Managing Change

1. Managing Change Practical Tips for Better Program and Project Delivery

2. 2 Why Change? To implement the �strategy� Policy Program Project

3. 3

4. 4 Alignment � What is it?

5. 5 Alignment � How do you achieve it? Restructure (regulate) Redesign processes (regulate) Redesign reward systems (incentivise) Select people with the right skills Communicate (educate) Overcome barriers to change (educate)

6. 6 Alignment - Structure Reflects strategy Reflects geographic realities Reflects core competencies of specialist groups Right people for the job Restructure early in change process New structure communicated extensively

7. 7 Alignment � Processes & Systems Supports the strategy Supports the business plans Helps people do their work Drives the �one organisation� culture Processes to include whole of operation focus including people and resource issues Technology focus to be on mission critical activities initially Business unit needs developed in conjunction with users

8. 8 Alignment � Culture Developing a common culture Communication is the key Need for interrelationships within the organisation Use of working groups Cross fertilisation of ideas Breaking down the them and them and us mentality

9. 9 Alignment � Leadership Communications Often and consistent Walking the talk and talking the walk Common messages from all the Exec and managers Clear signals Meeting the tests of the coal face Actions and stated outcomes not in conflict Celebrations

10. 10 What does this mean for the change manager? Understand the strategic context and the change processes already underway Assess the most appropriate technique for the circumstances Alignment = consistent signals Importantly � keep the implementation strategy dynamic!!!!

11. 11 Change Strategies � The 10-Step Program Analyse & diagnose Create a shared vision Separate from the past Create a sense of urgency Anoint leader(s) and line up political sponsors Create a road-map Remove obstacles Create short-term wins Communicate, involve people, and be honest Reinforce and institutionalise change

12. 12 Key Thought �You can�t change anything if your people don�t know what you are trying to achieve� SOME KEY THOUGHTS TO GET US STARTEDSOME KEY THOUGHTS TO GET US STARTED

13. 13 Types of People Only 20% of the organisation will be change friendly - USE THEM Another 20% will be change resistant - IGNORE THEM The middle 60% are sitting on the fence - ENABLE THEM

14. 14 Typical Behaviours

15. 15 Typical Staff Questions Will I have a job? What are the organisations goals? Is customer service going to fall? Who do I contact to find out about �. ? Why do the public know what is happening first? What rules are we operating to? Why aren�t we being asked about the new standards? SITE VISITS AND FOCUS GROUPS HAD MANY COMMON MESSAGES WHY CHANGE WILL I HAVE TO MOVE JOBS WHAT ABOUT SALARY MAINTENANCE WHAT ABOUT COMMON AWARDS / SALARIES STAFF ARE BEARING ALL THE PAIN NOT MGT OUR MARKETING IS POOR CUSTOMERS FIND OUR BEF SITE VISITS AND FOCUS GROUPS HAD MANY COMMON MESSAGES WHY CHANGE WILL I HAVE TO MOVE JOBS WHAT ABOUT SALARY MAINTENANCE WHAT ABOUT COMMON AWARDS / SALARIES STAFF ARE BEARING ALL THE PAIN NOT MGT OUR MARKETING IS POOR CUSTOMERS FIND OUR BEF

16. 16 The Biggest Lesson Communicate Communicate Communicate

17. 17 Key Communication Lessons Communications channels not always continuous Holistic effects not always considered Failure to involve staff due to time pressures Failure to communicate early Trying to avoid the bad news Failing to install a supporting structure early on Failing to isolate the �destructionists� NEED TO TEST COMMUNIICATIONS BY DRILLING DOWN TO LOWER LEVELS AND TEST MESSAGES HOLISTIC EFFECTS MEANS NOT UNDERSTANDING WHAT ONE CHANGE WOULD DO TO OTHER DIVISIONS, INDIVIDUALS URGENCY TO CHANGE MEANS LIMITED ABILITY TO CONSULT INPUT CONTROL IS THE CLASSIC MISTAKE AND SENDS THE WRONG SIGNALS NEED TO COMMUNICATE YOUR MOVES AT THE EARLY POSSIBLE TIMES ANY NEWS IS BETTER THAN NO NEWS.` STAFF ARE TOUGHER THAN WE THINK. NEED TO CONSULT WITH THE UNIONS REALISE STAFF NEED MECHANISM TO GET THE FACTS ISOLATE THE TROUBLE MAKERS IF YOU CAN�T HARNESS THEMNEED TO TEST COMMUNIICATIONS BY DRILLING DOWN TO LOWER LEVELS AND TEST MESSAGES HOLISTIC EFFECTS MEANS NOT UNDERSTANDING WHAT ONE CHANGE WOULD DO TO OTHER DIVISIONS, INDIVIDUALS URGENCY TO CHANGE MEANS LIMITED ABILITY TO CONSULT INPUT CONTROL IS THE CLASSIC MISTAKE AND SENDS THE WRONG SIGNALS NEED TO COMMUNICATE YOUR MOVES AT THE EARLY POSSIBLE TIMES ANY NEWS IS BETTER THAN NO NEWS.` STAFF ARE TOUGHER THAN WE THINK. NEED TO CONSULT WITH THE UNIONS REALISE STAFF NEED MECHANISM TO GET THE FACTS ISOLATE THE TROUBLE MAKERS IF YOU CAN�T HARNESS THEM

18. 18 Key Communication Lessons More central management means some groups feel forgotten New managers may lack necessary skills Management must walk the talk Some �opponents� stay aboard Need to have or get as many of the answers as possible - �looking into it� isn�t good enough

19. 19 Keys for Lasting Change Need for change accepted Clear and shared vision for the new organisation Management commitment and behaviour People involvement Supporting structure and process Measure performance Focus on outcomes Change is enabled not managed balance of emphasis must favour personal over organisational staff hear but don�t always listen

20. 20 Final Thought �No one can expect the task of managing change to be a quick, simple or easy process. However, no one should imagine that this is an impossible task - it just takes patience, persistence and a sound game plan.� David Hutton