GE CAP Participant Training Materials

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(No Transcript)
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Change Acceleration Process (CAP)

• The Key to Change

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Change CultureA Continuing Journey
Lean Six Sigma Speed Quality
2005
Growth IBs, CECOR, Lean, Customer Centric,
Execution
2004
Imagination at Work Imagine, Solve, Build, Lead

• Using Change as a Strategic andCompetitive
  Advantage
• Optimizing Change Effectiveness
• Building a Culture that Drives Change

2003
ACFC (At the Customer For the Customer) Faster,
Better, Closer to the Customer
2000
Digitization Sell, Buy, Make using Technological
Tools
1998
Six Sigma Quality Productivity, Span,
Data-Driven Decision-Making
1996
Make Customers Winners GE Tool-Kit
Key Strategic Initiatives QMI, NPI, OTR, SP,
Productivity, Globalization
Change Acceleration Process (CAP) Increase
success and accelerate change
1992
Process Improvement Process-mapping,
re-engineering, Bullet Train Approach
Productivity / Best Practices Benchmarking
External Organizations, Sharing Best Practices
Work-Out / Town Meetings Empowerment, action
Expert-Driven Decision-Making, Action Work-Outs,
Customized Work-Outs
1989
New Product Introduction, Quick Market
Intelligence, Order to Remittance, Supplier
Partnership
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Change Research

• 100 of all changes evaluated as Successful
  had a good technical solution or approach
• Over 98 of all changes evaluated as
  Unsuccessful also had a good technical solution
  or approach
• What is the differentiating factor between
  success and failure?

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From Your Change Experiences

• Elements of Successful Change
• __________________________________________
• __________________________________________
• __________________________________________
• Elements of Unsuccessful Change
• __________________________________________
• __________________________________________
• __________________________________________

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Effective Change Equation
Q x A E Q Qualitative/Technical Solution A
Acceptance/Engagement E Overall Effectiveness
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Lessons Learned 2 Components to Any Change
Facilitative Leadership
Technical Strategy
Change initiative focused on customer
needs (target)
Cultural, OrganizationalStrategy
The Challenge Do It With Speed!
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CAP The Basics

• Provides a Pilots Checklist for change
  leadership
• A flexible non-linear model used throughout a
  change process
• Applies strategic thinking to the influencing of
  others
• Contains tools to help change teams identify ways
  to achieve behavioral change

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The GE CAP Model
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CAP A Model for Change
Leading Change Having a sponsor/champion and team members who demonstrate visible, active, public commitment and support of the change.
Creating A Shared Need The reason to change, whether driven by threat or opportunity, is instilled within the organization and widely shared through data, demonstration or demand. The need for change must exceed its resistance.
Shaping A Vision The desired outcome of change is clear, legitimate, widely understood and shared the vision is shaped in behavioral terms.
Mobilizing Commitment There is a strong commitment from constituents to invest in the change, make it work, and demand and receive management attention Constituents agree to change their own actions and behaviors to support the change.
Making Change Last Once change is started, it endures, and learnings are transferred throughout the organization. Change is integrated with other key initiatives early wins are encouraged to build momentum for the change.
Monitoring Progress Progress is real benchmarks set and realized indicators established to guarantee accountability.
Changing Systems And Structures Making sure that the management practices (Staffing, Development, Rewards,Measures, Communication, Organizational Design and Information Technology Systems) are used to complement and reinforce change
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Setting Up for Success

• Off to a Good Start

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Why is this Important? SU

• A "good start" is essential to long-term success
• Even straightforward projects must be "scoped" to
  ensure attention is focused on essential elements
  deliverables
• Effective teams are formed through deliberate
  actions, starting with clarification of roles,
  responsibilities and expectations
• Time Invested up-front Pays Rich Rewards
  Down-Stream Go Slow To Go Fast!

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What is the Outcome? SU

• Clear roles, responsibilities and expectations
  for all parties (Sponsor, Team Leader, Team
  Members, CAP Coach, Others)
• A well-defined scope of work for the project that
  all parties understand and are committed to
  achieving
• An effective project execution structure and
  process

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Setting Up for Success Tools SU

• Project Definition
• SCOPE
• Timing
• Organizations Involved
• Processes Involved
• Levels Involved
• GOALS
• Results / Target for Project
• Measurements of Success
• ROLES
• What is Their Role?
• Who Should be on Project Team?

• Project Definition Tools
• Bounding Tools
• GRPI
• Includes / Excludes
• Process Focus (SIPOC / COPIS)
• In the Frame / Out of the Frame
• Alignment Test
• 15 words
• Critical Success Factors
• Significance Test
• On the Screen

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Project Scoping Tools SU

• In Out of the Frame
• Used For
• Creating a visual picture of the elements in
  Scope (frame) and out of Scope for the project

• 15-Word Flip Chart
• Used For
• Developing a Project
• Definition Statement

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Leading Change
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Why is this important? LC

• Strong, committed leadership is critical to
  accelerating change at all levels.
• Leadership impacts all other change elements.
• Change Leadership is not a part-time activity.

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What is the outcome? LC

• Visible, active and public commitment/support.
• Willingness to take personal initiative and
  challenge the status quo.
• High levels of attention to the project through
  the time, passion and focus given to the project
  by leaders at all levels.
• Leaders actively modeling CAP concepts, language
  and tools.
• Successful change initiatives require strong,
  committed Leadership throughout the entire
  project life-cycle

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Leading Change Model LC

• FOCUS / AGENDA
• Enroll Others
• Facilitative Leadership Skills
• Win/Win

Change Skills

• ENERGY / PASSION
• Personal involvement
• Is "known for . . . "

• TIME
• Planning
• Behavior Walk the talk

Time x Focus/ Agenda x Energy/ Passion Attention
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Leadership Assessment Tools LC

• Calendar Test (Time Audit)
• Used For
• Stimulating thinking and team discussion about
  the degree of attention commitment change
  leaders are modeling.

• CAP Self-Assessment
• Used For
• Assessing current capacity to show specific
  competencies in each of the seven core CAP
  processes.

Change Acceleration Process
Self-Assessment

1. Identify 4-5 things you feelvery strongly about
   (at home or work).
2. Check your calendar for the last 2-3 months to
   see what of your time is spent on those things
   you say are important to you

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Leads change
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2
3
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Creates a shared need
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2
3
4
5
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2
3
4
5
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Shapes a vision
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2
3
4
5
5
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2
3
4
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Mobilizes commitment
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2
3
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Makes change last
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5
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2
3
4
5
Monitors progress
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2
3
4
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Changes systems structures
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2
3
4
5
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Creating a Shared Need
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Why is this Important? CSN

• Forces any resistance or apathy to be addressed
  head-on.
• Validates why the project is important and
  critical to do.
• Builds the momentum needed to get the change
  initiative communicated and launched.

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What is the Outcome? CSN

• Awareness of the dissatisfaction with the current
  state.
• A shared recognition, by both the team and key
  stakeholders, of the need and logic for change.
• The ability to frame and communicate the need for
  change as a combination of threats and
  opportunities.
• Creating a Shared Need produces the urgency to
  build momentum for acceptance of the change
  initiative

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Creating a Shared Need Tools CSN

• Threat / Opportunity Matrix
• Used For
• Framing the need for change as a combination of
  threat opportunity over the short and long term

• Three Ds Matrix
• Used For
• Building your case for change with evidence using
  data, demonstration demand
• Answers the question Can I prove it?

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Shaping a Vision
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Why is this important? SV

• Visions paint a picture that appeals to the head
  and heart and answers the question, Where are
  we heading?
• A clear statement about the future situation
  helps gain genuine commitment
• An understandable vision helps establish the
  milestones to monitor progress and change systems
  structures

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What is the outcome? SV

• A clear statement about the outcomes of the
  change
• A view of the future state that is
• Customer focused
• Not just one persons dream
• Challenging
• Evolving, not static
• Behavioral and actionable
• Easy to understand
• Visions provide Direction and Motivation for
  Change

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Shaping a Vision Tools SV

• Key Phrases Exercise
• Used For
• Involving all team members and capturing
  individual perspectives

• Backward Imaging Exercise
• Used For
• Helping team members think about the future they
  are working to create

1. Individually jot down key phrases that capture
   the essence of why the team exists.
2. Collect and collate into vision statement.
3. "Test" on customers, vendors, employees.
4. Modify as necessary.

1. Imagine a point in the future when the project
   has been very successful.
2. Find words to describe what you would see, hear,
   feel as you observe key stakeholders functioning
   in the new, changed state.
3. Collate, debate, reach consensus on your vision
   statement, "test" on others modify

Shared Visions come from collective efforts that
reflect individual perspectives
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Focusing Vision on Behaviors SV

• Bull's Eye Chart Exercise
• Used For
• Developing a Vision that is stated in actionable,
  behavioral terms

• More of/Less of Exercise
• Used For
• Clarifying what the team expects from the new
  state in behavioral terms

Vision _________________________ Behaviors More
of Less of
Making a Vision Actionable
Vision
Mindset
Behavior
Stating the Vision in actionable, behavioral
terms helps the team gain commitment and
identify sources of resistance
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Elevator Speech Worksheet SV

• A reality check to ensure that team members see
  the project the same way.
• To ensure that the team members spread a unified
  consistent message.
• "Here's what our project is about (Charter,
  Project Definition Tools)
• "Here's why it's important to do (Shared Need
  Tools)
• "Here's what success will look like (Shaping
  a Vision Tools Milestones)
• "Here's what we need from you (Responsibilities
  , Commitments, Project Plans)
• "Here's what you can count on from me
  (Commitments, Action, Follow-up)
• (Output may change by stakeholder one size does
  not fit all)

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Mobilizing Commitment
Leading Change
Creating a Shared Need
Shaping a Vision
Mobilizing Commitment
Making Change Last
Monitoring Progress
CURRENT STATE
TRANSITION STATE
IMPROVED STATE
Systems and Structures
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Why is this Important? MC

• Understanding the key stakeholders whose support
  and commitment will make or break the change
  effort.
• Key difference between success and failure.

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What is the Outcome? MC

• Coalition of committed stakeholders.
• Identification of potential resistance and a
  strategy to overcome it.
• Mobilizing the Commitment of Key Stakeholders is
  Essential to the Success of the Change

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Mobilizing Commitment Tools MC

• Stakeholder Analysis For Change
• Used For
• Identifying stakeholders and their current level
  of commitment to the change initiative

• Technical-Political-Cultural Analysis
• Used For
• Identifying, labeling and understanding sources
  of resistance

People resist or support change for a variety of
reasons.
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CAP Toolkit MC
3D Matrix
D D D
Influencing Strategy
TPC Analysis
T P C
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Systems and Structures
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Why is this Important? CSS

• Successful change often involves significant
  realignment and leveraging of the way we
  organize, communicate, measure, train, develop,
  reward, compensate, promote and other systems
  within the organization.
• Desired new behaviors (More of Less of ) are
  reinforced through consistent attention to
  organizational Systems Structures.

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What is the Outcome? CSS

• Identification and utilization of key Systems
  Structures that must be addressed to sustain
  project success.
• Utilization of Systems Structures Best
  Practices.
• Alignment of Systems Structures with desired
  behaviors.
• Identifying and re-aligning key Systems
  Structures are necessary for successful,
  long-lasting change

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Factors to Consider CSS
Staffing (Acquiring/placing talent)
Development (Building competence/capability)
Measures (Tracking performance)
Rewards (Recognizing/rewarding desired behavior)
Communication (Using information to build and sustain momentum)
Organization Design (Organizing to support the change initiative)
IT Systems (Utilizing IT technology to enable changes to be successful and sustained)
Resource Allocation (Adjusting or planning for financial and other resources to support the change project)
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Three Step Alignment Process CSS
3. Creating futureSystems Structures
2. Current Systems Structures Assessment

• What about the current SS is Helping or
  Hindering us from achieving the desired state
  behaviors?
• Develop Influence Strategy/ Action plan.

1. Identify Key Systems Structures

• Whats Missing?
• Identify Characteristics of New Systems
  Structures.
• Determine Systems Structures to Remove or
  Build.
• Identify Who to Engage and Develop Influence
  Strategy.

Degree of Difficulty

• Which Systems Structures Most Impact the New
  Behaviors?
• Identify the Key Stakeholder(s) of that SS.

Time
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Communication Planning Matrix CSS
Channel Announce the CAP Project Clarify the Vision Begin to Mobilize Commitment Begin to Monitor Progress Changing Systems Structures
Written Newsletter Bulletin Board V.P. Memo etc.
Spoken One-on-many All employees meeting Weekly staff meeting Operating managers meeting Etc.
Spoken One -on-one
Symbolic Offsite conference Press conference etc.

• Used For
• Communication Strategy (various Channels)
• Indicate those that are suitable for
• Providing Information
• Persuading
• Empowering
• Include
• Audience
• Who
• When
• Where

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Making Change Last
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Why is this Important? MCL

• We often spend most available time on the launch
  of an initiative rather than its
  institutionalization
• Every change initiative competes for time,
  resources and attention
• To ensure that the new behaviors will not revert
  back to the old habits

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What is the Outcome? MCL

• Consistent, visible, tangible reinforcement of
  the change initiative
• Integration of new initiative becomes the way we
  work
• Changes to Systems and Structures enable the new
  behavior that supports the Vision
• Launching a Change is just the beginning. It
  must become the Way of Life

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Monitoring Progress
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Why is this Important ? MP

• An accurate measure of the CAP project provides
  focus, direction momentum throughout the change
  process.
• Corrective action can only occur if you know
  you're off track.
• Monitoring Progress enhances your ability to
  reward key events and milestones.

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What is the Outcome ? MP

• Clarity and agreement on what the acceptance
  strategy looks like in measurable observable
  terms.
• Baseline data milestone results of the change
  process tracked and widely communicated.
• Increasing momentum as people see progress and
  results being realized.
• Measuring tracking progress along the CAP
  elements demands ongoing attention by the team

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Effective Change Equation
Q x A E Q Qualitative/Technical Solution A
Acceptance/Engagement E Overall Effectiveness