1. Symphini Change Management Inc. Improving Effectiveness Of Transformational Programs Management consultants transforming businesses by leveraging people, process and technology through change. February 2009

2. How much change? Impact of degree: Degree of change: scale, magnitude, duration, speed, strategic importance Developmental Incremental improvement. Increasing skills Improving performance within current state Transitional Replace current state with predictable new state. Can be planned, paced and managed. Modest, stepped innovations, e.g. in technology, BPR New product development Departmental re- organizations Transformational Radical. Requires shift of: diverse systems and processes, culture, peoples’ mindsets & behaviors. Characteristics: dynamic, complex, unpredictable. Deep, cross-functional innovation, technology, BPR, e.g. ERP Entering new markets, e.g. enter eBusiness, countries / continents, product lines, etc Organizational Design Mergers/ Acquisition Powerful macro-economic forces: Competition. Economic Flux. Globalization. Innovations. Etc. Secure current position? Catch up with current competition? Leap ahead?

3. How much complexity? 3 dimensions: Custom Treatment ContentPeopleProcess People, process and content Therefore different treatments and capabilities, examples: Visioning Communications Impact Analysis Training Benchmarking Total Quality Management Business Process Re- engineering Knowledge Management Product Development Technology (requirements analysis, design, implementation, testing)

4. The greater the degree of change, and the more dimensions, the more challenging – both for the Program team and the designates. Don’t many of us plan to go to the gym, lose a bit of weight? We procrastinate, we start, we falter. Why? Consider Black’s and Gregersen’s 1 model : If change is so great, why is it so hard? “Failure to see”Once ‘we see’, “failure to move” Once we start, “failure to finish” We are blinded by what we think we know (believe) – what has ‘worked’ before. We fear: failure inadequacy criticism spotlight the unknown “Getting Tired”: changing behavior (our own & designates) takes a long time, many mistakes and lots of individual coaching. We are our center of our universe – our horizon is limited, our understanding confined. “Getting Lost”: we lose sight of where we started, where we are and why are we doing this. Uncertainty can sets in and commitment fades. Our view is distorted by our perspective at the center – things closer appear more clear, more important. ‘Are we there yet?’ 1 J. Stewart Black and Hal B. Gregesen, “It Starts with One”, Wharton School Publishing, 2008. Motivations: pain vs. gain

5. How hard? Median success rate on change initiatives is only 33% ! 50 1 - 66 2 - 70% 3 fail ! Most initiatives fall short of plan. 1 Peter Senge, “Dance of Change”, Doubleday Press, Toronto, Ontario, 1999 ; 2 Harvard Business Review study, 2006 ; 3 J. Stewart Black and Hall B. Gregesen, “It Starts with One”, Wharton School Publishing, 2008. Type of Change# of Studies Median Success Rates Strategy Deployment358% Restructuring & Downsizing946% Technology Change540% Mixed Collection of Change Efforts139% TQM-driven Change537% Mergers & Acquisitions933% Re-engineering and Software Design730% Software Development & Installation626% Business Expansion120% Culture Change319% All4933% “Success Rates for Different Types of Organizational Change” Performance Improvement Journal, International Society for Performance Improvement, Volume 41, Number 1, January 2002.

6. Symphini’s ‘Applied Change Management Program Methodology’ helps to secure ROI by building earlier, deeper & sustainable traction.

7. Before After Strategic Alignment Tactical Traction What’s different? Integrated, end-to-end delivery vs á la carte Our Program Methodology: integrates strategic alignment and tactical traction follows through, concept to delivery

8. Strategic Planning including: Visioning and Goal Prioritization Strategic Marketing Leading Strategic Change Workshops People Change Management: Organizational Design Stakeholder Management Change Readiness Business Impact Assessment Communications Training (packaged & custom) Process Change Management: Research & Business Analysis Decision Support Metrics Identification & Tracking Tools Development Knowledge Management Skills Development Workshops Technology Change Management: Requirements definition Build / Buy Design Implementation Test & Learn Roll out Project Management What else? Symphini’s methodology: Leverages relevant best practices Follows disciplined Program track Deploys resource specialists (e.g. PMPs, OD SMEs, Trainers & Business SMEs) Strategic Alignment Tactical Traction Phase 1 Initiation Phase 2 Program Planning Phase 3 Implementation & Control Phase 4 Closing Phase 5 PIR

9. What else? Experienced, detailed implementation We have done this before. Many times. Successfully. Processes are thoroughly customized, scoped, planned and delivered. Deliverables are well defined and tactical.

10. Applied Change Management Program Methodology © : Phase 4 Closing Anchor change in the culture Secure ROI, capture learnings Phase 5 PIR SYMPHINI CAPABILITIES Phase 1 Initiation Build guiding coalition, define vision & garner commitment Phase 2 Program Planning Establish sense of urgency, define tactical scope of work Phase 3 Implementation & Control Empower broad-based action, consolidate gains & produce more change CLIENT BENEFITS & OUTCOMES METHODLOGY GOALS Earlier, deeper, sustainable traction against ROI delivery Deliberate, phased goals based on proven change management models

11. Phase 4 Closing Anchor change in the culture Repeat Culture Analysis, address deficiencies Build adherence into institutional standards, eg. Position Descriptions, Scorecards, Performance Appraisal, Succession Criteria, Process Specifications, Services Level Agreements Create closure and demarcation - celebrate and reward successes Conduct initial PIR Secure ROI, capture learnings Phase 5 PIR Recognize accomplishments Incorporate learnings into institutional policies, procedures, processes and best practices Project signoff SYMPHINI CAPABILITIES Phase 1 Initiation Assemble Program Leadership Team Frame Scope of Change Create Compelling Vision and Vision Map Evaluate Present State vs Vision State Conduct Stakeholder Analyses Conduct Force Field Analysis Conduct Culture Analysis Leading Strategic Change Workshop - Executive Develop Change Strategy Begin Gap Analyses & develop Recommendations Build guiding coalition, define vision & garner commitment Phase 2 Program Planning Establish sense of urgency, define tactical scope of work Conduct structured kick- off with Program delivery team Design Change Metrics Conduct Readiness Assessments Conduct Business Impact Assessments Leading Strategic Change Workshop – Program Begin capturing lessons learned Develop Change Implementation Plan (incl. Communications Plan and Contingency options) Develop / deploy tools, processes & initiatives to foster adoption, overcome resistance & address change fatigue (incl w/in Program Team), e.g. leading change coaching, individual interventions & team facilitation Celebrate quick wins & change champions Conduct Capability Gap Assessment, plan & conduct Capability Training (custom & pkg) Conduct Business Change Impact Assmts, incl. Vision Test (qtrly) Deploy contingencies as requ’d Phase 3 Implementation & Control Empower broad-based action, consolidate gains & produce more change CLIENT BENEFITS & OUTCOMES METHODLOGY GOALS Earlier, deeper, sustainable traction against ROI delivery Detailed, tactical capabilities Applied Change Management Program Methodology © :

12. Phase 4 Closing Anchor change in the culture Repeat Culture Analysis, address deficiencies Build adherence into institutional standards, eg. Position Descriptions, Scorecards, Performance Appraisal, Succession Criteria, Process Specifications, Services Level Agreements Create closure and demarcation - celebrate and reward successes Conduct initial PIR Secure ROI, capture learnings Phase 5 PIR Recognize accomplishments Incorporate learnings into institutional policies, procedures, processes and best practices Project signoff SYMPHINI CAPABILITIES Phase 1 Initiation Assemble Program Leadership Team Frame Scope of Change Create Compelling Vision and Vision Map Evaluate Present State vs Vision State Conduct Stakeholder Analyses Conduct Force Field Analysis Conduct Culture Analysis Leading Strategic Change Workshop - Executive Develop Change Strategy Begin Gap Analyses & develop Recommendations Build guiding coalition, define vision & garner commitment Deeper Stakeholder alignment Executive Capability Build for leading change Phase 2 Program Planning Establish sense of urgency, define tactical scope of work Conduct structured kick- off with Program delivery team Design Change Metrics Conduct Readiness Assessments Conduct Business Impact Assessments Leading Strategic Change Workshop – Program Begin capturing lessons learned Develop Change Implementation Plan (incl. Communications Plan and Contingency options) Operational alignment Operational Capability Build for leading and managing change Earlier, deeper traction on tactical delivery Develop / deploy tools, processes & initiatives to foster adoption, overcome resistance & address change fatigue (incl w/in Program Team), e.g. leading change coaching, individual interventions & team facilitation Celebrate quick wins & change champions Conduct Capability Gap Assessment, plan & conduct Capability Training (custom & pkg) Conduct Business Change Impact Assmts, incl. Vision Test (qtrly) Deploy contingencies as requ’d Phase 3 Implementation & Control Empower broad-based action, consolidate gains & produce more change Increased commitment - earlier adoption, less resistance Retain key resources Sustainable alignment Sustainable tactical traction CLIENT BENEFITS & OUTCOMES METHODLOGY GOALS Lock-in the change as the new baseline (and prevent slippage) Improved institutional performance Sustainable, re- useable capabilities Process improvement Incorporate learnings to leverage in subsequent Programs Culture evolution Earlier, deeper, sustainable traction against ROI delivery Purposeful, phased outcomes Applied Change Management Program Methodology © :

13. Phase 4 Closing Anchor change in the culture Repeat Culture Analysis, address deficiencies Build adherence into institutional standards, eg. Position Descriptions, Scorecards, Performance Appraisal, Succession Criteria, Process Specifications, Services Level Agreements Create closure and demarcation - celebrate and reward successes Conduct initial PIR Secure ROI, capture learnings Phase 5 PIR Recognize accomplishments Incorporate learnings into institutional policies, procedures, processes and best practices Project signoff SYMPHINI CAPABILITIES Phase 1 Initiation Assemble Program Leadership Team Frame Scope of Change Create Compelling Vision and Vision Map Evaluate Present State vs Vision State Conduct Stakeholder Analyses Conduct Force Field Analysis Conduct Culture Analysis Leading Strategic Change Workshop - Executive Develop Change Strategy Begin Gap Analyses & develop Recommendations Build guiding coalition, define vision & garner commitment Deeper Stakeholder alignment Executive Capability Build for leading change Phase 2 Program Planning Establish sense of urgency, define tactical scope of work Conduct structured kick- off with Program delivery team Design Change Metrics Conduct Readiness Assessments Conduct Business Impact Assessments Leading Strategic Change Workshop – Program Begin capturing lessons learned Develop Change Implementation Plan (incl. Communications Plan and Contingency options) Operational alignment Operational Capability Build for leading and managing change Earlier, deeper traction on tactical delivery Develop / deploy tools, processes & initiatives to foster adoption, overcome resistance & address change fatigue (incl w/in Program Team), e.g. leading change coaching, individual interventions & team facilitation Celebrate quick wins & change champions Conduct Capability Gap Assessment, plan & conduct Capability Training (custom & pkg) Conduct Business Change Impact Assmts, incl. Vision Test (qtrly) Deploy contingencies as requ’d Phase 3 Implementation & Control Empower broad-based action, consolidate gains & produce more change Increased commitment - earlier adoption, less resistance Retain key resources Sustainable alignment Sustainable tactical traction CLIENT BENEFITS & OUTCOMES METHODLOGY GOALS Lock-in the change as the new baseline (and prevent slippage) Improved institutional performance Sustainable, re- useable capabilities Process improvement Incorporate learnings to leverage in subsequent Programs Culture evolution Earlier, deeper, sustainable traction against ROI delivery Best Practices in Change Management Applied Change Management Program Methodology © :

14. Our commitment Every Symphini project is eligible for: A risk-free, thorough needs assessment and project plan, complete with cost / benefits analysis (paid only if project is approved) A fee hold-back dependent on performance appraisal Give us a call and let’s see what we can do together. Symphini Change Management Inc. 416-845-3040 maestro@symphini.com www.symphini.com Thank you for your consideration.