Michelle Lambert Founder KMRt Vic Tas Director Change Management Toolbox Director Social Media Navigator 30 years experience in Line & Change Management
Agenda - Understanding: The state of change Our role in change Exploring some data and examples What can we do differently
As a minimum the purpose of Change Management is to mitigate the risks of projects, including: Costs, scheduling and performance; Speed of adoption Adopting new work practices as BAU (compliance) Positive impact on staff and client
At best the purpose of Change Management is to maximisethe outcome of projects, including: Ownership of identifying the real issues and working to create the right solution compliance to culture Key influencers engaged and assisting with effective communication to minimise resistance in their peers Providing your workforce with a voice where they are listened to and are able to contribute in a tangible way Building trust and resilience in the workforce who can then realise positive outcomes from change are possible
The Common Project Success Factor The effect of an Organizational Change Management program on a project s ROI. 143 % when an excellent Change Management program was part of the initiative; 35 % when poor or no Change Management program. Clearly, continuing to deploy projects with inadequate change management is not a productive way to do business.
The Common Project Success Factor The effect of an Organizational Change Management program on a project s ROI. 143 % when an excellent Change Management program was part of the initiative; 35 % when poor or no Change Management program. Clearly, continuing to deploy projects with inadequate change management is not a productive way to do business.
only by changing constantly can organizations hope to survive. - McKinsey 2008
Our roles in Change Peter Block on Accountability in change Culture does not define who I am and how I act Image courtesy of [adamr] / FreeDigitalPhotos.net
P5 for Change PERFORMANCE PLANNING PATHWAY PEOPLE PURPOSE
The average failure rate for change projects is 70% When culture change is involved. Failure rises to 90% these figures have not changed in more than 30years
How many major reorganisations produce meaningful performance improvement? Less than 34% Some actually destroy value.
Change management projects deemed completely successful 6%...
Negative emotions in change: 44% of people were anxious 22% confused 23% frustrated and 24% fatigued. And that was for the successful projects.
Case Study Example Project Implement single source of truth for call center staff
Case Study Background: Many sources of information 20,000 internal help desk calls per month Low staff moral creating high turnover
All the data tells us people don t resist change they resist being changed. Peter Senge -
Change requires vision & Image courtesy of FreeDigitalPhotos.net/ Gualberto107
Recognition that: Continuing to deploy projects with inadequate change management is not a productive way to do business.
Case Study Example Staff never had a voice in defining the problem resulting in; Ineffective communication to front line staff and customers
P5 for Change PERFORMANCE PLANNING PATHWAY PEOPLE PURPOSE ORGANISATIONAL CHANGE
The wireless music box has no imaginable commercial value. Who would pay for a message sent to nobody in particular? - David Sarnoff about the radio 1921 Image courtesy of FreeDigitalPhotos.net/ Witthaya Phonsawat
Transmission of documents via telephone wires is possible in principle, but the apparatus required is so expensive that it will never become a practical proposition. - Dennis Gabor, physicist & author of Inventing the Future 1962 Photo: vt.edu)
Years to Reach 50 millions Users: 38 Years Radio 13 Years TV 3 years Internet 1 years - Facebook 9 months- Twitter 88 days Google + 50 days Draw something app 35 days Angry bird app
BYOD This phenomenon is reshaping the way IT is purchased, managedand secured and how information is delivered. Image courtesy of FreeDigitalPhotos.net/ Master isolated images
If you don t like change, you re going to like irrelevance even less. - General Eric Shinseki (Chief of Staff US Army)
Case Study Technology component: Systems weren t enough Engaging the people in understanding the real problems Involved them, found the right solution Created champions and influencers
Agenda: P5 for Change PERFORMANCE PLANNING PATHWAY PEOPLE PURPOSE ORGANISATIONAL CHANGE
In 1900 in took 150 years for the amount of information in the world to double It took 50 years in 1950 It took 3 years in 2002 Image courtesy of FreeDigitalPhotos.net/ r Paul
In 2010. Every two days we create as much information as we did from the dawn of man through 2003 - Eric Schmidt, Google CEO Image courtesy of FreeDigitalPhotos.net/ r Adamr
Source: Infowhelm, 21 st Century Fluency Project
Source: Infowhelm, 21 st Century Fluency Project
Source: Infowhelm, 21 st Century Fluency Project
2003-2009 This creates a whole new set of challenges for organisations and their people Source: Infowhelm, 21 st Century Fluency Project
I cannot say whether things will get better if we change; what I can say is they must change if they are to get better. - Georg C. Lichtenberg
Case Study It was all about the information The increased volume Finding the truth Getting out of their way Satisfying staff and the customer
Case Study opportunity costs Improving Information flow was their driver: Reduce cost of exgratia payments ($500K pa) Reduce staff turnover and training ($825K pa) Reduce Helpdesk costs ($700K pa) Not to mention trade practices risks and reputation.
Excerpt: Australian Public Service State of the Service Report Good Communication is critical to effective Change Management In a recent federal gov t survey it was identified that only 38% of employees agreed that communication between Snr leaders and other employees is effective Copyright Social Media Navigator 2013 www.smnavigator.com
Excerpt: Australian Public Service State of the Service Report It seems that the larger the organisation the less effective the communication, the small Gov t agencies had an effective communication rate of 47% where as the larger ones had a rating of 37%. Copyright Social Media Navigator 2013 www.smnavigator.com
Key EFFECTIVE Communication Copyright Social Media Navigator 2013 www.smnavigator.com Image courtesy of FreeDigitalPhotos.net/ Marin
EFFECTIVE Communication Requires engagement, and Right Message [information] Right Person Right Time All the Hallmarks of an effective Engagement and Content Strategy Copyright Social Media Navigator 2013 www.smnavigator.com
EFFECTIVE Engagement and Content Strategy enables Change management strategy to be the message So the message is understood Feedback loops are managed Staff are involved and engaged And change is effectively communicated Copyright Social Media Navigator 2013 www.smnavigator.com
Case Study Change strategy was the message Multiple mediums to communicate Engagement & involvement The message was understood The change was effectively communicated Adoption was effectively embraced Copyright Social Media Navigator 2013 www.smnavigator.com
EFFECTIVE Engagement & Content Strategy Enabled their change Help desk calls to 4K in first month Significant impact on staff moral Turnover costs Training costs Mininised risk to trade practices and reputation Copyright Social Media Navigator 2013 www.smnavigator.com
Don t adopt - Adapt Image courtesy of (Master isolated images)/ FreeDigitalPhotos.net Michelle Lambert 0408334247 mtlambert@westnet.com.au
ROI ROR Face to face involvement & engagement Transparency builds Trust Commitment 2 way communications Building Social Business Transparency Email Open Doing it to them Secret squirrel Ambiguous Image courtesy of (digitalart)/ FreeDigitalPhotos.net
What do we need to do?
P5 for Change PERFORMANCE PLANNING PATHWAY PEOPLE PURPOSE ORGANISATIONAL CHANGE
P5 for Change PERFORMANCE PLANNING PATHWAY PEOPLE PURPOSE Is the reason for the change, what are the business requirements necessary to achieve organisational objectives. ORGANISATIONAL CHANGE
P5 for Change PERFORMANCE PLANNING PATHWAY PEOPLE Your primary audience? How you connect with them, their values, to engage them and inspire them into action. PURPOSE ORGANISATIONAL CHANGE
P5 for Change PERFORMANCE PLANNING PATHWAY The steps required to create a clear pathway/strategy that will facilitate successful change. PEOPLE PURPOSE ORGANISATIONAL CHANGE
P5 for Change PERFORMANCE PLANNING The systems, processes and culture that need to be addressed/changed to maximize success? PATHWAY PEOPLE PURPOSE ORGANISATIONAL CHANGE
P5 for Change PERFORMANCE The comm n and planning to continuously improve, build resilience, and embed your change into the culture PLANNING PATHWAY PEOPLE PURPOSE ORGANISATIONAL CHANGE
Purpose + People + Pathway + Planning + Performance = Business requirements are delivered through business focused, effective people centred change management. When Any of the P5 for Change Processes is Missing it is 70%+ likely your Change initiative will fail The change has clear purpose with business requirements & benefits outweighing the cost of the change The change has clear purpose with business requirements & benefits outweighing the cost of the change + + + People factors are core to analysis, engagement, implementation and measurement of the change People factors are core to analysis, engagement, implementation and measurement of the change + + + The business strategy is continuously optimised in delivery by learnings from the change initiative The business strategy is continuously optimised in delivery by learnings from the change initiative + + + Organisational plans, systems, processes & behaviours formally and informally support a culture that embraces change. Organisational plans, systems, processes & behaviours formally and informally support a culture that embraces change. Organisational plans, systems, processes & behaviours formally and informally support a culture that embraces change. + + + A resilient change culture exists and is sustainedthrough engagement and open communication A resilient change culture exists and is sustainedthrough engagement and open communication A resilient change culture exists and is sustainedthrough engagement and open communication = = = Lack of clear purpose and joining the dots for people means an unfocused approach, that will not deliver real benefit to the business only change for its own sake. Clarity on the reason for the change & having robust systems & Processes Is only 20% of the Answer. Without engagement & addressing the people factors the likely-hood of success is 30% at best. Without a clear pathway designed to sponsor & deliver the change effectively, initiatives do not gain support across the organisation& inevitably lose momentum & do not deliver. The change has clear purpose with business requirements & benefits outweighing the cost of the change + People factors are core to analysis, engagement, implementation and measurement of the change + The business strategy is continuously optimised in delivery by learnings from the change initiative + + A resilient change culture exists and is sustainedthrough engagement and open communication = Without systems & processes both formal & informal reflecting the necessary ability to adapt based on the needs of the change Progress will be blocked & the Initiative will fail to succeed. The change has clear purpose with business requirements & benefits outweighing the cost of the change + People factors are core to analysis, engagement, implementation and measurement of the change + The business strategy is continuously optimised in delivery by learnings from the change initiative + Organisational plans, systems, processes & behaviours formally and informally support a culture that embraces change + = With no attention to the need for the culture to build resilience, support itself & communicate effectively before, during & after change, failure by cultural resistance is often the outcome.
How can I take accountability? s Image courtesy of (njaj and Master isolated images) / FreeDigitalPhotos.net
On average, knowledge worker spends around: - 25% retrieving and/or re-using business info - Translates to a Cost of around $45M per annum. Industry benchmarks suggested efficiency gains of 5% by reduced rework and duplication - 5% efficiency gain = $2.25M per annum. Projecting Savings of $11.25M Copyright Social Media Navigator 2013 www.smnavigator.com 56
Calculate Your Change Management ROI What is your org average salary $????.00 20% finding stuff 28% managing email = 48% of their time =$????.00 per annum 35% of $??K = $???.00 pa??? Employees x amount = $??????.pa =: Source McKinsey Social Productivity via Forbes Jeanne Meister Source McKinsey Social Productivity via Forbes Jeanne Meister Copyright Social Media Navigator 2013 www.smnavigator.com