Presentation on theme: "Introducing Controlled Change Management across ICT Programme"— Presentation transcript:
1Introducing Controlled Change Management across ICT Programme
2What is Change Management? A discipline for assisting people to:Adapt to changes in their environmentAdopt new ways of workingAlign to new business drivers & measuresIt consists of:Knowledge about people & their driversApproaches for planning and executing changeTools & techniques
3What is the difference between Change and Transition? Change is the way things will be differentResults from a shift in the externals of a situationProcesses employed to ensure that change is implemented in a controlled and systematic manner.Made up of eventsCan happen quicklyFocussed on outcomes (visible and tangible)
4What is the difference between Change and Transition? Transition is the mental and emotional transformation that people must undergo to relinquish old arrangements and embrace new onesPsychological process that takes place inside of peopleOn-going processOrganic process, has its own natural paceFocused on how we'll get people there and how we'll manage things while we are en route
5What generates organisational change? Major external forces / shifts:Shift in domestic policySubstantial cuts in fundingDecreased market opportunityDramatic increase in servicesGlobal eventsRapid technology development
6What are the different types of change? DevelopmentalOften used to improve existing business processesTransitionalA type of change that is made to replace existing processes with new processes.TransformationalA change or series of changes designed to completely reshape your business strategy, market position or processes.Transformational changes will typically include transitional and developmental change within the program.
7Why is Change difficult to accomplish Many people are inherently cynical about changePeople are afraid of the unknownPeople believe that things are fine the way they areManagers may recognise the need to change but acting on it can be difficultChange requires the ‘management’ of people’s emotions, most managers find difficult to deal with or addressManaging the change process and transition emotions is fundamental to the success of a change oriented project.
8Reactions to Change01 Denial Where we fight the change and protect status quo. 02 Frustration and anger When we realize that we cannot avoid the change and we become insecure because of lack of awareness. 03 Negotiation and bargaining Where we try to save what we can. 04 Depression When we realize that none of the old ways can be incorporated into the new. 05 Acceptance When we accept the change, and start to mentally prepare ourselves. 06 Experimentation Where we try to find new ways, and gradually remove the old barriers. 07 Discovery and Delight When we realize that the change will improve our future possibilities. 08 Integration Where we implement the change.
9Change Curve No of people 13.5% Early Adopters 16% Resistors 2.5% 34% People will respond to change at different ratesUnderstand this factor and you can then use strategies to move groups who are slow to changeChange agents and early adopters – use them to help shift the groupNo of people13.5%Early Adopters16%Resistors2.5%ChangeAgents34%Fence SittersShift Early34%Fence SittersShift LaterRange
10Introducing Change into Existing Programme Methodology Selection - ADKARAwareness. Make all level of staff aware why the upcoming change is needed. Change for the sake of change is seldom useful. Nevertheless, change implemented to improve business operations, stay ahead of your competition, and/or increase the bottom line, is not only wise, but also necessary for success.Desire. It is imperative that management encourage the desire of their employees to support and actively participate in the forthcoming change, regardless of the immediate appeal or flash of the new procedures or processes.Knowledge. Management must provide the training and education to its staff of the methods of changing to the new procedures, software, or organization. High levels of awareness and desire will often be useless without the necessary knowledge of how to change to accomplish the goals desired.Ability. Along with the knowledge of how to affect successful change, everyone involved needs to be given the specific training and information to achieve success in implementing the details of the changes to be made. Onsite or Internet schooling is a critical component of delivering the education the staff needs to make the changes successfully.Reinforcement. Just as a good youth sports coach understands that young people can only learn to hit a pitch, shoot a basketball, or kick a soccer ball properly through repetition and reinforcement, the same procedure is critical to successful change management. Studies have proven that a person that repeats a task for 21 days religiously will create a habit – whether it is a good or bad habit. Reinforcing the new “habits” of the staff typically improve the success of the changes made.
11Introducing Change into Existing Programmes ConsiderationsOrganisational MaturityChange ScaleThe ‘what’ of changeResistance to ChangeNecessity for ChangeThe ‘Where’ of ChangeRelationship Leadership Vs Leadership of PositionEmpowered ImplementationContinuous ChangeChange Fatigue
12Change Management Role Helping People Around the CurveComfort zoneShockDenialAcknowledgementAdaptationGrowthEarly awarenessPlenty of timeMake it realFrequent communication (They are not listening)Show need for the changeListen, empathise, absorb, Show need for change.Use people who are already around the cycleSupport EncourageRe-enforce
13Change Management Strategies Create a sense of urgency.Create a supportive and guiding coalitionVision with strategies, goals and action plans.Communicate the planEmpower people to take action by removing obstaclesEncourage short term or incremental winsConsolidate the wins and celebrateOnce the changes are complete, anchor them in the culture.
19What areas will you change & How will people get ready EffectWhat areas will you change & How will people get ready
20Creating buy inOne page agreement of what we are changing, whom we will effect, how and what benefit realizations we will be tracking.
21Checking if we are ready And this your pre go live checklist to ensure everyone is ready for the change.
22TakeawaysHow you manage change must match the maturity of the organisations.Improve stakeholder engagement by giving them a summary of the change to take with themProvide your change impacted personnel with an opportunity to provide you with feedback throughout the processEstablish a formal agreement to identify what has to be done to be ready for the changeTraceable back to the objectivesEasy to track progressClear to agree to if we are ready to launch
23Further Information Change Management Institute Prosci Change Management MethodologyKotter Change Management Methodology