6 the change acceleration process
TRANSCRIPT
Change Acceleration Process (CAP)
The Key to ChangeEffective
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Growth:IB’s, CECOR, Lean, Customer Centric, Execution
Work-Out™ / Town Meetings:Empowerment, action – Expert-Driven Decision-Making, Action Work-Outs™, Customized Work-Outs™
Productivity / Best Practices:Benchmarking External Organizations, Sharing Best Practices
Process Improvement:Process-mapping, re-engineering, Bullet Train Approach
Change Acceleration Process (CAP):Increase success and accelerate change
Key Strategic Initiatives:QMI*, NPI*, OTR*, SP*, Productivity, Globalization
Make Customers Winners:GE Tool-Kit
Six Sigma Quality:Productivity, Span, Data-Driven Decision-Making
Digitization:Sell, Buy, Make using Technological Tools
ACFC (At the Customer For the Customer):Faster, Better, Closer to the Customer
Imagination at Work:Imagine, Solve, Build, Lead
* New Product Introduction, Quick Market Intelligence, Order to Remittance, Supplier Partnership
1989
Change Culture:A Continuing Journey•Using Change as a Strategic and
Competitive Advantage•Optimizing Change
Effectiveness•Building a Culture that
Drives Change
1992
1996
1998
2000
2003
2004
Lean Six SigmaSpeed & Quality
2005+
Change Research
100% of all changes evaluated as “Successful” had a good technical
solution or approachOver 98% of all changes evaluated as
“Unsuccessful” also had a good technical solution or approach
What is the differentiating factor between success and failure?
…From Your Change ExperiencesElements of Successful Change:______________________________________________________________________________________________________________________________
Elements of Unsuccessful Change:______________________________________________________________________________________________________________________________
Effective Change Equation
Q x A = EQ = Qualitative/Technical Solution
A = Acceptance/Engagement
E = Overall Effectiveness
Q x A = EQ = Qualitative/Technical Solution
A = Acceptance/Engagement
E = Overall Effectiveness
Facilitative Facilitative Leadership Leadership Facilitative Facilitative Leadership Leadership
Technical Strategy
Technical Strategy
Technical Strategy
Technical Strategy
Cultural, Organizational
Cultural, Organizational
StrategyStrategy
Cultural, Organizational
Cultural, Organizational
StrategyStrategy
Change initiativefocused on
customer needs(target)
The Challenge = Do It With Speed!The Challenge = Do It With Speed!
Lessons Learned: 2 Components to Any Change
CAP: The Basics
• Provides a ‘Pilot’s 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
The GE CAP Model
CURRENTCURRENT STATESTATE TRANSITION STATETRANSITION STATEIMPROVED STATEIMPROVED STATE
Leading ChangeLeading Change
Monitoring ProgressMonitoring Progress
Mobilizing CommitmentMobilizing Commitment
Shaping a VisionShaping a Vision
Creating a Shared NeedCreating a Shared Need
Making Change LastMaking Change Last
Systems and StructuresSystems and Structures
Future State
CAP: A Model for ChangeLeading 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
Setting Up for Success
“Off to a Good Start”
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!
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
Setting Up for Success: ToolsSU
Project DefinitionSCOPE:• 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 ToolsBounding 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
In the Frame / Out of the Frame Flip Charts
Draw a large square "picture frame" on a flip chart (or use tape on a wall) and use this metaphor to help the team identify what falls inside the picture of their project and what falls out. This may be in terms of type and extent of end results, people impacted, time frame, product lines, sites, etc.
15-Word Flip Chart
Each team member is given a flip chart page and marker. They must write, in 15 words or less, the project definition. Post all and check for agreement. Double check all fuzzy words by circling them and asking "What does it look like?" or "How will we know it when we have it?".
PROJECT DEFINITION
PROJECT DEFINITION
PROJECT DEFINITION
Project Scoping ToolsSU
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 ChartUsed For:– Developing a Project – Definition Statement
Leading Change
CURRENTCURRENT STATESTATE TRANSITION STATETRANSITION STATE IMPROVED STATEIMPROVED STATE
Leading ChangeLeading Change
Systems and StructuresSystems and Structures
Monitoring ProgressMonitoring Progress
Mobilizing CommitmentMobilizing Commitment
Shaping a VisionShaping a Vision
Creating a Shared NeedCreating a Shared Need
Making Change LastMaking Change Last
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.
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
ChangeChange
SkillsSkills
FOCUS / AGENDA•Enroll Others•Facilitative Leadership Skills•Win/Win
Time x Focus/ Agenda x Energy/ Passion = Attention
Leading Change ModelLC
ENERGY / PASSION•Personal involvement•Is "known for . . . "
TIME•Planning•Behavior: “Walk the talk”
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
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
Change Acceleration Process Self-Assessment
1 2 3 4
5
1 2 3 4
5
1 2 3 4
5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Leads change
Creates a shared need
Shapes a vision
Mobilizes commitment
Makes change last
Monitors progress
Changes systems & structures
Leadership Assessment Tools:
LCCalendar Test (Time Audit) Used For: Stimulating thinking and team discussion about the degree of attention & commitment change leaders are modeling.
CAP Self-AssessmentUsed For:Assessing current capacity to show specific competencies in each of the seven core CAP processes.
Creating a Shared Need
CURRENTCURRENT STATESTATE TRANSITION STATETRANSITION STATE IMPROVED STATEIMPROVED STATE
Leading ChangeLeading Change
Systems and StructuresSystems and Structures
Monitoring ProgressMonitoring Progress
Mobilizing CommitmentMobilizing Commitment
Shaping a VisionShaping a Vision
Creating a Shared NeedCreating a Shared Need
Making Change LastMaking Change Last
• 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.
Why is this Important?CSN
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
Short Term
LongTerm
Threat If we don’t make this change
Opportunity if we do make this change
Types of Proof Examples
Data/ Facts: Numbers / trends / statistics Graphs / Financials Benchmark / competitive data
Demonstrate: Finding Examples Best Practices Visiting other Organizations /
Panels/ Pilots/ Testimonials
Demand: Dynamic Leadership (Setting
High Standards/ Accountability) Customers / Suppliers /
Competition (Int. / Ext.)
Creating a Shared Need Tools:
CSNThreat / Opportunity MatrixUsed For:Framing the need for change as a combination of threat & opportunity over the short and long term
Three D’s Matrix Used For:– Building your case for
change with evidence using data, demonstration & demand
– Answers the question: “Can I prove it?”
Shaping a Vision
CURRENTCURRENT STATESTATE TRANSITION STATETRANSITION STATE IMPROVED STATEIMPROVED STATE
Leading ChangeLeading Change
Systems and StructuresSystems and Structures
Monitoring ProgressMonitoring Progress
Mobilizing CommitmentMobilizing Commitment
Shaping a VisionShaping a Vision
Creating a Shared NeedCreating a Shared Need
Making Change LastMaking Change Last
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
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 person’s dream– Challenging– Evolving, not static– Behavioral and actionable– Easy to understand
Visions provide Direction and Motivation for Change
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. 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
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 & modifyShared Visions come from collective efforts
that reflect individual perspectives
Shaping a Vision Tools:SV
Key Phrases ExerciseUsed For:Involving all team members and capturing individual perspectives
Backward Imaging ExerciseUsed For:Helping team members think about the future they are working to create
Vision _________________________Behaviors
More of Less of• •• •• •• •• •
Vision _________________________Behaviors
More of Less of• •• •• •• •• •
Focusing Vision on Behaviors:
SVBull's Eye Chart ExerciseUsed For:Developing a Vision that is stated in actionable, behavioral terms
More of/Less of ExerciseUsed For:Clarifying what the team expects from the new state in behavioral terms
VisionVision
MindsetMindset
BehaviorBehavior
Making a VisionActionable
Stating the Vision in actionable, behavioral terms helps the team gain commitment and identify sources of resistance
Elevator Speech Worksheet:SV
1. A “reality check” to ensure that team members see the project the same way.
2. 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)
CURRENTCURRENT STATESTATE TRANSITION STATETRANSITION STATE IMPROVED STATEIMPROVED STATE
Leading ChangeLeading Change
Systems and StructuresSystems and Structures
Monitoring ProgressMonitoring Progress
Mobilizing CommitmentMobilizing Commitment
Shaping a VisionShaping a Vision
Creating a Shared NeedCreating a Shared Need
Making Change LastMaking Change Last
Mobilizing Commitment
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.
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
Sources ofResistance
Definition Causesof Resistance
Examples Rating
Technical
Political
Cultural
Names StronglyAgainst
ModeratelyAgainst
Neutral ModeratelySupportive
StronglySupportive
Stakeholder Analysis for Change
People resist or support change for a variety of reasons.
Mobilizing Commitment Tools:
MCStakeholder Analysis For ChangeUsed For:Identifying stakeholders and their current level of commitment to the change initiative
Technical-Political-Cultural AnalysisUsed For:Identifying, labeling and understanding sources of resistance
More of Less ofMore of Less of
Influencing
Strategy
Influencing
Strategy
Threat vs. Opp.Threat vs. Opp.
3D Matrix3D Matrix
D
D
D
TPC AnalysisTPC Analysis
T
P
C
StakeholderAnalysis
StakeholderAnalysis-- - +/- + ++ VisioningVisioning
VisionVision
MindsetMindset
BehaviorBehavior
Elevator SpeechElevator Speech
CAP Toolkit:MC
Systems and Structures
CURRENTCURRENT STATESTATE TRANSITION STATETRANSITION STATE IMPROVED STATEIMPROVED STATE
Leading ChangeLeading Change
Systems and Structures
Monitoring ProgressMonitoring Progress
Mobilizing CommitmentMobilizing Commitment
Shaping a VisionShaping a Vision
Creating a Shared NeedCreating a Shared Need
Making Change LastMaking Change Last
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.
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
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)
Time
Deg
ree o
f D
ifficu
lty
• Which Systems & Structures Most Impact the New Behaviors?
• Identify the Key Stakeholder(s) of that S&S.
• What’s Missing?
• Identify Characteristics of New Systems & Structures.
• Determine Systems & Structures to Remove or Build.
• Identify Who to Engage and Develop Influence Strategy.
2. Current Systems & Structures Assessment2. Current Systems &
Structures Assessment
3. Creating futureSystems & Structures
3. Creating futureSystems & Structures
• What about the current S&S is Helping or Hindering us from achieving the desired state behaviors?
• Develop Influence Strategy/ Action plan.
1. Identify Key Systems & Structures
1. Identify Key Systems & Structures
Helping Hindering Actions
VisionVision
MindsetMindset
BehaviorBehavior
Three Step Alignment Process
CSS
Channel Announce theCAP
Project
Clarifythe
Vision
Begin toMobilize
Commitment
Begin toMonitorProgres
s
Changing Systems
& Structur
es
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.
Communication Planning Matrix:
CSS
Used For:– Communication Strategy
(various Channels)
Indicate those that are suitable for:– Providing Information– Persuading– Empowering
Include:– Audience– Who – When – Where
Used For:– Communication Strategy
(various Channels)
Indicate those that are suitable for:– Providing Information– Persuading– Empowering
Include:– Audience– Who – When – Where
Making Change Last
CURRENTCURRENT STATESTATE TRANSITION STATETRANSITION STATE IMPROVED STATEIMPROVED STATE
Leading ChangeLeading Change
Systems and StructuresSystems and Structures
Monitoring ProgressMonitoring Progress
Mobilizing CommitmentMobilizing Commitment
Shaping a VisionShaping a Vision
Creating a Shared NeedCreating a Shared Need
Making Change LastMaking Change Last
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
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
Monitoring Progress
CURRENTCURRENT STATESTATE TRANSITION STATETRANSITION STATE IMPROVED STATEIMPROVED STATE
Leading ChangeLeading Change
Systems and StructuresSystems and Structures
Monitoring ProgressMonitoring Progress
Mobilizing CommitmentMobilizing Commitment
Shaping a VisionShaping a Vision
Creating a Shared NeedCreating a Shared Need
Making Change LastMaking Change Last
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.
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
Effective Change Equation
Q x A = EQ = Qualitative/Technical Solution
A = Acceptance/Engagement
E = Overall Effectiveness
Q x A = EQ = Qualitative/Technical Solution
A = Acceptance/Engagement
E = Overall Effectiveness