The People Side of Change

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1 Managing Change to Drive RIM Program Success ARMA Austin/San Antonio Annual Seminar February 20, 2015 Presented by: Karen Strong, Managing Director, Change Management Practice Lead The People Side of Change The number one obstacle to success for major change projects is employee resistance and the ineffective management of the people side of change. Data from 327 companies undergoing major change projects; Prosci Best Practices in Business Process Reengineering benchmarking study.

2 What Change Management Delivers How much of your project investment are you willing to put at risk? What Change Management Delivers Need Prepare for Change Project Management Initiate Plan Execute Control Close Individual Change Phase 2: Managing Change Manage Change Design Develop Deliver Embrace Adopt Use Success = Program/Project ROI Operations Awareness Desire Knowledge Ability Reinforcement

3 What is Change Management? Project Management (Technical) Current State Transition Future State Embrace Adopt Use Old Change Management (People) Structured approach to support individual transitions (do their jobs differently) integrating both the technical and people side of change. Begins with The Change Answer the 4 P s Project/Program Name Purpose Particulars People What is the Project or Program? Why are we Changing? What are we Changing? Who will be Changing? Connecting Change Management to Business Results

4 Poll Everywhere Poll Everywhere Send 3 Keywords from your 4 P s chart under Purpose

5 Is That What Users Want? What is the big Why? What will drive adoption and use (benefits realization)? Can you deliver that? Vision: Operating State After Adoption Attitudes, Beliefs, Think, Feel, Do Heads, Hearts, Hands Use examples, anecdotes (real and relevant) Start with Why Simon Sinek Lead with a Story Paul Smith Future State Embrace Adopt Use Define a Compelling Why

6 Key Principles: (1) Change is a Process Current State Transition Future State (1) Transition Future State (2) Old Embrace Adopt Use Embrace Adopt Use Key Principles: (2) Change is Individual ADKAR - BUILDING BLOCKS FOR SUCCESSFUL CHANGE Awareness Desire Knowledge Ability Reinforcement

7 Why Resistance? Leaving the Current State Going through the Transition Value of the Future State Key Principles: (3) Managing Change is Intentional Current State Project Management (Technical) Old Change Management (People) Future State Design Develop Deliver Customer Adoption Success = Use Project ROI Embrace Adopt Use Change Management is how we drive adoption and use to realize desired results

8 Gimmal Change Management Approach Gimmal follows a best practice change management methodology. Prosci s Change Management Process Research company founded in 1994 World leader in change management research and product development Focused on building internal change management competency Prosci copyright 2009 Phase 1: Preparing for Change Understand the nature of change Understand the groups being changed Create the right sponsor model Identify risks Develop special tactics

9 Assess the and the Change Prosci PCT profile Leadership Project Management Change Management Change Characteristics Assessment

10 Attributes Assessment Phase 2: Managing Change Levers to Manage Change: Sponsorship Plan Communication Plan Training and Support Plan Manager/Supervisor Coaching Plan Resistance Management Plan

11 Phase 3: Reinforcing Change Compliance audits and employee feedback Corrective action and managing resistance After action review and transition management Why Change Management? Adoption and use of processes, tools, and desired information management behaviors drives the expected/required results and outcomes.

12 Managing Change to Drive RIM Program Success ARMA Austin/San Antonio Annual Seminar February 20, 2015 Presented by: Karen Strong, Managing Director, Change Management Practice Lead

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