Change Management Handling organizational change

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Change Management Handling organizational change

• Dave Tyson, CPP

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Agenda

• Building organizational capacity to change
• Identify the key success factors in change
  management process
• Investigate each step and its significance
• Apply that to the real world

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Building capacity to change

• Identify key success factors for building
  capacity to change
• Profile the extent to which these key success
  factors are being managed
• Identify improvement activities for each success
  factor
• See the seven key success factors as an iterative
  process, not an event

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Step 1 -Key success factors in change management
process

• Leading change
• Creating a shared need
• Shaping the vision
• Mobilizing commitment
• Modifying systems structures
• Monitoring progress
• Making it last

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Leading Change who is responsible?

• Do we have a leader?
• Who owns the change?
• Who publicly commits to making it happen?
• Who will garner the resources necessary to
  sustain it?

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Creating a shared need Why do it?

• Do employees
• See the reason for change
• Understand why the change is important
• See why it will help them or the business in the
  short / long term

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Shaping a vision what will it look like when we
are done?

• Do employees
• See the outcomes of change in behavioural terms
  in terms of what they will do differently as a
  result of the change
• Get excited about the results of accomplishing
  the change
• Understand and are able to communicate how the
  change will benefit customers and other
  stakeholders

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Mobilizing commitment who else needs to be
involved?

• Do the sponsors of the change
• Recognize who else needs to be committed to the
  change to make it happen
• Know how to build a coalition of support for the
  change
• Have the ability to enlist the support of key
  individuals in the organization
• Have the ability to build a responsibility matrix
  to make the change happen

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Modifying existing systems structures how
will be institutionalized?

• Do the sponsors of change
• Understand how to link the change to other HR
  systems i.e. staffing, training, performance
  appraisal
• Recognize the systems implications of the change
  and their impact on the organization

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Monitoring progress how will it be measured?

• Do the sponsors of the change
• Have a means of measuring the success of the
  change
• Plan to benchmark progress on both the results of
  the change and the process of implementing the
  change
• Systems focus long term development

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Making it last how will it get started and last?

• Do the sponsors of change
• Recognize the first steps in getting started
• Have short and long term plans to keep attention
  focused on the change
• Have a plan for adapting the change over time

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Step 2- Profiling questions regarding capacity to
change
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Step 3 - Identify improvement activities for each
success factor

• Focused on transformation building the capacity
  to change through key success factors
• E.Gs
• Shaping a vision move from articulating the
  future to making it real for everyone
• Mobilizing commitment move from getting their
  cooperation to gaining their commitment

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Step 4 - See the seven key success factors as an
iterative process, not an event
Leading Change
Making change last
Creating a shared need
Monitoring Progress
Shaping a vision
Changing Systems Structures
Mobilizing Commitment
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Why changes dont produce results

• Not tied to strategy
• Seen as a fad or quick fix
• Short term perspective
• Political realities undermine change
• Grandiose expectations versus simple success
• Inflexible change decisions

• Lack of leadership about change
• Lack of measurable tangible results
• Afraid of the unknown
• Unable to mobilize commitment to sustain change

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Challenges to change

• What percentage of people reach their target
  weight in weight watchers?
• What percentage maintain their target weight
  forever?
• What percentage of people stop smoking and never
  start again
• What percentage of people stop smoking and never
  start again after a major physical crisis
• What percentage of re-engineering or quality
  changes are judged to be a success

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Challenges to change

• What percentage of people reach their target
  weight in weight watchers? 5
• What percentage maintain their target weight
  forever? .5
• What percentage of people stop smoking and never
  start again? 17
• What percentage of people stop smoking and never
  start again after a major physical crisis? 43
• What percentage of re-engineering or quality
  changes are judged to be a success? 25

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Questions - Thanks

• Dave Tyson, CPP
• Chief Operating Officer
• FYP Corporate Threat Management
• [phone]
• dtyson_at_fyp.ca