Change Management or Change Leadership? Dr Simon N Davey Managing Associate Preponderate.network “Making it easier for you to do what you do.”

Change and Change Management  Change: to cause to be different OR to undergo transformation  Change management: a systematic approach to dealing with change, both from the perspective of an organization and on the individual level “The amount of change that the leadership of an organisation desires must be balanced with the amount the organisation is capable of handling."

Ever heard of PRINCE? “It must be considered that there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things. For the reformer has enemies in all those who would profit by the old order, and only lukewarm defenders in all those who would profit by the new order, this lukewarmness arising partly from fear of their adversaries, who have the laws in their favor; and partly from the incredulity of mankind, who do not truly believe in anything new until they have had actual experience of it. Thus it arises that on every opportunity for attacking the reformer, his opponents do so with the zeal of partisans, the others only defend him halfheartedly, so that between them he runs great danger.”

Problem cases …  “ Problems combine human, organisational and technical factors. They cannot be solved purely by technologies and this is the reason why 90% of ICT investments do not meet their performance goals. ”  People  Organisations  Technology The melting pot …

Change is about people and not about technology  True but the technology is important  Maybe it ’ s about people and not about managers?  Do you know what needs to change?  FUD factor – fear, uncertainty and doubt   Q: Does the project lead the technology or vice versa?

Why change fails (IT projects or not) 1.Allowing too much complacency 2.Failing to create a coalition – people/trust/goal 3.Underestimating the power of vision 4.Undercommunicating the vision 5.Permitting obstacles to block the new vision 6.Failing to create short term wins 7.Declaring victory too soon 8.Neglecting to anchor changes firmly

The eight stage process of creating major change 1.Establishing a sense of urgency 2.Creating the guiding coalition – people/trust/goal 3.Developing a vision and a strategy 4.Communicating the change vision 5.Empowering broad based action 6.Generating short term wins 7.Consolidating gains and producing more change 8.Anchoring new approaches in the culture

Change and IT projects  Forget the technology … what are you DOING???  What your organisation does …  How it does it …  Why it does it …  What difference will the project make?  Who will it benefit?  Where ’ s the plan?  Now you can think about software …

Making change work for you  What are you doing and why? INSPIRE!  Get people involved (especially the naysayers)  Make it about the processes  Make it about the people they help  Manage expectations  Manage migration  Project Sponsor/Champion/Manager/Team  Speak their language – get in a critical friend  Seven simple rules

Seven simple rules for projects 1.Don't over-promise. 2.If in doubt keep it simple. 3.Make sure all key parties have agreed on the project definition (which depends on all parties contributing to and understanding the project definition) 4.Make sure management and trustees are committed to the project. The project management role is best located within the charity. 5.Make sure the project is sustainable. 6.Cover potential risks and liabilities. 7.Finishing projects well is an art is its own right

Leadership is …  “ Leadership isn ’ t about being loved by everyone. It ’ s about being respected by enough people to get the job done. ”

Thank you… “ Business analysis, requirements analysis, project plans and project management, change management and leadership in strategic ICT and business planning. ”  Simon Davey  Preponderate.net  E:  T: