1. nomad making moves towards mobile and flexible working Embedding Mobile Working David Cramond Atos Consulting 6 April, local e-gov EXPO 2006

2. Introduction Mobile working can make a major contribution to: Better customer service Smarter working Gains in efficiency Embedding mobile working involves managing effectively the changes that affect people An overall transformation plan with Change Management at its heart, is vital to embed change and deliver success

3. Structure of presentation Introduction Business case for mobile working How people react to change Business Transformation and Change Management Key elements of a Transformation Plan Q & A

4. Business case for mobile working A business case is a means of... providing an analysis of costs, benefits and risks putting an investment decision into a strategic context providing the information necessary to make a decision about whether to proceed with a mobile project It is the essential first activity of mobile technology investment http://www.projectnomad.org.uk/index.html Logically structured to take you through each stage of business case development

5. Structure of presentation Introduction Business case for mobile working How people react to change Business Transformation and Change Management Key elements of a Transformation Plan Q & A

6. How do people react to change? People need to move or be moved along this change curve denial commitment exploration anger bargaining depression SOURCE: ADAPTED FROM KÜBLER-ROSS (1969)

7. What is Change Management? Change management is the process of ensuring that the people most affected by proposed organisational changes are ready, willing and able to make the operational and behavioural changes required to deliver success. It is the Change Managers aim to ensure that people are willing and able to make the change happen

8. How important is it? Failure to define objectives - 17% Project Management Problems - 32% Technical issues - 14% Inexperience in scope and complexity - 17% Lack of communication - 20% SOURCE: AC SURVEY OF 276 MAJOR ORGANISATIONS Reasons cited for failure of major change projects Evidence suggests that only 20% to 50% of large-scale change projects succeed, and that the major cause of project failure is a failure to address the people issues

9. Structure of presentation Introduction Business case for mobile working How people react to change Business Transformation and Change Management Key elements of a Transformation Plan Q & A

10. Business Transformation change methodology Case for Change Future State Planning and Readiness for Change Change Leadership Stakeholder and Resistance Management Breakthrough Teams Implementation Support Operational Alignment Benefit Realisation Who is impacted? How do we embed change? How do we measure success? How do we implement change? Why do we need to change? What does the future look like? How do we get there? Are we ready to do it? How do we lead? COMMUNICATION DELIVERINGDEFINING ENGAGING

11. Business Transformation change methodology Case for Change Future State Planning and Readiness for Change Change Leadership Stakeholder and Resistance Management Breakthrough Teams Implementation Support Operational Alignment Benefit Realisation Who is impacted? How do we embed change? How do we measure success? How do we implement change? Why do we need to change? What does the future look like? How do we get there? Are we ready to do it? How do we lead? COMMUNICATION DELIVERINGDEFINING ENGAGING

12. Structure of presentation Introduction Business case for mobile working How people react to change Business Transformation and Change Management Key elements of a Transformation Plan Q & A

13. The case for change should answer... Why should we change? What is the change? What will happen if we dont change? How much change is involved? Investment required: time, technology, money What benefit will the change deliver and when?

14. Prioritising for Business Transformation… Early successes (which comprise both quick hits and early wins) Strategic Wins Therapeutic Wins (those which do not provide significant benefit but which reduce hassle) Things to avoid! These need to be planned for to ensure maximum impact in terms of both the bottom line and the contribution they make to mobilisation Benefit Complexity/time to realise Landmines

15. Business Transformation change methodology Case for Change Future State Planning and Readiness for Change Change Leadership Stakeholder and Resistance Management Breakthrough Teams Implementation Support Operational Alignment Benefit Realisation Who is impacted? How do we embed change? How do we measure success? How do we implement change? Why do we need to change? What does the future look like? How do we get there? Are we ready to do it? How do we lead? COMMUNICATION DELIVERINGDEFINING ENGAGING

16. Change leadership with senior level sponsorship... Programme Mgmt Exec Reviews performance of: All workstreams Frequency: Weekly … is also important to demonstrate the commitment of the organisation and to achieve and sustain momentum in roll out PM Exec Report Service Statistics Report Joint Project board Strategic Direction Frequency: As needed Project MeetingsService Reviews

17. opponents x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x indifferent x x x x x x x x resistors x x x x followers AGREEMENT WITH CHANGE PROGRAMME UNDERSTANDINGOF CHANGEPROGRAMME High Low Against For x x advocates The only group driving change Managing stakeholders… supporters This group has power as well as understanding

18. Business Transformation change methodology Case for Change Future State Planning and Readiness for Change Change Leadership Stakeholder and Resistance Management Breakthrough Teams Implementation Support Operational Alignment Benefit Realisation Who is impacted? How do we embed change? How do we measure success? How do we implement change? Why do we need to change? What does the future look like? How do we get there? Are we ready to do it? How do we lead? COMMUNICATION DELIVERINGDEFINING ENGAGING

19. Staff involvement at all levels is vital Involvement is a prerequisite of commitment Commitment brings success Success must be recognised Recognition of success builds motivation The more motivated a team becomes, the more involved they will want to be

20. Key messages Embedding mobile working involves managing effectively the changes that affect people An overall Transformation Plan with Change Management at its heart is vital. This should include: Visible and senior leadership and sponsorship A business-driven case for change Effective stakeholder management and communication Staff involvement at all levels Clear focus on benefits realisation planning

21. Structure of presentation Introduction Business case for mobile working How people react to change Business Transformation and Change Management Key elements of a Transformation Plan Q & A