Organisational Change Management Fusing People, Process and Technology www.h3partners.co.uk 3
OUR CREDENTIALS At H3 Partners, our mission is to provide clients with improved systems and processes to meet their business needs. We have been successful in achieving this in businesses from family owned, public and private sectors to charities. We have a wide range of experience introducing information and business management systems into sectors including automobiles, energy and leisure. In all these cases, the key to the successful introduction has been as a result of our assistance in careful planning and effective change management. We aim to ensure that our clients have embarked on a journey of change and are capable of sustaining progress. Stakeholder engagement through building a clear and concise shared vision, empathising with staff at all levels regarding the impact of change on them. Challenging the status-quo throughout the organisation at any level we challenge the notion of we have always done it this way with robust alternatives based on good practice. We mentor the business to take ownership of the change, yet still ensuring they are confident in sustaining it. Transferring skills through formal training, coaching and mentoring with the skill to adapt the approach to all individuals affected by the change. Post implementation support, measuring and demonstrating benefits. 3
3 THE ONLY CONSTANT IS CHANGE Change is the law of life, and those that look only at the past or the present will miss the future. John F Kennedy This quotation demonstrate that throughout the business landscape change is the norm. Unfortunately change is not well understood by many business leaders and is feared by those at all levels as their perception is that change manifests as a loss of employment, or control. Yet we readily accept that change in our everyday lives is normal, so why is change so hard? As we know from our own lives if we wish to make a change to our lifestyle for example in terms of diet or exercise regime, then we need a clear goal and a level of determination to overcome the inevitable obstacles; as individuals to participate in change we need to be able to visualise and believe in a personal benefit, corporate goals and benefits will not suffice. Any change moves the individual into the unknown and to be at all comfortable doing this we need to equip people to handle the fear by understanding the impacts and providing strategies and tools to manage it. Change will bring challenges to many norms in terms of people s roles, how they are measured and the levels of authority and decision making. The many failed change programmes have left a culture of another will be along soon so we can ignore it and this is acceptable as there has been no consequences of ignoring change previously.
4 WHY IMPLEMENT TECHNOLOGY AND CHANGE TOGETHER? Not least because technology programmes are well supported by management boards and have significant budgets, but there are much more sound reasons; For example, most system transactions are based on the orchestration of best practice processes and therefore could challenge existing custom and practice ; a change management focus will ensure a thorough examination of the process changes and through proper impact mitigation ensure that these are permanent. As far as the board is concerned then technology is normally perceived as a cost exercise, change provides the benefit side of the equation, therefore Technology + Change = Value. In summary, applying technology gives us: An opportunity to change the way we do business A way of capturing the rules to automate process execution A method of enforcing process discipline and providing process assurance A framework for the application of best practice and streamlining existing processes. But all this requires the support of change management; ignoring change will lead to a situation where: Bad practice will be replicated in the new technology Business leadership can delegate responsibility to IT Senior Management focus on process transaction design rather than the use of the information and improving process management. H3 Partners - Fusing People, Process and Technology www.h3partners.co.uk
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6 MANAGEMENT AND CHANGE MANAGEMENT All successful Change Management programmes are built on a small number of key senior management capabilities including; the ability to define and articulate a clear vision of the future business; strong leadership and sponsorship of the programme, which will require them to commit to some personal change as part of the program. They will need to be willing to recognise the impact of the following on their own performance as business leaders: Poor measurement systems More than one source of the truth Dis-integration of information and decision making. The focus should be on driving real benefits both at a corporate and personal level, looking at factors such as greater agility, more satisfying, rewarding jobs at all levels, and forcing a greater ROI from the application of technology. Finally they must also display open mindedness and a willingness to question the unquestioned, resisting and preventing the typical response that previous business models and performance measures have always worked before! This will avoid repeating previous failures, prompted by the reaction of middle managers fear of losing control of information with it being more transparent. H3 Partners - Fusing People, Process and Technology www.h3partners.co.uk
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8 KEY ELEMENTS OF ORGANISATIONAL CHANGE MANAGEMENT Stakeholder Engagement What is it This is the engagement of the key stakeholders and stakeholder groups to understand how much influence they have on the deployment of the solution; the level of impact on them and how engaged they are with the eventual solution. Refining the process through one-to-one workshops. Purpose The purpose of stakeholder analysis is to understand who needs to be engaged, and how they should be engaged. It will inform deployment communication and the management of relationships before, during, and post deployment. The approach (templates, questionnaires) Involves a series of analyses, events and marketing actions to drive messages from the board down through departments to individuals. These actions are all contained in an plan which will reflect the culture and communication methods employed in the client. Organisational Design What is it This is the analysis of the organisation from a process perspective in terms of tasks, roles, business rules and performance measures. Challenging the status-quo to ensure that processes are optimised. Purpose The purpose of organisational design is to agree how the business will operate in the future with the new technology in place, and to define the potential changes that need to be implemented to achieve it. The approach (templates, matrices, best practice models) The process begins with analysis of the ASIS situation, comparison to best practice and agreement on the TOBE model; during a series of workshops senior executives and departmental leaders define the process structure and roles and the underlying rules for orchestrating the process. This is expressed and articulated in a Target Operating Model. Benefits Case and Realisation Planning What is it Identifying the potential business benefits using the solution and the activities required to realise those benefits. Purpose The purpose is to identify value that can be obtained as a result of implementing the solution and getting ownership from the business owners to realise the benefits, monetary and otherwise. The approach (templates, workshop agendas) A series of work sessions are conducted using the solution model developed to define KPIs and potential benefits of change. The sessions encourage the executives and BPOs to commit to H3 Partners - Fusing People, Process and Technology www.h3partners.co.uk
9 Process Improvement Benefit Types Process Design Business Rules Benefits Analysis Communications Events Roles Organisational Design Stakeholder Engagement Surveys Change Management Organisation Jobs Business Readiness KPIs Change Capability ERP Awareness Change Management User Skills benefits categorised by displaced cost, improved productivity and increased revenue with appropriate realisation percentages. to job changes and capture these in a readiness monitor where dependencies and achievements can be measured. Business Readiness What is it A series of workshops that look at the impact of the changes that will happen as a result of the deployment of the solution. Purpose The purpose is to understand the impact of the solution design on the business; on processes, people, roles, data and organisation. To raise the understanding of the solution with the Departmental Managers, Business Process Owners (BPOs) and Key Users. The approach (templates and agendas) For each business scenario, one or more workshops look at the new processes and define the change impacts that will occur as a result of the solution deployment; define the mitigation actions from training Change Capability What is it Combines initial orientation workshops with traditional training in both system transactions and functional skills and coaching and mentoring at all levels. Purpose The purpose is to create a sustainable process to maintain skills in both change and system usage including the use of system based information. The approach (templates, workshop structure and agendas) This part of a change programme begins with on-boarding all levels of staff in the implementation of change, followed by training the in-house trainers, developing the change plan with the internal team and supporting through individual mentoring.
10 OCM TOOLKIT The diagram on the right hand page demonstrates how H3 Partners has captured its many years of experience in a suite of tools to support the key activities that are undertaken in any Organisational Change programme. In each of the sections H3 can provide tools in the form of: Analysis matrices Outline questionnaires and surveys Planning and assessment frameworks Monitoring Status reporting. The toolkit forms the basis of any implementation and is tailored to suit the client s needs and Organisational Change Management scope. Implementation of the toolkit by H3 can take the form of application and management of training, and transfer of tools and skills. Highlights of the toolset include: Change Agent workshop an interactive workshop that uses the Walt Disney method of cartoon making to enable participants to see how they are capable of contributing to change in their companies Target Operating Models a number of generic industry models that capture end to end business processes, Key Performance Indicator frameworks and security role structures Executive Benefits Analysis combining a facilitated workshop with a high level benefits assessment that seeks to provide a range of benefit opportunities, recognising the source of benefit such as cost reduction, productivity improvement and increasing revenue Strategic Risk Monitoring combining regular surveying and risk assessment to provide a business readiness indicator that is used by steering teams to plan mitigating actions. Executive Visioning workshop a facilitate workshop that enables executives to freely exchange views on business processes and align their performance to business success, thereby deriving a vision of the future for wider communication H3 Partners - Fusing People, Process and Technology www.h3partners.co.uk
11 Effective Organisational Change Visioning Event Delivery Attitude Surveys Communications Planning Stakeholder Engagement Impact Assessment Benefit Assessment Benefit Monitoring Success Factors Benefits Realisation Capability Maturity Assessment Security Design Process Re-engineering Target Operating Model Organisation Design Readiness Reporting Mitigation Planning Status Surveys Risk Assessment Business Readiness Change Planning Train the Trainer Mentoring Change Training Change Capability
ABOUT H3 Partners H3 Partners Ltd was formed in 2008. Our core products come with a significant amount of consulting experience spanning over 30 years. Throughout this time we have developed our strengths and capabilities which have enabled us to develop a unique business intervention process and design generic tools to support it. H3 Partners have directed assignments in numerous industries including automotive, secure printing, social housing, motor sport, tableware, healthcare, baby products, food preparation, insurance and internet services. Our business process expertise covers Order Management, Customer Relationship Management, Purchase Management, Manufacturing, Supply Chain Management and Product/Service Management. We have experience of working in several countries including the UK, USA, Scandinavia, Spain, Holland, Africa and India. We continually improve the content of the Change toolkit and share the experiences throughout our network. Our team is tasked to review the latest thinking in the areas of change management conducting research in subjects such as social media, coaching leaders, industrial psychology and training effectiveness. Rod Horrocks Managing Director Tel: +44 (0)7772 114896 Caroline Daniels - Executive Assistant Tel: +44 (0)845 118 0072 Long Barn Aldsworth Cheltenham Gloucestershire GL54 3QY 3 www.h3partners.co.uk