locked into an old “Mindset”
► Afraid of letting go
► “We don’t do it that way.”
Examples
Rating
Mobilizing Commitment
Tool: 3Ds
The 3 Ds are used to generate evidence or proof of the opportunity. It also helps to create a
robust communication plan/story for the change.
Types of Proof
Data/Facts:
► Numbers/Trends/Statistics
► Graphs/Financials
► Benchmark/Competitive
Data
Demonstrate:
► Best Practices
► Visiting other organizations
► Panels/pilots/testimonials
Demand:
► Dynamic leadership (setting
high standards/
accountability)
► Customers/Suppliers/
Competitors (Internal and
External)
Have Now
NeedNeed
to Get
to Get Win
Mobilizing Commitment
Tool: Overall Influence Strategy
Tactics & Tools Include: Influence Strategy
Used For: Identifying what the issues are, who can best influence, and how can they be best influenced
Stakeholder
Issues/Concerns
(TPC)
Identify “Wins”
Influence Strategy
(3 Ds)
Exercise
Identify the Stakeholders for your project
Who are two of your most important stakeholders?
What are their:
– Issues
– Wins
– Influence Strategies
Questions or Other Topics
1. Skewed Adoption Curves in Technology Organizations
2. Downsizing and Change Management
3. Change Management and Customers
Adoption Curves
Normal Curve
Early
Adopters
Late
Adopters
Innovators
Resistors
Skewed/Technology
Innovators
Early
Adopters
Late
Adopters
Resistors