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ACMP Toronto Chapter Meeting October 17 2012 Centre for Social Innovation ING Direct Room PowerPoint Presentation
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ACMP Toronto Chapter Meeting October 17 2012 Centre for Social Innovation ING Direct Room

ACMP Toronto Chapter Meeting October 17 2012 Centre for Social Innovation ING Direct Room

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ACMP Toronto Chapter Meeting October 17 2012 Centre for Social Innovation ING Direct Room

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Presentation Transcript

  1. Welcome ACMP Toronto Chapter Meeting October 17 2012 Centre for Social Innovation ING Direct Room

  2. Agenda 5:30 - 6:00 Networking and Refreshments 6:00 - 6:30 Chapter Welcome 6:30 - 6:45 Survey Feedback 6:45 - 7:15 Membership Engagement Roadmap 7:15 - 7:30 Wrap Up

  3. Objectives • To connect with like minded professionals from across GTA; • To learn about the work that has happened and will need to happen to create a strong and dynamic chapter; • To interact with peers in developing the strategy for the chapter; • To have fun and enjoy the time together.

  4. Who is ACMP Global The Association of Change Management Professionals (ACMP) is the premiere and most respected global community advancing the discipline of change management. 2013 and beyond 2010 2011 2012 2009  Association concept was developed by a group of like-minded individuals  ACMP start-up development team took the lead  Began accepting members  1st Global Conference held (600+ delegates)  ‘Chapter-in-a-box’ team created  Completed ‘Association’ registration  Elected 1st Board  Identified Regional Centres and Chapter(s)  2nd Global Conference held (800+ delegates)  3rd Global Conference booked  Standards developed  Certification Framework developed

  5. ACMP Global – Strategic Objectives • Advance the Discipline • Develop the Profession • Build the Community • Enhance Operations and Infrastructure The intent is to have the global entity be the steward of a globally recognized standard, administrator of certification, and convener of the annual Global Conference, while local entities are empowered to provide a forum for networking and professional development activities and drive ongoing collaboration across the community.

  6. Who is ACMP Toronto July-Sept Mar-Apr 2012 Jan 2013 and beyond May June Oct-Nov  Toronto Chapter launch  Chapter networking and education programs and events begin  Nominations and elections  Annual General Meeting  ACMP confirmed Toronto as ‘pilot’ chapter  Solicited volunteers for start-up team  Established volunteer Steering Committee to create Chapter Leveraged ‘Chapter-in-a-box’ to develop our framework (ie: portfolios, bylaws, comms, finances, etc)  Toronto Chapter becomes lead chapter  Assessed appetite for local chapter  Initial chapter survey completed Information event held  Chapter Incorporation  Steering Committee strategic planning First ACMP Chapter Anywhere

  7. Richard Batchelor • Background • Richard has been involved in Change Management activities for almost 20 years via operations, IT projects and Strategic/Transformational Delivery. He has a Masters in change management and now runs his own consulting business after many years in government and corporate consulting relationships. • He has been a member of ACMP since inception and led the ACMP chapter creation volunteer team last year and is now the Chair of the ACMP Stakeholder Relations Committee. Richard is enthusiastic about the promotion of change management in the region and is looking forward to championing the Chapter into a thriving hub of like minds, opportunities and knowledge sharing. • Chapter Champion • Lead the team creating the Toronto ACMP Chapter • Liaise with ACMP Global as required • To promote, develop and support the growth in ACMP membership within the area.

  8. Karen Sedore & Carol Arshoff Karen Sedore is an experienced Change Management professional, leading and supporting public sector enterprise-wide projects. She has successfully implemented business transformation initiatives focused on maximizing efficiencies while maintaining service levels in a municipal government setting.  Karen's focus on change management has ensured that changes have been implemented well with lasting positive impact.  In addition Karen acts as a strategic advisor to Senior Management, training and coaching Executives in leading organizational change.  Karen is a founding member of ACMP and participated in the initial World Café exercise and early transition teams to launch ACMP globally in 2009/10.  Carol Arshoff is an experienced Information technology professional having worked for a major corporation for over 30 years in different areas including Project Management, Application Lifecycle Management and Business Control processes. Her expertise extends across all aspects of change management, learning design and development, and communication. Carol has worked on projects to implement large-scale technology, changes to business processes, changes to organizational structures

  9. Kathy Cowan Sahadath Background Kathy has been working in the field of organizational change management and business transformation for approximately 10 years. As a senior business manager, she has been planning and facilitating transformational change, leading the design and implementation of transition strategies for enterprise-wide transformation initiatives. Kathy is involved as a volunteer with the PMI, Project Research Institute, International Council on Organizational Change, Toronto Forum on Organizational Change, Academy of Management, and the Association of Change Management Professionals. Kathy’s professional education includes an undergraduate degree in Psychology, an MBA in Project Management a Masters of Arts degree in Human and Organizational Development and a PhD in Human and Organizational Systems. • Communications • Creation of needs assessment, development, implementation and evaluation of an integrated communication plan that facilitates connections • Development of activities/programs through communication vehicles, education, resources, involvement

  10. Cindy Smith Background Cindy has more than 25 years’ experience achieving successful outcomes for change initiatives. With a focus on the financial services industry she has extensive experience in large scale initiatives and continues to practice under her own company Eventuate Inc. Within the context of strategy execution, Cindy contributes deep subject matter expertise in the areas of change management and program/project management. In roles as internal business lead, PM, and external change agent, she has developed a deep understanding of the implications and challenges of change and has demonstrated capability for employing a broad set of practices and tools to create valued results. She has developed pragmatic organizational change management frameworks that align and focus change team and stakeholder efforts and drive the achievement of benefits. Supported by an MBA, PMP, and CM certifications, she is an ACMP Global Founding Member. • Stakeholder Relations - External • Membership recruitment – sustain growth and viability of the chapter • Sponsorship - create valued associations that support the goals of the chapter • Public Relations, Partners/Alliances – promote and advocate for the chapter

  11. Joy Ang Background Joy has over twenty-five years experience as a Project Manager and Change Management Specialist in both the public and private sectors and across various industries including health, banking, insurance and all levels of government. She has worked extensively in environments undergoing large-scale and multifaceted organizational transformation where she has facilitated the development of solutions that maximize the synergies between people, process and technology. Joy holds a Masters in Health Administration and a Bachelor of Science in Nursing. • Legal/Administrative • Creation of Chapter bylaws that define the fundamental rules governing the Toronto ACMP Chapter • Development of policies and procedures to support the ongoing operations of the Chapter

  12. Jayme Johnson Background Jayme is a transformation strategist focused on utilizing leading edge change strategies to manage business transformations and help clients realize the value in major program implementations. She has over 10 years experience designing and executing change management programs in several countries, as well as in many industries, including manufacturing, energy, healthcare and the public sector. She is an ACMP Founding Member who presented at the ACMP Middle East Conference in February 2012. Having started the Toronto Change Managers LinkedIn Group earlier this year, Jayme is ecstatic to finally see the community come together and under the umbrella of the ACMP Toronto Chapter. • Stakeholder Relations - Members • Creating value and experiences for our local members that augment and support the ACMP’s strategic objectives • Ensuring that members are engaged and participating in a way that promotes commitment, builds community and adds value • Advocating for members within our geographic area

  13. Sharon O’Meara Background Sharon is a PMP with over 20 years of Project Management experience and just under 10 years of Change Management experience. Sharon has held positions as Change Manager in the financial and technology industries, in Canada and the U.S. Currently at the Bank of Montreal, she authored the Change Management Framework process for her department and is Chair of the Technology Change Management Forum, whose mandate is to provide overall governance and guidance over improvement initiatives that impact System Development Life Cycle processes. Sharon has a Bachelor of Commerce in Accounting and previous experience as an auditor. • Finance • Establish the Chapter Finance Management Policy • Draft initial Chapter budget and track disbursements • Have Chapter incorporated and insured • Draft Chapter fee structure

  14. ACMP Toronto – Vision and Mission Vision: Avibrant local network of passionate change management professionals coming together to share knowledge and expand their reach by helping people and organizations change in positive ways. Mission • To promote the global strategy within the GTA • To facilitate face-to-face or personal interaction and networking by holding periodic meetings of members • To share knowledge and experience through collaboration and peer learning • To advocate for members (not their organizations) within the GTA • To encourage individual and chapter participation in conferences, workshops and webinars

  15. Any Questions?

  16. Survey Results – Understanding our Audience • 59 total responses • 61% Non-Members; 39% ACMP Members • Experience in 18 of 23 industries; Finance and Insurance (41%) Professional, Scientific and Technical Services (27%) Health Care and Social Assistance (16%)

  17. Survey Results – Toronto Chapter Events Event Duration • 0% = Less than 1 hour • 19% = 1 hour • 61% = 2 hours • 8% = More than 2 hours • 12% = Other 1.5 hours (7%) Depends on agenda Longer than travel time

  18. Survey Results – Toronto Chapter Events Definition of Success: Listen to a speaker, network, and participate in group discussions in order to share knowledge, gain ideas, and build relationships.

  19. Survey Results – Toronto Chapter Events Other: • Change Diagnostics • Change Saturation • Benefits Management • Strategy Execution Alignment • Change Mgmt for Mergers & Acquisitions • Change Roadblocks • Social Network Analysis • Social Business • Use of Social Media • Membership Demographics • Member Activities of Note

  20. Survey Results – Communications Communications Commitment • Offer a diverse use of communication methods • E.g., e-mail blasts, newsletters, publications, website • Develop practical, useful ways to collaborate and obtain your feedback • Encourage more effective conversations in our profession

  21. Survey Results – Local Chapter Fees • The local chapter incurs costs to bring the membership together and create value-driven events • This fee is charged in addition to the ACMP Global membership dues, which are currently -- $174 USD a year

  22. Survey Results – Volunteering

  23. Any Questions?

  24. Membership Engagement Roadmap – Overview • Our aim is to develop chapter ‘programs’ that • generate interest, energy, and engagement from the membership • create information resources of value to the membership • set expectations by establishing a ‘pulse’ for the group’s activities • The objective of this segment: • To draw on the collective wisdom of the group within our community of practice to assist us in prioritizing and developing Chapter “programs” that address key topics/themes that are most relevant to you , at this point in our maturity. • Cues taken from the survey responses were used to develop 5 focus areas for further discussion – they are posted around the room at stations numbered 1 to 5

  25. Membership Engagement Roadmap – Approach • Go to the station nearest you or self-select a topic of most interest to you; we’re relying on you to self-govern to even out the distribution across the 6 stations. • Engage, using the ONC framework: c) Prioritize a short list of themes a) Brainstorm to generate a range of creative inputs b) Cluster elements to generate key themes

  26. Membership Engagement Roadmap – Focus Areas

  27. 1 2 3 5 4 Membership Engagement Roadmap – Map FRONT PODIUM Stay tuned! We will publish the outcomes of this exercise on our chapter website; for non members you can request a copy by e-mail. Refreshments Entrance

  28. Closing – Moving Forward • Strategic Planning event for the Steering Committee in mid-November • Process for Board creation and elections • Development of additional volunteer roles • To register as a volunteer, e-mail with details of your interest, qualifications, availability and full contact information • Next event in early 2013 with a charge to non-members • Sponsorship • E-mail • Contact Cindy directly at

  29. Closing – More Information • www.acmpglobal.organd find Toronto Chapter from left bar (only available to ACMP members) • Copies of tonight’s presentation will be shared with all attendees and members of our mailing list. • E-mail or contact any committee member

  30. Closing – Did we meet our objectives? • To connect with like minded professionals from across GTA; • To learn about the work that has happened and will need to happen to create a strong and dynamic chapter; • To interact with peers in developing the strategy for the chapter; • To have fun and enjoy the time together. • Please complete the feedback sheets and hand to any member of the Steering Committee. • Please speak with any Steering Committee member and let us know your thoughts on tonight and the way forward.

  31. Thank You

  32. Backup Slides – Industry Demographics

  33. The only constant is change • Heraclitus (c.535 BC - 475 BC)

  34. What is the key question everyone asks about change?

  35. The key question asked or unasked on everybody’s mind about change is …….. “What’s in it for me?” (Known by many as WIIFM.)

  36. You’ve just been tasked with launching a major change effort “hmm, what to use?”

  37. "In times of rapid change, experience could be your worst enemy." J. Paul Getty

  38. Resistance to change • Lack of management commitment • Failure to address workforce and organizational changes • Lack of skilled resources and training • Ineffective scope management • Unrealistic timelines Why Do Some Projects Fail? 38

  39. "People don't resist change. They resist being changed!" - Peter Senge

  40. There were over 89, 800,000 different change management frameworks listed on the world wide web.

  41. If you do not change direction, you may end up where you are heading – Lao Tzu

  42. Which change guru said: The rate of change is not going to slow down anytime soon. If anything, competition in most industries will probably speed up even more in the next few decades.

  43. They always say time changes things, but you actually have to change them yourself. - Andy Warhol (1928 - 1987), The Philosophy of Andy Warhol

  44. "There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things."— Niccolo MachiavelliThe Prince (1532)

  45. "Everybody has accepted by now that change is unavoidable. But that still implies that change is like death and taxes — it should be postponed as long as possible and no change would be vastly preferable. But in a period of upheaval, such as the one we are living in, change is the norm."— Peter DruckerManagement Challenges for the 21st Century (1999)

  46. "Change is the law of life and those who look only to the past or present are certain to miss the future.“ John F. Kennedy

  47. Never doubt that a small group of thoughtful committed citizens can change the world. Indeed, it is the only thing that ever has. Margaret Mead

  48. Failure isn’t fatal, but failing to change might be. – John Wodden