Common factors for managing successful change leeds jan 2016
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The document summarizes a presentation on common factors for managing successful change. It provides an agenda for the event that includes an introduction to the Enabling Change Special Interest Group (SIG), presentations on case studies, and identification of common success factors. Several delegates then share examples of change programs they are involved in from organizational, IT, and process changes. The presenter discusses three of their case studies in more detail. Common factors identified by delegates include having senior leadership support, strong program/project management, stakeholder engagement, communication, and benefits realization. The presentation concludes by highlighting resources available through the SIG.
Common factors for managing successful change leeds jan 2016
- 1. Common factors for managing successful change Elisabeth Goodman Yorks and North Lincs branch 28th January 2016 The Enabling Change SIG
- 2. Our theme for today and how we will explore it.. There are common factors for managing successful change, whether the change is organisational, IT or process related. This event draws on the work of the Enabling Change SIG, my experiences and yours (!) to identify and learn about these common factors 1. Brief introduction to the Enabling Change SIG and its work 2. Overview of my and your case studies 3. Identification of the common factors 4. Closing messages / resources from our SIG
- 3. Speaker Profile: Elisabeth Goodman • 25 yrs Pharma R&D (Information Management plus..) • Now trainer, coach, facilitator, consultant and author • Creating exceptional managers and teams • Change management, lean and six sigma, knowledge management, personality tools “portfolio” Giving people the resources to be and to create navigators rather than victims of change APM Enabling Change SIG – Internal Collaboration Lead
- 4. The SIG’s mission is to‘improve the change capability of organisations, teams and individuals’ Enabling Change SIG
- 5. Enabling Change SIG Structure Themes Practitioner Groups Events, Membership & Communications Methods & Standards Collaboration – External (OU, BCS, C4CM) Innovation (Research, L&D, Software) Collaboration – Internal (SIG’s, Branches) Transport FinancialServices PublicServices Change Community
- 6. Methods & Standards Documents Headings Representing Change Capabilities & Methods Common Vocabulary Library of Professional Knowledge / Reference Sources Change Management Press & Publication Reference Library Enabling Change Case Studies Change Methodologies Change Management Professional Horizons Definitions References Development Experience
- 7. The Methods Guiding Framework Structured Process Organisational Capability ACMP Standard for Change Management AIM Methodology CHAMPS2 E-Change Change Delta Framework The Change Leaders Roadmap CMI Body of Knowledge & Maturity Model Bridges Transition Model Kotter 8 Step Process for Leading Change The Change Curve Lewin’s 3 Stages of Change Managing Successful Programmes (MSP) PMI’s Change Management Method Pritchett’s Change Management Model PROSCI’s ADKAR Model Viral Change LaMarsh’s Managed Change Model
- 8. A Few Insights • Uses stories and social networks to spread change Viral Change • Strong focus on benefits realisation Managing Successful Programmes • Focus on the psychology of dealing with change Lewin’s Model, Bridges Model and the Change Curve • Frequently used for merger integrations Pritchett’s Change Management Model
- 9. What kinds of change programmes or projects are you currently involved in? Examples from delegates: 1.Organisational - mergers, structural change, adjusting the size of the business 2.IT - integration of healthcare systems, technology refresh, new signalling systems, transformational programme 3.Process – certification 4.Others - changing work environments/location, behavioural and cultural change
- 10. Three of my case studies: 1. Organisational change: Adopting Lean and Six Sigma as a way of working – in a CRO – 70 staff – lab and office based – CEO as sponsor – Designated contact (and change agent with change plan) – Representatives from several departments; regular communication with others – Training – Workshop on end-to-end process – Customer survey – Projects on things that matter to each department – Embedding plans
- 11. Three of my case studies: 2. IT change: Developing working practices for the use of collaborative tools – Global Pharma R&D – IT SVP as sponsor – Business lead as well as project lead – Designated change agent and change plan – Pilot R&D project teams – focus groups with team leaders to develop approaches – Sharing success stories / feedback – Gradual and tailored roll-out
- 12. Three of my case studies: 3. Process change: Improving the end-to-end process for managing biological samples – Global Pharma R&D – SVP of Drug Discovery as sponsor – transitioned to IT SVP – Business lead as well as programme lead – Several workstreams to cover different aspects of the business (with representatives) – Workshop with all concerned to design new end-to-end process and plan its implementation – Designated change agent – Regular review / alignment of project plans
- 13. Consider the Case Studies or your own Programmes / Projects and identify what some of the common factors for successful change might be.
- 14. Suggestions from delegates Vision / goals – Clear and compelling vision of end game – Meeting company values – Alignment / cascade of objectives from top to individuals Benefits realisation – Articulate ‘why’ – Clearly articulated benefits – Benefit is to save costs Programme / project management – Realistic timescales – Cost effective and budget planned effectively – PM / Change Management tool kits – Learning lessons from previous changes (+/-) – Phase the changes so can include lessons early and pick low hanging fruit – Clear method of measurement for success (or not!) – Realise there is a change Sponsor – Strong sponsor, explains why, prepared to be flexible Communication, training, support – Clear and consistent communication – The right training at the right time – Help and support at difficult / emotional time Stakeholder management – Sufficient planning and engagement with the right people, at the right time before delivery – Solutions owned by people involved so don’t feel done to them – Understand how change affects business as usual, roles – Managing end-user expectations after the ‘sales pitch’ – Understand impact across the business – Know your stakeholders Change agent – Designated change agent, well respected, good communication skills, reach across the organisation The team – Get the right team – Build the skills of the team
- 15. A possible list of common factors for successful change 1. Get your senior management and sponsors not only advocating but acting as role models for the change. 2. Have strong programme / project leadership and governance. Escalate if necessary. 3. Build and develop your team (including third parties). 4. Involve all the right people from the organisation to drive and support the change so that there is real ownership from the business. 5. Engage with your stakeholders so that they want to help you make the change succeed. Work with key influencers. Consider the psychology and behaviours of change. 6. Always focus on the change and the benefits. 7. Have everyone on your project team, and your sponsor(s) 'singing from the same hymn sheet', so that all your messages are consistent and reinforce each other. 8. Design and deliver communication, training and support interventions that achieve what they are meant to achieve. Communicate, communicate, communicate. 9. Test or pilot and monitor your approaches so that you can build and share success stories. 10. Manage programme / project interdependencies. 11. Take account of all the other changes and work pressures affecting your stakeholders so as to make the whole experience as positive and painless for them as possible.
- 16. Each other Events Micro-site Newsletter Spark Collaboration Contact us! [email protected] What resources are available to help you take this further?
- 17. Post-event feedback! 26 responses – number of replies to each question shown in () 1. How would you rate your personal “change capability” at the start of this event? 1. I am new to this area (1) 2. I knew something about it (2) 3. I have started practising it and am on a learning curve (15) 4. I feel relatively confident about my capability (7) 5. I have enough expertise to coach / teach others (1) 2. How has today’s event enhanced your change capability? 1. It has not really added to it (1) 2. I have gained a little bit of new information (0) 3. It has given me some useful insights (14) 4. It has helped to develop my change capability (5) 5. It has given me new tools / skills that I plan to use (6) 3. How would you describe your level of engagement with the APM Enabling Change SIG as a result of today’s event? 1. I am not really interested in the SIG (1) 2. I will look out for future events / information from this SIG (18) 3. I would like to speak at a SIG event (0) 4. I will join this SIG / retain my membership of this SIG (6) 5. I intend to help the SIG in some way (1)