University of Portsmouth Managing Change at VT Group Michael Staunton Organisation Development Director 28 October 2009

Content  New Organisational Model at VT  Ulrich model for HR – Shared Services  New structure for Organisation Development  Implementing the change  Kotter on Change  Individual reactions and feedback method  Lessons learnt

What does the restructuring mean? For the business  Customer Focus  Platform for growth  Greater governance  Better consistency: one Group, one team, one way of working For you  Transparent process  Individual Consultation  Support and feedback

Ulrich Model – HR Shared Services

Implementing the Change  Briefing in groups  Sharing the data and reasons for change  Interviewing of internal candidates for new roles  1:1 sessions  Electronic communications – s, news letters ‘positive messages’ briefings etc

Kotter Eight change phase model:  Establish a sense of urgency  Create a coalition  Develop a clear vision  Share the vision  Empower people to clear obstacles  Secure short-term wins  Consolidate and keep moving  Anchor the change N.B. According to Kotter, it is crucial to follow the eight phases of change in exact sequence. John Kotter Leading Change (1996)

Eight reasons why many change processes fail:  Allowing too much complacency  Failing to build a substantial coalition  Understanding the need for a clear vision  Failing to clearly communicate the vision  Permitting roadblocks against the vision  Not planning and getting short-term wins  Declaring victory too soon  Not anchoring changes in corporate culture John Kotter Leading Change (1996)

Process of Transition

Getting feedback – example After Action Reviews  AAR implemented – to generate feedback to assess position today and future phases of the programme  Core Questions – What has gone well? What has not gone well? What needs to be changed?  Output collated and not attributable to individuals or teams  Taking the temperature to guide the process

Lessons Learned  Change is not only about processes; systems; structure; strategy etc ultimately it is about people and their emotions - you have to win the “hearts and minds”  Complex change often leads to forgetting the end game - and falling in love with the activity - keep your eyes on the prize!  Managing Change does not have easy answers - ten point plans; text books answers; etc it is a dynamic often irrational and can have unintended consequences  Change is dynamic; iterative; and flexible - you have to be too