1. Organizational Change Management
Leading Change in Information Technology

2. What Is Organizational Change?
Organizational change is defined simply as:
changes in organizational behaviors and employee attitudes to move from a current state to a desired future state based upon external stimuli triggering the event
Changes in the external environment effect changes in a company’s strategy, which drives technology, business processes, and organization
Addressing organizational change problems involves the introduction of Organizational Change Management (OCM)
Time
Productivity
Impact of New Technology
Managed Change

3. Why Do Change Programs Fail?
Resistance by Employees
Inadequate Sponsorship
Unrealistic Expectations
Poor Project Management
Business Case not Compelling
Project Team Lacked Skills
Scope Expansion / Uncertainty
No Organizational Change Plan
The items denoted in RED are the areas that OCM efforts can impact.
Silos/No Horizontal Process View
Source: Deloitte CIO Survey
Change Leadership issues are noted in RED
IT Perspective not Integrated

4. Why Do We Need OCM in IT?
OCM is how an organization goes about implementing the human changes brought about by Technology and Business Process Improvements.
The process of change management deals with the mechanisms of human transitions, the way personnel within an organization relate to change in their lives, and why some change efforts are successful while others fail.
Successful change management and successful business management require effective integration and alignment of system and structure to support an effective culture. It requires attention to all major elements that impact organizational performance.

5. Change is Not an Event...it is a Process
Help People See
Understand the Logic
Compelling situations are created to help others visualize problems, solutions, or progress in solving complacency, strategy, empowerment or other key problems within the eight steps
The logic from the analysis feeds into the creation of the compelling situations
Change Behavior
Emotionally
charged ideas change behavior or reinforce changed behavior
Hit the Emotions
Help People See
Compelling, dramatic situations are created to help others visualize problems, -solutions, or progress in solving complacency, strategy, empowerment, or other key problems within the 8 steps.
Seeing something new hits the emotions
The visualizations provide useful ideas that hit people at a deeper level than surface thinking.
Emotionally charges ideas change behavior or reinforce changed behavior
The visualizations provide useful ideas that hit people at a deeper level than surface thinking. They evoke a visceral response which reduces emotions that block change and enhances those that support it.

6. SCE’s Eight Steps of Change
8. Make it Stick
Implementing & Sustaining Transformation
7. Sustain the Change
6. Create Short-term Wins
Engaging & Enabling the Whole Organization
5. Plan/Organize/Enable Action
Creating a Climate for Change
4. Communicate for Buy-in
Here is SCE’s 8-step approach (based on Kotter’s Heart of Change model)
Based on See-Feel-Change model – basically, show people the problem you are trying to solve (based on analysis and logic). Show them the problem in an emotionally impactful way. By creating that emotional connection, people feel the need to change. This clears a great deal of resistance and creates a demand for change.
Three threads
Create the Climate for change
Engage & enable the whole organization
Implement & Sustain the transformation
3. Define the Change Impacts
2. Create the Vision & Build the Guiding Team
1. Create a Sense of Shared Need & Urgency
Based on Kotter, John P. Leading Change. Boston: Harvard Business School Press

7. Eight Steps of Change and Behavior
Each step is designed to create a new behavior in the organization that will support the change process
Step
Action
New Behavior 1
Create a Sense of Shared Need and Urgency
People start telling each other, “let’s go, we need to change things!”
[Note: This is the most important step. If you lose urgency the change effort grinds to a halt, maintain it and you will be able to navigate the remaining 7 Steps.] 2
Create the Vision and Build the Guiding Team
A group powerful enough to guide a big change is formed and they start to work together well. The guiding team develops the right vision and strategy for the change and begins to engage key stakeholders. 3
Define the Change Impacts
The guiding team identifies the organizational and personal impacts required to realize the vision. 4
Communicate for Buy-In
People begin to buy into the change and this shows in their behavior 5
Plan/Organize/Enable Action
More people feel able to act, and do act, on the vision. 6
Create Short-term Wins
Momentum builds, as more and more people try to fulfill the vision, while fewer and fewer resist change 7
Sustain the Change
People make wave after wave of changes until the vision is fulfilled 8
Make It Stick
People keep behaving in new ways despite the pull of tradition, turnover of change leaders, etc.
Here are the 8-steps outlined at a very high level. We’ll be using the 8-steps to organize our activities and tools. Using the 8 steps also helps us communicate what we do in Change Management to those who either don’t know about CM or see it as too soft or ambiguous.
The blue/yellow/red coloring helps outline the phase you are in.
Creating a Climate for Change is steps 1-3 = Getting things ready
Engaging & Enabling the Whole Organization is 4-6, Getting things started and Implementing & Sustaining Transformation is 7-8, Getting it embedded
Most projects rush to step 4 and 5 – ‘say something and get going’, but they never get to 7 because they try to bite off more than the organization can chew in the initial steps – so things get bogged down and stall.
Based on Kotter, John P. Leading Change. Boston: Harvard Business School Press

8. Tools & Accelerators for Each Step
8. Make it Stick
7. Sustain the Change
6. Create Short-term Wins
Targeted Reinforcement Strategy
Perform-ance Mgt Process Continuum
Balanced Scorecard
Perform-ance Appraisal Design Approach
Project QA Program Materials
Perform Alignment and Mgt. Strategy
Sample Tools
5. Plan/ Organize/ Enable Action
User Satisfaction Survey
Sponsor Assess-ment (update)
Stakeholder Awareness Assess-ment (update)
Leader Action Plans
Change Challenge Session Materials
Don’t Let Up Field Guide
4. Commun. for Buy-in
Quick Hit Workshop Template
Quick Hit Action Plan Template
Quick Hit Evaluation Guidelines
3. Define the Change Impacts
Change Agent Assessment
Sponsorship Assessment
Org. Structure Primer
Performance Primer
Client Readiness Assessment
Stakeholder Action Plan
Project Team Assessment
2. Create the Vision
Stakeholder Analysis
Audience Analysis / Prioritiza-tion Matrix
Communication Media Analysis & Survey
Media Usage Matrix
Communication Matrix
Stakeholder Action Plan
1. Sense of Need & Urgency
Impact Assess-ment
Organiza-tional Analysis Survey
Position Prototype
Cultural Assess-ment
Change Impact Analysis
Force Field Analysis
Project Team Charter
Responsibility Charting
Managing Expectation
Visioning Basics Guideline
Sponsor-ship Action Plan
Problem Statement
Project Description
Climate for Change Assessment
Risk Wheel

9. Managing Change at SCE: An Example
Project: PlanView Project/Resource Mgmt System
Type of Change: System and Process change Scope: IT Users
Vision & Sponsorship
- Executive Sponsor Team
- Process Owners
User Training Plan
- Customized classroom Training by role
- 1 hr Web based training
Communicate for Buy-in
- Timely & consistent message to all users
- Information disseminated via OCM Reps
User Web Site
- Central repository of info
- Training materials
- Project status
- FAQs and Pointers
PlanView
Implementation
SMEs
- Subject Matter Experts by role
- First line of user support
Process Team
- Developed new processes around the system
- Addressed process change issues
OCM Reps
- Change Agents from each work group
- Single point of contact for their group
- Issue escalation & resolution