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Valuing Change, Inc. Organizational Change Through Collaboration Valuing Change, Inc. Organizational Change Through Collaboration Change Acceptance Process.

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Presentation on theme: "Valuing Change, Inc. Organizational Change Through Collaboration Valuing Change, Inc. Organizational Change Through Collaboration Change Acceptance Process."— Presentation transcript:

1 Valuing Change, Inc. Organizational Change Through Collaboration Valuing Change, Inc. Organizational Change Through Collaboration Change Acceptance Process A Best Practice of Managing Organizational Change

2 Valuing Change, Inc. Organizational Change Through Collaboration Challenges of Change Internal factors: Leadership, employees set in their ways Complexity causing paralysis Takes too long to innovate Technology Lag Lack of willingness to do what it takes External factors Increased competition Rapidly changing market conditions

3 Valuing Change, Inc. Organizational Change Through Collaboration A Change Methodology  A change methodology is a consistent philosophy and approach to change.  It consists of a common language, framework, process and tools used throughout an organization.  It sets expectations for the attitudes, behaviors and actions that any employee will take regarding a change initiative.

4 Valuing Change, Inc. Organizational Change Through Collaboration Why Have a Change Methodology?  Most large and/or decentralized organizations have more than one approach to change operating within their organization.  This causes inefficiencies, misunderstanding and miscommunication resulting in slower or no adoption of a change across the organization.

5 Valuing Change, Inc. Organizational Change Through Collaboration Foundations for this Change Methodology  General Electric researched effective change initiatives when they were having challenges with implementing large-scale change.  Result was the “Change Acceleration Process”, which was deployed across all GE businesses, starting in 1993, and to customers in  The current Change Acceptance Process methodology represents an evolution based on application in well over 300 companies & organizations worldwide and on a wide variety of change initiatives.

6 Valuing Change, Inc. Organizational Change Through Collaboration Components of Effective Change Q x A = E Your change initiative needs both a high “Q” and a high “A” score to be successful Q =The “Quality” of the chosen solution (i.e. the solution will address the problem or opportunity at hand) A =The “Acceptance” of the solution by key stakeholders E =The overall “Effectiveness” of the change execution to solve the problem, challenge or opportunity

7 Valuing Change, Inc. Organizational Change Through Collaboration Reasons Change Fail  Not establishing a great enough sense of urgency  Not translating the vision into meaningful terms  Not having visible leadership for the change  Not identifying and understanding key stakeholders  Not systematically planning to deal with resistance  Not anchoring the change in the company / organization culture and infrastructure  Declaring victory too soon  Focusing on the launch and not the long-haul The ‘A’ Factor

8 Valuing Change, Inc. Organizational Change Through Collaboration Ongoing Change Research  100% of all changes evaluated as “successful” had a good solution or approach  Over 98% of all changes evaluated as “unsuccessful” also had a good solution or approach What is the differentiating factor between success and failure?

9 Valuing Change, Inc. Organizational Change Through Collaboration CAP Model Integrate The Change Focused Leadership Compelling Business Need Shared Vision Map the Transition Engage Support And Resistance Mobilized Commitment Copyright Demeter Matrix Alliance & Sun Microsystems, Inc., 2004

10 Valuing Change, Inc. Organizational Change Through Collaboration Engage Support and Resistance: Actively seeking out resistance and leveraging the support of those behind the change enhances the change effort by learning from and responding to differing input. Integrate The Change Focused Leadership Compelling Business Need Shared Vision Map the Transition Engage Support And Resistance Mobilized Commitment Assess and Adjust: Throughout the change there is constant movement, collecting and learning from the input of key stakeholders and adapting the change effort in response to the input. Map The Transition: Just as a topographical map depicts the lay of the land and provides direction to a destination, so too must a change be charted and planned, providing steps toward the vision. Focused Leadership: Leadership, whether as sponsoring executives or team leaders, provides focus and motivates commitment through visible actions and behaviors around communication, resourcing, and time and attention to the change. Compelling Business Need: The change must originate from a business requirement that is either a response to a threat or a movement toward an opportunity and must be articulated in a way as to provide motivation to get others on board. Shared Vision: The future is expressed in such a way that it creates a picture of what the change will look like and people can see what they will be doing differently when the change is fully functioning and in place. Mobilized Commitment: At the heart of any change effort are people who make individual commitments to move the change forward. The objective of the change acceptance work is to have that individual effort mobilized and committed. All of the other CAP elements touch it, are linked to it and drive toward it. Integrate the Change: Driving the change into the DNA of the organization to ensure staying power involves replacing old mindsets, systems and structures and inserting new actions and behaviors. CAP Model Copyright Demeter Matrix Alliance & Sun Microsystems, Inc., 2004

11 Valuing Change, Inc. Organizational Change Through Collaboration Using the Model  Provides a ‘Pilot’s Checklist’ for change  A flexible, non-linear model – all principles used repeatedly throughout a change  Contains tools to creates conversations and opportunities to apply strategic thought to the influencing of others  Helps teams identify ways to achieve behavioral change and enhance their action planning

12 Valuing Change, Inc. Organizational Change Through Collaboration Valuing Change, Inc. Organizational Change Through Collaboration Change Model & Methodology Implementation Approach

13 Valuing Change, Inc. Organizational Change Through Collaboration Leadership Alignment Leadership Alignment Stakeholder Involvement Time Limited Entire Organizatio n Business Application Our Approach to Introduce & Implement a Change Methodology Business Integration Business Transition Go/ No Go? Go/ No Go?

14 Valuing Change, Inc. Organizational Change Through Collaboration Leadership Alignment Leadership Alignment Stakeholder Involvement Time Business Application Business Integration Business Transition Go/ No Go? Go/ No Go? An explicit process focused on creating shared understanding and buy-in among the leadership team and action plans with accountability placed on both the leaders and the implementation team. Stakeholder Involvement:  Senior Leadership  Change implementation team Outcomes:  Define the Business Case  Build agreement with leadership  Create roll out strategy & implementation plan  Identify target processes and desired outcomes  Determine competency development needed  Design/customize Change Effectiveness training & toolkit  Identify difficult conversations inherent in targeted processes  Coach key leaders & stakeholders Leadership Alignment

15 Valuing Change, Inc. Organizational Change Through Collaboration Leadership Alignment Leadership Alignment Stakeholder Involvement Time Business Application Business Integration Business Transition Go/ No Go? Go/ No Go? Pilot application of Change methodology on select business processes/projects to determine applicability and feasibility of expanded business application. Stakeholder Involvement:  Select Leadership  Select process / project owners and teams  Change implementation team Outcomes:  Model application of Change Effectiveness methodology  Launch of initial suite of training programs  Train initial group of Change Effectiveness facilitators*  Ensure difficult conversations are surfaced and addressed with candor and integrity  Evaluate effectiveness of pilot efforts  Create expanded roll out strategy & implementation plan  Coach leaders & change facilitators Business Application * Depending on rollout strategy, selecting and equipping initial wave of Change Facilitators may be pushed to phase 3.

16 Valuing Change, Inc. Organizational Change Through Collaboration Leadership Alignment Leadership Alignment Stakeholder Involvement Time Business Application Business Integration Business Transition Go/ No Go? Go/ No Go? Expand rollout of Change Effectiveness methodology to selected or all business functions / units Stakeholder Involvement:  Entire Business or subset as define by rollout strategy  Change implementation team Outcomes:  Application within business functions / units  Revise and finalize Change Effectiveness model, toolkit and initial suite of training  Expand network of trained Change Effectiveness facilitators  Design/develop Change Mastery and/or Practitioner’s Clinics  Develop on-line tools / aids  Monitor roll out plan and business impact  Consult on Change Effectiveness initiatives  Coach leaders & change facilitators Business Integration

17 Valuing Change, Inc. Organizational Change Through Collaboration Leadership Alignment Leadership Alignment Stakeholder Involvement Time Business Application Business Integration Business Transition Go/ No Go? Go/ No Go? An explicit process focused on integration with key HR & business processes and transition of competency & skill development to internal resources. Stakeholder Involvement:  Select process owners  Change implementation team Outcomes:  Integrate skills and competencies into Systems and Structures  Transfer training competency to internal resources  Assess need for additional Change approaches and models (e.g. Org Design, Systems Thinking)  Process for continuous improvement  Coach process owners & all levels of change users Business Transition

18 Valuing Change, Inc. Organizational Change Through Collaboration Valuing Change, Inc. Organizational Change Through Collaboration For more information, contact: Valuing Change, Inc.


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