NAB Enterprise Change

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1 Methodology LENA ROSS October 2014

2 What we ve done GOVERNANCE FORUM ESTABLISHED ENTERPRISE SOCIAL NETWORK And...it s an ongoing journey! CONTINUOUS IMPROVEMENT SEP 2013 ROLLOUT CENTRAL CAPABILITY ESTABLISHED APR 2014 HSI EXTERNAL REVIEW BUSINESS INTEREST GROWS WE ARE HERE CONTINUE BUSINESS ENGAGEMENT VARIOUS CHANGE TEAMS Before 2013 RELEASE 1 IMPROVEMENTS INDUSTRY ENGAGEMENT 2

3 Hitting the mark Consistent one way, same way Aligned to proven change theory theory meets practice Scalable from projects to enterprise Aligned to Promotes discussion over process 3

4 From project based to enterprise ecosystem alignment excellence uplift engagement governance sponsorship portfolio service offering expertise contextualised alignment methodology business readiness project delivery consistency capability scalable toolkit agility alignment continuous improvement 4

5 From project based to enterprise ecosystem alignment BaU common language excellence uplift engagement governance sponsorship portfolio service offering expertise scalable toolkit alignment contextualised talking change community methodology business readiness business value project delivery consistency capability agility alignment enterprise continuous improvement business management 5

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7 From theory to practice Phases Define the Change Manage the Transition Implement the Change Sustain the Change Kotter 8 steps Establish a sense of urgency Create a guiding coalition Develop a shared vision Communicate the vision Empower action Generate short term wins Consolidate gains, institutionalise the change ProSci 3 phases (ADKAR) 5 sub phases Preparing for Change Managing Change Reinforcing Change Awareness Desire Knowledge Ability Reinforcement Lewin 3 phases Unfreeze Shock a system out of stasis Change Make purposeful adjustments Refreeze Engrain adjustments in system What we deliver TOOLKIT Level 1 Level 2 7

8 It is scalable, scalable, scalable, scalable Characteristics Approach Reach Level 1 Self Service TOOLKIT Typically BaU change Level 1 Small Scale Change Level 2 Aligned Set of tools and templates With five minimum (mandatory) deliverables Level 2 Project Change ACCESSIBLE: All found on the intranet 8

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10 Outside in view According to HSI is one of the most well developed change management processes HSI has seen globally. There is still improvement needed in implementing the processes across all portfolios, however the process itself is well designed. Source: Organisational PPPM Assessment & Benchmark Report, April 2014, page 2 10

11 It does take time to make it work Oversight Continuous improvement Governance Forum Enterprise Change team members aligned performance metrics New starter training Ongoing business engagement and education 11

12 Where to from here Stay focussed - on the mark Maintain oversight and governance for continuous improvement Continue business engagement and education for widespread adoption Stay abreast of industry best practice 12

13 An evolution GOVERNANCE FORUM ESTABLISHED ENTERPRISE SOCIAL NETWORK And...it s an ongoing journey! CONTINUOUS IMPROVEMENT SEP 2013 ROLLOUT CENTRAL CAPABILITY ESTABLISHED APR 2014 HSI EXTERNAL REVIEW BUSINESS INTEREST GROWS WE ARE HERE CONTINUE BUSINESS ENGAGEMENT VARIOUS CHANGE TEAMS Before 2013 RELEASE 1 IMPROVEMENTS INDUSTRY ENGAGEMENT 13

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