2. Change Acceleration Process (CAP)
GE Change Acceleration Process
31 August 2004
Change Acceleration Process (CAP)
Effective
<
The Key to Change
Change Acceleration Process (CAP)
CAP is a proprietary process developed by GE to be used within our businesses and shared with key strategic partners around the world.
Revised CAP materials, August 2004

3. Change Culture: A Continuing Journey
GE Change Acceleration Process
31 August 2004
Change Culture: A Continuing Journey
Lean Six Sigma
Speed & Quality
2005+
Growth:
IB’s, CECOR, Lean, Customer Centric, Execution
2004
Imagination at Work:
Imagine, Solve, Build, Lead
Using Change as a Strategic and Competitive Advantage
Optimizing Change Effectiveness
Building a Culture that Drives Change
2003
ACFC (At the Customer For the Customer):
Faster, Better, Closer to the Customer
2000
Digitization:
Sell, Buy, Make using Technological Tools
1998
Six Sigma Quality:
Productivity, Span, Data-Driven Decision-Making
1996
Make Customers Winners:
GE Tool-Kit
Key Strategic Initiatives:
QMI*, NPI*, OTR*, SP*, Productivity, Globalization
Change Acceleration Process (CAP):
Increase success and accelerate change
1992
A Continuing Journey…
In 1992, GE Chairman & CEO Jack Welch wanted to put in place a framework to accelerate the pace of change as a competitive advantage vs. just managing change: " the future is coming faster than we can predict it.” He felt that we could not just manage change. We had to actually go faster, get out in front of change in order to drive and get the competitive advantage.
A group of consultants/experts were hired and “locked“ in a Crotonville conference room to build a framework or process for change. They looked at personal change, weight loss, business/organizational change, historic change, etc…
The consultants were concerned that what they had designed wasn’t “new and improved” enough. They reported to Jack and he commented:
"That’s the problem … what you are missing is that this may be common sense but not common practice. We don’t do these steps every time, we skip steps and wonder what happened"
To date there hadn't been a good process documented.
CAP was not the first step in the journey, nor was it the last. CAP represents a key stone in a solid foundation of ongoing cultural change.
CAP cannot and does not stand alone. To be effective, CAP requires the mindset and behaviors inherent to Work-Out and the other initiatives. Without that environment, CAP is only a set of tools and exercises that will frustrate leaders and followers alike.
Process Improvement:
Process-mapping, re-engineering, Bullet Train Approach
Productivity / Best Practices:
Benchmarking External Organizations, Sharing Best Practices
Work-Out™ / Town Meetings:
Empowerment, action – Expert-Driven Decision-Making, Action Work-Outs™, Customized Work-Outs™
1989
* New Product Introduction, Quick Market Intelligence, Order to Remittance, Supplier Partnership
Revised CAP materials, August 2004

4. GE Change Acceleration Process
31 August 2004
Change Research
100% of all changes evaluated as “Successful” had a good technical solution or approach
Over 98% of all changes evaluated as “Unsuccessful” also had a good technical solution or approach
What is the differentiating factor between success and failure?
The Research
Solid technical solutions were found both in successful and most unsuccessful changes! Having the right solution did not seem to determine the success of the change.
What could be the differentiating factor?
Revised CAP materials, August 2004

5. …From Your Change Experiences
GE Change Acceleration Process
31 August 2004
…From Your Change Experiences
Elements of Successful Change:
__________________________________________
Elements of Unsuccessful Change:
Your Change Experiences
Key Factors Differentiating Successful Change Efforts
________________________________________________________________________________
Revised CAP materials, August 2004

6. Effective Change Equation
GE Change Acceleration Process
31 August 2004
Effective Change Equation
Q x A = E
Q = Qualitative/Technical Solution
A = Acceptance/Engagement
E = Overall Effectiveness
The Change Effectiveness Equation
This basic equation illustrate the powerful message uncovered by the CAP development team.
Having an effective solution is not enough! You must develop acceptance among those leading and affected by the change.
Key Points
Good solutions to a problem do not guarantee successful implementation.
People are the key to success or failure in achieving successful change. It is said that 75% of all change efforts fail (Bullet Point Magazine March 96) as do % of re engineering projects.
If addressing a problem involves changing the way people do things, people’s actions have to be part of the solution.
Organizations are collections of people…there is no output, $’s, product, service without them. CAP helps us with People Acceptance of a Change, because change IS personal and Resistance IS expected. Human Beings tend to be resistant to change and can initially view it as a loss. We are creatures of habit…we want things to get better as long as everything stays the same. I’m okay with Change as long as its about you and your group…when it impacts me… resistance shows up. Remember our good friend Dilbert ….”Change is good ! YOU go First !”
Not everything that counts can be counted. Not everything that can be counted, counts –Albert Einstein
Revised CAP materials, August 2004

7. Lessons Learned: 2 Components to Any Change
GE Change Acceleration Process
31 August 2004
Lessons Learned: 2 Components to Any Change
Facilitative Leadership
Technical Strategy
Change initiative
focused on
customer needs
(target)
Cultural, Organizational Strategy
Linking Strategies Together:
Match the activity or initiative with the type of strategy (T or C).
Six Sigma
Work-Out
Communications
Problem Solving
Facilitation Skills
Team Building
The Challenge = Do It With Speed!
Revised CAP materials, August 2004

8. GE Change Acceleration Process
31 August 2004
CAP: The Basics
Provides a ‘Pilot’s Checklist’ for change leadership
A flexible non-linear model used throughout a change process
Applies strategic thinking to the influencing of others
Contains tools to help change teams identify ways to achieve behavioral change
What is CAP? - The Basics
Checklist:
________________________________________________________________________________
Non-Linear Model:
Influencing Others:
Behavioral Change:
Revised CAP materials, August 2004

9. GE Change Acceleration Process
31 August 2004
The GE CAP Model
Leading Change
CURRENT STATE
TRANSITION STATE
IMPROVED STATE
Creating a Shared Need
Shaping a Vision
Mobilizing Commitment
Making Change Last
The Three States of Change:
________________________________________________________________________________
The Seven CAP Processes:
Monitoring Progress
Future State
Systems and Structures
Revised CAP materials, August 2004

10. GE Change Acceleration Process
31 August 2004
CAP: A Model for Change
Leading Change
Having a sponsor/champion and team members who demonstrate visible, active, public commitment and support of the change.
Creating A Shared Need
The reason to change, whether driven by threat or opportunity, is instilled within the organization and widely shared through data, demonstration or demand. The need for change must exceed its resistance.
Shaping A Vision
The desired outcome of change is clear, legitimate, widely understood and shared; the vision is shaped in behavioral terms.
Mobilizing Commitment
There is a strong commitment from constituents to invest in the change, make it work, and demand and receive management attention; Constituents agree to change their own actions and behaviors to support the change.
Making Change Last
Once change is started, it endures, and learnings are transferred throughout the organization. Change is integrated with other key initiatives; early wins are encouraged to build momentum for the change.
Monitoring Progress
Progress is real; benchmarks set and realized; indicators established to guarantee accountability.
Changing Systems And Structures
Making sure that the management practices (Staffing, Development, Rewards, Measures, Communication, Organizational Design and Information Technology Systems) are used to complement and reinforce change
Revised CAP materials, August 2004

11. GE Change Acceleration Process “Off to a Good Start”
31 August 2004
Setting Up for Success
“Off to a Good Start”
Setting Up for Success
In this segment, we will establish change teams and get them started on a project that will be used throughout the program to practice tools and skills.
Revised CAP materials, August 2004

12. Why is this Important? SU
GE Change Acceleration Process
31 August 2004
Why is this Important? SU
A "good start" is essential to long-term success
Even straightforward projects must be "scoped" to ensure attention is focused on essential elements & deliverables
Effective teams are formed through deliberate actions, starting with clarification of roles, responsibilities and expectations
Time Invested up-front Pays Rich Rewards ‘Down-Stream’ Go Slow To Go Fast!
Revised CAP materials, August 2004

13. GE Change Acceleration Process
31 August 2004
What is the Outcome? SU
Clear roles, responsibilities and expectations for all parties (Sponsor, Team Leader, Team Members, CAP Coach, Others)
A well-defined scope of work for the project that all parties understand and are committed to achieving
An effective project execution structure and process
Revised CAP materials, August 2004

14. Setting Up for Success: Tools SU
GE Change Acceleration Process
31 August 2004
Setting Up for Success: Tools SU
Project Definition
SCOPE:
Timing
Organizations Involved
Processes Involved
Levels Involved
GOALS:
Results / Target for Project
Measurements of Success
ROLES:
What is Their Role?
Who Should be on Project Team?
Project Definition Tools
Bounding Tools:
GRPI
Includes / Excludes
Process Focus (SIPOC / COPIS)
In the Frame / Out of the Frame
Alignment Test:
15 words
Critical Success Factors
Significance Test:
On the Screen
Scope:
________________________________________________________________________________
Goals:
Roles:
Bounding:
Alignment:
Significance:
Revised CAP materials, August 2004

15. Project Scoping Tools SU
GE Change Acceleration Process
31 August 2004
Project Scoping Tools SU
In & Out of the Frame
Used For:
Creating a visual picture of the elements in “Scope” (frame) and out of “Scope” for the project
15-Word Flip Chart
Used For:
Developing a Project
Definition Statement
In the Frame / Out of the Frame Flip Charts
Draw a large square "picture frame" on a flip chart (or use tape on a wall) and use this metaphor to help the team identify what falls inside the picture of their project and what falls out. This may be in terms of type and extent of end results, people impacted, time frame, product lines, sites, etc.
15-Word Flip Chart
Each team member is given a flip chart page and marker. They must write, in 15 words or less, the project definition. Post all and check for agreement. Double check all fuzzy words by circling them and asking "What does it look like?" or "How will we know it when we have it?".
PROJECT
DEFINITION
Project Scoping
We need clarity on what is and is not a part of the project as well as alignment of the perspectives of all team members.
Revised CAP materials, August 2004

16. GE Change Acceleration Process
31 August 2004
Leading Change
CURRENT STATE
TRANSITION STATE
IMPROVED STATE
Leading Change
Systems and Structures
Monitoring Progress
Mobilizing Commitment
Shaping a Vision
Creating a Shared Need
Making Change Last
Leading Change
Pervasive through the stages of change, Leading Change is the first process we will look at. Remember that in real-life, the processes are not linear (one always following the other) and that you may need to start in different processes on different projects.
Revised CAP materials, August 2004

17. Why is this important? LC
GE Change Acceleration Process
31 August 2004
Why is this important? LC
Strong, committed leadership is critical to accelerating change at all levels.
Leadership impacts all other change elements.
Change Leadership is not a part-time activity.
Revised CAP materials, August 2004

18. GE Change Acceleration Process
31 August 2004
What is the outcome? LC
Visible, active and public commitment/support.
Willingness to take personal initiative and challenge the status quo.
High levels of attention to the project through the time, passion and focus given to the project by leaders at all levels.
Leaders actively modeling CAP concepts, language and tools.
Successful change initiatives require strong, committed Leadership throughout the entire project life-cycle
Revised CAP materials, August 2004

19. Leading Change Model LC
GE Change Acceleration Process
31 August 2004
Leading Change Model LC
FOCUS / AGENDA
Enroll Others
Facilitative Leadership Skills
Win/Win
Change
Skills
TIME
Planning
Behavior: “Walk the talk”
ENERGY / PASSION
Personal involvement
Is "known for "
Exercise:
Identify examples of leaders exhibiting these skills/behaviors.
Time
________________________________________________________________________________
Energy / Passion
Focus / Agenda
Time x Focus/ Agenda x Energy/ Passion = Attention
Revised CAP materials, August 2004

20. Leadership Assessment Tools: LC
GE Change Acceleration Process
31 August 2004
Leadership Assessment Tools: LC
Calendar Test (Time Audit)
Used For:
Stimulating thinking and team discussion about the degree of attention & commitment change leaders are modeling.
CAP Self-Assessment
Used For:
Assessing current capacity to show specific competencies in each of the seven core CAP processes.
Change Acceleration Process
Self-Assessment
Identify 4-5 things you feel very strongly about (at home or work).
Check your calendar for the last 2-3 months to see what % of your time is spent on those things you say are important to you 1 2 3 4
Leads change 1 2 3 4
Creates a shared need 1 2 3 4 5 1 2 3 4 5
Shapes a vision 5
Leadership Assessment Tools
How are we as leaders doing with meeting our commitments and managing our behaviors? 1 2 3 4 5 5
Mobilizes commitment 1 2 3 4 5 1 2 3 4 5
Makes change last 1 2 3 4 5 1 2 3 4 5
Monitors progress 1 2 3 4 5
Changes systems & structures 1 2 3 4 5
Revised CAP materials, August 2004

21. GE Change Acceleration Process
31 August 2004
Creating a Shared Need
CURRENT STATE
TRANSITION STATE
IMPROVED STATE
Leading Change
Systems and Structures
Monitoring Progress
Mobilizing Commitment
Shaping a Vision
Creating a Shared Need
Making Change Last
Creating a Shared Need
Important early and then throughout the change process, Creating a Shared Need addresses resistance and links people personally and professionally to the change.
Revised CAP materials, August 2004

22. Why is this Important? CSN
GE Change Acceleration Process
31 August 2004
Why is this Important? CSN
Forces any resistance or apathy to be addressed head-on.
Validates why the project is important and critical to do.
Builds the momentum needed to get the change initiative communicated and launched.
Revised CAP materials, August 2004

23. GE Change Acceleration Process
31 August 2004
What is the Outcome? CSN
Awareness of the dissatisfaction with the current state.
A shared recognition, by both the team and key stakeholders, of the need and logic for change.
The ability to frame and communicate the need for change as a combination of threats and opportunities.
Creating a Shared Need produces the ‘urgency’ to build momentum for acceptance of the change initiative
Revised CAP materials, August 2004

24. Creating a Shared Need Tools: CSN
GE Change Acceleration Process
31 August 2004
Creating a Shared Need Tools: CSN
Threat / Opportunity Matrix
Used For:
Framing the need for change as a combination of threat & opportunity over the short and long term
Three D’s Matrix
Used For:
Building your case for change with evidence using data, demonstration & demand
Answers the question: “Can I prove it?”
Short
Term
Long Term
Threat
If we don’t make this change
Opportunity
if we do make this change
Types of Proof
Examples
Data/ Facts:
Numbers / trends / statistics
Graphs / Financials
Benchmark / competitive data
Demonstrate:
Finding Examples
Best Practices
Visiting other Organizations / Panels/ Pilots/ Testimonials
Demand:
Dynamic Leadership (Setting High Standards/ Accountability)
Customers / Suppliers / Competition (Int. / Ext.)
Creating a Shared Need – Tools:
Why should we change?
How will we communicate or prove our case to different?
Revised CAP materials, August 2004

25. GE Change Acceleration Process
31 August 2004
Shaping a Vision
CURRENT STATE
TRANSITION STATE
IMPROVED STATE
Leading Change
Systems and Structures
Monitoring Progress
Mobilizing Commitment
Shaping a Vision
Creating a Shared Need
Making Change Last
Shaping a Vision
Where are we going?
What will it look like when we get there?
What mindsets and behaviors will demonstrate that we’ve arrived?
Revised CAP materials, August 2004

26. Why is this important? SV
GE Change Acceleration Process
31 August 2004
Why is this important? SV
Visions paint a picture that appeals to the “head and heart” and answers the question, “Where are we heading?”
A clear statement about the future situation helps gain genuine commitment
An understandable vision helps establish the milestones to monitor progress and change systems & structures
Revised CAP materials, August 2004

27. GE Change Acceleration Process
31 August 2004
What is the outcome? SV
A clear statement about the outcomes of the change
A view of the future state that is:
Customer focused
Not just one person’s dream
Challenging
Evolving, not static
Behavioral and actionable
Easy to understand
Visions provide Direction and Motivation for Change
Revised CAP materials, August 2004

28. Shaping a Vision Tools: SV
GE Change Acceleration Process
31 August 2004
Shaping a Vision Tools: SV
Key Phrases Exercise
Used For:
Involving all team members and capturing individual perspectives
Backward Imaging Exercise
Used For:
Helping team members think about the future they are working to create
Individually jot down key phrases that capture the essence of why the team exists.
Collect and collate into vision statement.
"Test" on customers, vendors, employees.
Modify as necessary.
Imagine a point in the future when the project has been very successful.
Find words to describe what you would see, hear, feel as you observe key stakeholders functioning in the new, changed state.
Collate, debate, reach consensus on your vision statement, "test" on others & modify
Shaping a Vision – Tools:
The first step is to create or articulate the vision…
Shared Visions come from collective efforts that reflect individual perspectives
Revised CAP materials, August 2004

29. Focusing Vision on Behaviors: SV
GE Change Acceleration Process
31 August 2004
Focusing Vision on Behaviors: SV
Bull's Eye Chart Exercise
Used For:
Developing a Vision that is stated in actionable, behavioral terms
More of/Less of Exercise
Used For:
Clarifying what the team expects from the new state in behavioral terms
Making a Vision
Actionable
Vision _________________________
Behaviors
More of Less of
• •
Vision
Mindset
Behavior
Shaping a Vision – Tools:
The second step is to “behavioralize” the vision…
A shared vision is more than a flowery statement of a future state. It defines how people will act and perform when they are aligned with the vision. The Vision needs to be “behavioralized”, translated into actions and behaviors.
“A Different Kind of Car Company”
What does it look like?
How do people “live” and demonstrate the vision?
“Imagination at Work”
________________________________________________________________________________
Stating the Vision in actionable, behavioral terms helps the team gain commitment and identify sources of resistance
Revised CAP materials, August 2004

30. Elevator Speech Worksheet: SV
GE Change Acceleration Process
31 August 2004
Elevator Speech Worksheet: SV
A “reality check” to ensure that team members see the project the same way.
To ensure that the team members spread a unified consistent message.
"Here's what our project is about…” (Charter, Project Definition Tools)
"Here's why it's important to do…” (Shared Need Tools)
"Here's what success will look like …” (Shaping a Vision Tools +Milestones)
"Here's what we need from you…” (Responsibilities, Commitments, Project Plans)
"Here's what you can count on from me …” (Commitments, Action, Follow-up)
(Output may change by stakeholder – one size does not fit all)
What our project is about:
________________________________________________________________________________
Why it is important to do:
What success will look like:
What we need from others:
What you can count on from me:
Revised CAP materials, August 2004

31. Mobilizing Commitment
GE Change Acceleration Process
31 August 2004
Mobilizing Commitment
Leading Change
Creating a Shared Need
Shaping a Vision
Mobilizing Commitment
Making Change Last
Mobilizing Commitment
The heart of facilitating change is engaging people in the change. In this section we will examine some tools and processes for engaging stakeholders and those affected by the change.
Monitoring Progress
CURRENT STATE
TRANSITION STATE
IMPROVED STATE
Systems and Structures
Revised CAP materials, August 2004

32. Why is this Important? MC
GE Change Acceleration Process
31 August 2004
Why is this Important? MC
Understanding the key stakeholders whose support and commitment will “make or break” the change effort.
Key difference between success and failure.
Revised CAP materials, August 2004

33. GE Change Acceleration Process
31 August 2004
What is the Outcome? MC
Coalition of committed stakeholders.
Identification of potential resistance and a strategy to overcome it.
Mobilizing the Commitment of Key Stakeholders is Essential to the Success of the Change
Revised CAP materials, August 2004

34. Mobilizing Commitment Tools: MC
GE Change Acceleration Process
31 August 2004
Mobilizing Commitment Tools: MC
Stakeholder Analysis For Change
Used For:
Identifying stakeholders and their current level of commitment to the change initiative
Technical-Political-Cultural Analysis
Used For:
Identifying, labeling and understanding sources of resistance
Names
Strongly
Against
Moderately
Neutral
Supportive
Stakeholder Analysis for Change
Sources of Resistance
Definition Causes
of Resistance
Examples
Rating
Technical
Political
Cultural
Mobilizing Commitment – Tools:
Who are the critical stakeholders and what is their current level of support?
What key sources of resistance might influence our constituency?
People resist or support change for a variety of reasons.
Revised CAP materials, August 2004

35. GE Change Acceleration Process
31 August 2004
CAP Toolkit: MC
Threat vs. Opp.
More of Less of
3D Matrix D
Influencing Strategy
Stakeholder Analysis /
Visioning
Vision
Mindset
Behavior
CAP Toolkit
Use a full range of tools to facilitate your influence strategy.
Elevator Speech
TPC Analysis T P C
Revised CAP materials, August 2004

36. Systems and Structures
GE Change Acceleration Process
31 August 2004
Systems and Structures
CURRENT STATE
TRANSITION STATE
IMPROVED STATE
Leading Change
Systems and Structures
Monitoring Progress
Mobilizing Commitment
Shaping a Vision
Creating a Shared Need
Making Change Last
Systems and Structures
How do we weave the change into the very fabric of our business processes and culture?
Revised CAP materials, August 2004

37. Why is this Important? CSS
GE Change Acceleration Process
31 August 2004
Why is this Important? CSS
Successful change often involves significant realignment and leveraging of the way we organize, communicate, measure, train, develop, reward, compensate, promote and other systems within the organization.
Desired new behaviors (More of …Less of …) are reinforced through consistent attention to organizational Systems & Structures.
Revised CAP materials, August 2004

38. GE Change Acceleration Process
31 August 2004
What is the Outcome? CSS
Identification and utilization of key Systems & Structures that must be addressed to sustain project success.
Utilization of Systems & Structures Best Practices.
Alignment of Systems & Structures with desired behaviors.
Identifying and re-aligning key Systems & Structures are necessary for successful, long-lasting change
Revised CAP materials, August 2004

39. Factors to Consider: CSS
GE Change Acceleration Process
31 August 2004
Factors to Consider: CSS
Staffing
(Acquiring/placing talent)
Development
(Building competence/capability)
Measures
(Tracking performance)
Rewards
(Recognizing/rewarding desired behavior)
Communication
(Using information to build and sustain momentum)
Organization Design
(Organizing to support the change initiative)
IT Systems
(Utilizing IT technology to enable changes to be successful and sustained)
Resource Allocation
(Adjusting or planning for financial and other resources to support the change project)
Factors:
These categories represent most of the infrastructure of the business.
Are these systems and processes aligned with the change, or might they conflict?
What adjustments will be necessary to assure system wide support?
Revised CAP materials, August 2004

40. Three Step Alignment Process CSS
GE Change Acceleration Process
31 August 2004
Three Step Alignment Process CSS
Vision
Mindset
Behavior
3. Creating future Systems & Structures
2. Current Systems & Structures Assessment
What about the current S&S is Helping or Hindering us from achieving the desired state behaviors?
Develop Influence Strategy/ Action plan.
1. Identify Key Systems & Structures
What’s Missing?
Identify Characteristics of New Systems & Structures.
Determine Systems & Structures to Remove or Build.
Identify Who to Engage and Develop Influence Strategy.
Degree of Difficulty
Helping Hindering Actions
Which Systems & Structures Most Impact the New Behaviors?
Identify the Key Stakeholder(s) of that S&S.
Time
Revised CAP materials, August 2004

41. Communication Planning Matrix: CSS
GE Change Acceleration Process
31 August 2004
Communication Planning Matrix: CSS
Channel
Announce
the
CAP Project
Clarify
the Vision
Begin to
Mobilize
Commitment
Monitor
Progress
Changing
Systems &
Structures
Written:
Newsletter
Bulletin Board
V.P. Memo
etc.
Spoken: One-on-many
All employees meeting
Weekly staff meeting
Operating managers meeting
Etc.
Spoken: One -on-one
Symbolic:
Offsite conference
Press conference
Used For:
Communication Strategy (various Channels)
Indicate those that are suitable for:
Providing Information
Persuading
Empowering
Include:
Audience
Who
When
Where
Planning Matrix:
Override the “grapevine” with timely, accurate and honest information. Even bad news is better than no news.
Make time to listen as well!
Revised CAP materials, August 2004

42. GE Change Acceleration Process
31 August 2004
Making Change Last
CURRENT STATE
TRANSITION STATE
IMPROVED STATE
Leading Change
Systems and Structures
Monitoring Progress
Mobilizing Commitment
Shaping a Vision
Creating a Shared Need
Making Change Last
Making Change Last
How do we sustain the momentum of the change past the initial project launch?
Revised CAP materials, August 2004

43. Why is this Important? MCL
GE Change Acceleration Process
31 August 2004
Why is this Important? MCL
We often spend most available time on the launch of an initiative rather than its institutionalization
Every change initiative competes for time, resources and attention
To ensure that the new behaviors will not revert back to the old habits
Revised CAP materials, August 2004

44. GE Change Acceleration Process
31 August 2004
What is the Outcome? MCL
Consistent, visible, tangible reinforcement of the change initiative
Integration of new initiative becomes the way we work
Changes to Systems and Structures enable the new behavior that supports the Vision
Launching a Change is just the beginning. It must become the Way of Life
Revised CAP materials, August 2004

45. GE Change Acceleration Process
31 August 2004
Monitoring Progress
CURRENT STATE
TRANSITION STATE
IMPROVED STATE
Leading Change
Systems and Structures
Monitoring Progress
Mobilizing Commitment
Shaping a Vision
Creating a Shared Need
Making Change Last
Monitoring Progress:
What gets measured gets done!
How will we monitor the progress of our project to ensure that it stays on track?
Revised CAP materials, August 2004

46. Why is this Important ? MP
GE Change Acceleration Process
31 August 2004
Why is this Important ? MP
An accurate measure of the CAP project provides focus, direction & momentum throughout the change process.
Corrective action can only occur if you know you're off track.
Monitoring Progress enhances your ability to reward key events and milestones.
Revised CAP materials, August 2004

47. GE Change Acceleration Process
31 August 2004
What is the Outcome ? MP
Clarity and agreement on what the “acceptance” strategy looks like in measurable & observable terms.
Baseline data & milestone results of the change process tracked and widely communicated.
Increasing momentum as people see progress and results being realized.
Measuring & tracking progress along the CAP elements demands ongoing attention by the team
Revised CAP materials, August 2004

48. Effective Change Equation
GE Change Acceleration Process
31 August 2004
Effective Change Equation
Q x A = E
Q = Qualitative/Technical Solution
A = Acceptance/Engagement
E = Overall Effectiveness
The Change Effectiveness Equation
This basic equation illustrate the powerful message uncovered by the CAP development team.
Having an effective solution is not enough! You must develop acceptance among those leading and affected by the change.
Key Points
Good solutions to a problem do not guarantee successful implementation.
People are the key to success or failure in achieving successful change. It is said that 75% of all change efforts fail (Bullet Point Magazine March 96) as do % of re engineering projects.
If addressing a problem involves changing the way people do things, people’s actions have to be part of the solution.
Organizations are collections of people…there is no output, $’s, product, service without them. CAP helps us with People Acceptance of a Change, because change IS personal and Resistance IS expected. Human Beings tend to be resistant to change and can initially view it as a loss. We are creatures of habit…we want things to get better as long as everything stays the same. I’m okay with Change as long as its about you and your group…when it impacts me… resistance shows up. Remember our good friend Dilbert ….”Change is good ! YOU go First !”
Not everything that counts can be counted. Not everything that can be counted, counts –Albert Einstein
Revised CAP materials, August 2004