Presentation on theme: "Change Acceptance Process"— Presentation transcript:
1 Change Acceptance Process A Best Practice of Managing Organizational Change
2 Challenges of Change Internal factors: Leadership, employees set in their waysComplexity causing paralysisTakes too long to innovateTechnology LagLack of willingness to do what it takesExternal factorsIncreased competitionRapidly changing market conditions
3 A Change MethodologyA 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 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 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 1995.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 Components of Effective Change Q x A = EQ = 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 stakeholdersE = The overall “Effectiveness” of the change execution to solve the problem, challenge or opportunityYour change initiative needs both a high “Q” and a high “A” score to be successful
7 Reasons Change Fail Not establishing a great enough sense of urgency Not translating the vision into meaningful termsNot having visible leadership for the changeNot identifying and understanding key stakeholdersNot systematically planning to deal with resistanceNot anchoring the change in the company / organization culture and infrastructureDeclaring victory too soonFocusing on the launch and not the long-haulThe ‘A’ Factor
8 Ongoing Change Research 100% of all changes evaluated as “successful” had a good solution or approachOver 98% of all changes evaluated as “unsuccessful” also had a good solution or approachWhat is the differentiating factor between success and failure?
9 Copyright Demeter Matrix Alliance & Sun Microsystems, Inc., 2004 CAP ModelIntegrateThe ChangeCompellingBusinessNeedEngageSupportAndResistanceMobilizedCommitmentSharedVisionMap theTransitionFocusedLeadershipCopyright Demeter Matrix Alliance & Sun Microsystems, Inc., 2004
10 Mobilized Commitment: CAP ModelMobilized 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.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.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.IntegrateThe ChangeCompellingBusinessNeedEngage Support andResistance: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.EngageSupportAndResistanceShared 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.MobilizedCommitmentSharedVisionMap theTransitionFocusedLeadershipMap 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.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.Copyright Demeter Matrix Alliance & Sun Microsystems, Inc., 2004
11 Using the Model Provides a ‘Pilot’s Checklist’ for change A flexible, non-linear model – all principles used repeatedly throughout a changeContains tools to creates conversations and opportunities to apply strategic thought to the influencing of othersHelps teams identify ways to achieve behavioral change and enhance their action planning
12 Change Model & Methodology Implementation Approach
13 Our Approach to Introduce & Implement a Change Methodology Entire OrganizationBusiness TransitionBusiness IntegrationGo/No Go?Stakeholder InvolvementBusiness ApplicationLeadershipAlignmentLimitedTime
14 Stakeholder Involvement Leadership AlignmentAn 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 LeadershipChange implementation teamOutcomes:Define the Business CaseBuild agreement with leadershipCreate roll out strategy & implementation planIdentify target processes and desired outcomesDetermine competency development neededDesign/customize Change Effectiveness training & toolkitIdentify difficult conversations inherent in targeted processesCoach key leaders & stakeholdersLeadershipAlignmentStakeholder InvolvementTimeBusiness ApplicationBusiness IntegrationBusiness TransitionGo/No Go?
15 Stakeholder Involvement Business ApplicationPilot application of Change methodology on select business processes/projects to determine applicability and feasibility of expanded business application.Stakeholder Involvement:Select LeadershipSelect process / project owners and teamsChange implementation teamOutcomes:Model application of Change Effectiveness methodologyLaunch of initial suite of training programsTrain initial group of Change Effectiveness facilitators*Ensure difficult conversations are surfaced and addressed with candor and integrityEvaluate effectiveness of pilot effortsCreate expanded roll out strategy & implementation planCoach leaders & change facilitatorsLeadershipAlignmentStakeholder InvolvementTimeBusiness ApplicationBusiness IntegrationBusiness TransitionGo/No Go?* Depending on rollout strategy, selecting and equipping initial wave of Change Facilitators may be pushed to phase 3.
16 Stakeholder Involvement Business IntegrationExpand rollout of Change Effectiveness methodology to selected or all business functions / unitsStakeholder Involvement:Entire Business or subset as define by rollout strategyChange implementation teamOutcomes:Application within business functions / unitsRevise and finalize Change Effectiveness model, toolkit and initial suite of trainingExpand network of trained Change Effectiveness facilitatorsDesign/develop Change Mastery and/or Practitioner’s ClinicsDevelop on-line tools / aidsMonitor roll out plan and business impactConsult on Change Effectiveness initiativesCoach leaders & change facilitatorsLeadershipAlignmentStakeholder InvolvementTimeBusiness ApplicationBusiness IntegrationBusiness TransitionGo/No Go?
17 Stakeholder Involvement Business TransitionAn explicit process focused on integration with key HR & business processes and transition of competency & skill development to internal resources.Stakeholder Involvement:Select process ownersChange implementation teamOutcomes:Integrate skills and competencies into Systems and StructuresTransfer training competency to internal resourcesAssess need for additional Change approaches and models (e.g. Org Design, Systems Thinking)Process for continuous improvementCoach process owners & all levels of change usersLeadershipAlignmentStakeholder InvolvementTimeBusiness ApplicationBusiness IntegrationBusiness TransitionGo/No Go?
18 For more information, contact: Valuing Change, Inc.