Embedding Mobile Working

1
Embedding Mobile Working

• David Cramond
• Atos Consulting
• 6 April, local e-gov EXPO 2006

2
Introduction

• Mobile working can make a major contribution to
• Better customer service
• Smarter working
• Gains in efficiency
• Embedding mobile working involves managing
  effectively the changes that affect people
• An overall transformation plan with Change
  Management at its heart, is vital to embed change
  and deliver success

3
Structure of presentation

• Introduction
• Business case for mobile working
• How people react to change
• Business Transformation and Change Management
• Key elements of a Transformation Plan
• Q A

?
4
Business case for mobile working

• A business case is a means of...
• providing an analysis of costs, benefits and
  risks
• putting an investment decision into a strategic
  context
• providing the information necessary to make a
  decision about whether to proceed with a mobile
  project
• It is the essential first activity of mobile
  technology investment
• http//www.projectnomad.org.uk/index.html
• Logically structured to take you through each
  stage of business case development

5
Structure of presentation

• Introduction
• Business case for mobile working
• How people react to change
• Business Transformation and Change Management
• Key elements of a Transformation Plan
• Q A

?
?
6
How do people react to change?
denial
commitment
anger
bargaining
Resistance
exploration
depression
SOURCE ADAPTED FROM KÜBLER-ROSS (1969)
People need to move or be moved along this change
curve
7
What is Change Management?
Change management is the process of ensuring
that the people most affected by proposed
organisational changes are ready, willing and
able to make the operational and behavioural
changes required to deliver success.
It is the Change Managers aim to ensure that
peopleare willing and able to make the change
happen
8
How important is it?
Reasons cited for failure of major change projects
Lack of communication - 20
Inexperience in scope and complexity - 17
Technical issues - 14
Failure to define objectives - 17
Project Management Problems - 32
SOURCE AC SURVEY OF 276 MAJOR ORGANISATIONS
Evidence suggests that only 20 to 50 of
large-scale change projects succeed, and that the
major cause of project failure is a failure to
address the people issues
9
Structure of presentation

• Introduction
• Business case for mobile working
• How people react to change
• Business Transformation and Change Management
• Key elements of a Transformation Plan
• Q A

?
?
?
10
Business Transformationchange methodology
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Business Transformationchange methodology
COMMUNICATION
Case for Change
Benefit Realisation
Why do we need to change?
Operational Alignment
How do we measure success?
Future State
How dowe embed change?
What does the future look like?
DELIVERING
DEFINING
How do we implement change?
Planning and Readinessfor Change
How do we get there?
Implementation Support
ENGAGING
Are we ready to do it?
How do we lead?
Who is impacted?
Change Leadership
Breakthrough Teams
Stakeholder and Resistance Management
COMMUNICATION
12
Structure of presentation

• Introduction
• Business case for mobile working
• How people react to change
• Business Transformation and Change Management
• Key elements of a Transformation Plan
• Q A

?
?
?
?
13
The case for change should answer ...
Why should we change?
What is the change?
What will happen if we dont change?
How much change is involved?
Investment required time, technology, money
What benefit will the change deliver and when?
14
Prioritising for Business Transformation
Early successes (which comprise both quick hits
and early wins)
Strategic Wins
Benefit
Therapeutic Wins (those which do not provide
significant benefit but which reduce hassle)
Things to avoid!
Landmines
Complexity/time to realise
These need to be planned for to ensure maximum
impact in terms of both the bottom line and the
contribution they make to mobilisation
15
Business Transformationchange methodology
COMMUNICATION
Case for Change
Benefit Realisation
Why do we need to change?
Operational Alignment
How do we measure success?
Future State
How dowe embed change?
What does the future look like?
DELIVERING
DEFINING
How do we implement change?
Planning and Readinessfor Change
How do we get there?
Implementation Support
ENGAGING
Are we ready to do it?
How do we lead?
Who is impacted?
Change Leadership
Breakthrough Teams
Stakeholder and Resistance Management
COMMUNICATION
16
Change leadership withsenior level
sponsorship...

Joint Project board
Strategic Direction
Frequency As needed

Programme Mgmt Exec

Service Statistics
PM Exec Report

Reviews performance of
Report
All workstreams


Frequency Weekly

Project Meetings
Service Reviews
is also important to demonstrate the commitment
of the organisation and to achieve and sustain
momentum in roll out
17
Managing stakeholders
opponents
This group has power as well as understanding
High
advocates
UNDERSTANDING OF CHANGE PROGRAMME
x
x
x
x
x
x
x
x
The only group driving change
indifferent
x
x
x
x
x
x
x
x
x
x
supporters
x
x
x
x
x
x
followers
x
resistors
Low
x
For
Against
AGREEMENT WITH CHANGE PROGRAMME
18
Business Transformationchange methodology
COMMUNICATION
Case for Change
Benefit Realisation
Why do we need to change?
Operational Alignment
How do we measure success?
Future State
How dowe embed change?
What does the future look like?
DELIVERING
DEFINING
How do we implement change?
Planning and Readinessfor Change
How do we get there?
Implementation Support
ENGAGING
Are we ready to do it?
How do we lead?
Who is impacted?
Change Leadership
BreakthroughTeams
Stakeholder and Resistance Management
COMMUNICATION
19
Staff involvement at all levels is vital
The more motivated a team becomes, the more
involvedthey will want to be
Involvement is a prerequisiteof commitment
Recognition of successbuilds motivation
Commitment brings success
Success must be recognised
20
Key messages

• Embedding mobile working involves managing
  effectively the changes that affect people
• An overall Transformation Plan with Change
  Management at its heart is vital. This should
  include
• Visible and senior leadership and sponsorship
• A business-driven case for change
• Effective stakeholder management and
  communication
• Staff involvement at all levels
• Clear focus on benefits realisation planning

21
Structure of presentation

• Introduction
• Business case for mobile working
• How people react to change
• Business Transformation and Change Management
• Key elements of a Transformation Plan
• Q A

?
?
?
?
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