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The Use Of Change Management In Process Improvement. Damon Werner, MBB. Director of Business Process August, 2013. Agenda. Introduction and Background View on the role of Change Management in Process Improvement Project Success vs. Organizational Readiness Methodology and Tools of choice

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The use of change management in process improvement
The Use Of Change Management In Process Improvement

Damon Werner, MBB

Director of Business Process

August, 2013


Agenda

  • Introduction and Background

  • View on the role of Change Management in Process Improvement

    • Project Success vs. Organizational Readiness

  • Methodology and Tools of choice

    • Threats vs. Opportunities

    • Elevator Speech

    • Stakeholder Analysis

    • TPC Analysis (Sources of Resistance)

    • 3 D’s (Influence Strategy)

  • Other Change Management Topics:

    • Skewed Adoption Curves in Technology Organizations

    • Downsizing and Change Management

    • Change Management and Customers


Background for change mgmt model
Background for Change Mgmt Model

Current

State

Transition

State

Improved

State


Creating a shared need tool threat vs opportunity matrix

The Threats and Opportunity Matrix is completed early on as soon as leaders have committed to champion the change

Creating A Shared NeedTool: Threat vs. Opportunity Matrix

  • Perception of this division by other businesses

  • Not following the expectations of Corp Leadership

  • Employees will just spin, for lack of the tools

  • Miss goals for Q1

  • Disappoint some by not following through

  • Apathy of the staff due to previous track record on sticking to what we launch

  • So much change, there may be skepticism

  • Stigma around Six Sigma

  • The perception that this effort is based around job elimination

  • Hard because we are a reactive culture

  • More attention that we’re already doing, like reacting

  • Less distraction

  • Able to fix some of our bigger/nagging pain points with a sustainable process

  • Quick wins to prove the value of the effort

  • Positive energy and retention strategy

  • Consolidate systems in the short term

  • Continued layoffs/repeat of history

  • Never reach full integration of the business units

  • Won’t grow top line revenue or get the cost out to reach the EBIT targets

  • Won’t be viewed as a competitive business unit

  • Hinder ability to attract talent, hurt job satisfaction

  • We may not have the focus or effort behind this in the long haul

  • Might not have the impact that is needed

  • Career growth opportunity

  • Build for efficiencies and become proactive

  • Inherent culture that does it right the first time, expecting better quality

  • Profitability, predictability and confidence in the business

Belongs To

Competition


Shaping a vision tool backward imaging exercise
Shaping A soon as leaders have committed to champion the change VisionTool: Backward Imaging - Exercise

Now

Future

Used For:

Helping team members think

about the future they are

working to create

1. Imagine a point in the future when the project has been very successful.

2. Find words to describe what you would see, hear, feel as you observe key constituents functioning in the new, changed state.

3. Collate, debate, reach consensus, "test" on others and modify

Shared Visions Come From Collective Efforts That Reflect Individual Perspectives


Imagine a chance meeting of a team member and a key stakeholder in a empty elevator. The ride is 90 seconds.

Describe the need for change and vision of the new state, as if answering the question “Why are we doing this?” Address the following elements:

Problem/issue

Benefit

Where are we

What others can do

Team members practice this “speech” so they can convey a uniform message to others

Shaping A VisionTool: Elevator Speech – Communicating the Vision


Mobilizing commitment adoption strategy

% of Population stakeholder in a empty elevator. The ride is 90 seconds.

Late Adopters

Early Adopters

Innovators

Resistors

Mobilizing CommitmentAdoption Strategy

  • Identify which stakeholders could be considered an innovator, early adopter, late adopter or resistor, related to this change

  • Determine what impact their attitude could have on making the change

  • Determine which stakeholders should be approached first to start gaining momentum


Mobilizing commitment tools stakeholder analysis
Mobilizing Commitment stakeholder in a empty elevator. The ride is 90 seconds.Tools: Stakeholder Analysis

The Stakeholder Analysis helps the team answer the questions:

  • Who are the stakeholders?

  • Where do they currently stand on issues associated with the change

  • Where do we “need” them to be in terms of their level of support

  • What do you need them to do, or what is the win associated with getting them on board?

G. James


Mobilizing commitment tool technical political cultural analysis
Mobilizing stakeholder in a empty elevator. The ride is 90 seconds.CommitmentTool: Technical-Political-Cultural Analysis

The TPC Analysis seeks to identify, label and understand sources of resistance, and help build a specific strategy to use to influence and gain support

Source of Resistance

Definition: Causes of Resistance

Examples

Rating

Technical

  • Aligning & Structuring Organizations

    • Lack of skills / training / equipment

    • Sunk Costs

Political

  • Allocating Power & Resources

    • Relationships

    • Power & Authority imbalance or self- preservation

Cultural

  • Articulating the Glue or Cultural Norms

    • Locked into an old “Mindset”

    • Afraid of letting go

    • “We don’t do it that way.”


Mobilizing commitment tool 3ds

The 3 Ds are used to generate evidence or proof of the opportunity. It also helps to create a robust communication plan/story for the change.

Mobilizing CommitmentTool: 3Ds

Need to Get

Types of Proof

Types of Proof

Have Now

Have Now

Need to Get

Win

Data/Facts:

  • Numbers/Trends/Statistics

  • Graphs/Financials

  • Benchmark/Competitive Data

Demonstrate:

  • Best Practices

  • Visiting other organizations

  • Panels/pilots/testimonials

Demand:

  • Dynamic leadership (setting high standards/ accountability)

  • Customers/Suppliers/ Competitors (Internal and External)


Mobilizing commitment tool overall influence strategy
Mobilizing Commitment opportunity. It also helps to create a robust communication plan/story for the change. Tool: Overall Influence Strategy

Tactics & Tools Include: Influence Strategy

Used For: Identifying what the issues are, who can best influence, and how can they be best influenced


Exercise identify the stakeholders for your project

Who are two of your most important stakeholders? opportunity. It also helps to create a robust communication plan/story for the change.

What are their:

Issues

Wins

Influence Strategies

ExerciseIdentify the Stakeholders for your project


Questions or other topics

Skewed Adoption Curves in Technology Organizations opportunity. It also helps to create a robust communication plan/story for the change.

Downsizing and Change Management

Change Management and Customers

Questions or Other Topics


Adoption curves

Normal Curve opportunity. It also helps to create a robust communication plan/story for the change.

Late Adopters

Early Adopters

Innovators

Resistors

Innovators

Early Adopters

Late Adopters

Resistors

Adoption Curves

Skewed/Technology


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