delivering organizational change management capabilities a teamed approach to addressing impacts of...
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Delivering OrganizationalChange Management Capabilities
A Teamed Approach to Addressing Impacts of Change for People, Processes and Organization
Copyright © 2014 Accenture. All rights reserved. 2
Catherine Miller
Accenture Talent & Organization
Senior Manager
State, Provincial and Local Government Practice
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Set up Polling
OCM 301 Change for Leadership
Respond at www.mqlicker.com
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Poll: Who’s Here?
OCM 301 Change for Leadership
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Agenda
OCM 301 Change for Leadership
Timing Topic
15 minutes Presenting the Case
45 minutes Building the OCM
30 minutes Change Tools & Methodologies
15 minutes BREAK
90 minutes Making it Real: Driving Change
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Objectives
OCM 301 Change for Leadership
After our time this morning, participants should understand:What is meant by the change curve and the learning that
accompanies the change phases
The importance of developing and managing to a detailed plan to guide staff through the phases of work and activities for which they have minimal experience
How leveraging experience in an area outside the competencies and expertise of staff can be used to effectively and efficiently train and develop core competencies and capabilities
Copyright © 2012 Accenture. All rights reserved. 7Copyright © 2014 Accenture. All rights reserved. 7
The CaseCreating an Organizational Change Management Project Team in an Operational Environment
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Introduce the Case
Developing Change Capabilities
• The Project Driving the Change
• The Organization
• Change Capabilities
• Staff Readiness
• Culture, Breaking Down Silos
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The Project
• Current Eligibility System: LEADER
• Future System: LRS
• Project Overview
Defining the Case
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The Project
• Current Eligibility System: LEADER
• Future System: LRS
• Project Overview
– Streamline case management of public assistance programs
– Integrate Department sections into a single system
Defining the Case: The Project
Eligibility & Benefit
Determination,
Enrollment
Case Maintenance
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The Project
• Policy & Program Updates
• Impacts Across Systems
• Web Technology
• Impacts to Workforce and Management
Defining the Case: The Project
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Customers
• One million public assistance program cases
• 2.5 million beneficiaries
• $3 billion in benefits per year
Defining the Case: The Organization
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Business Segments
Operations:
• Client-facing
• Operates the business of providing social services to customers
Defining the Case: The Organization
DPSS
Operations Technology
LRS Project
Program & Policy
Business Support
Functions
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Business Segments
Technology
• LEADER system support
• LRS project
Defining the Case: The Organization
DPSS
Operations Technology
LRS Project
Program & Policy
Business Support
Functions
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The OCM’s Objective
How to address the impacts to the staff, processes and organization…
…and to ensure the readiness of the workforce for the eligibility
system implementation.
Defining the Case
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Establishing the OCMCreating a vision and a team to execute on that vision
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Building Capabilities
The approach,
challenges,
and discoveries
to support and build the 32-person County Organizational Change Management (OCM) team to develop and execute a change program.
Establishing Organizational Change Management
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Define the business objective
to prepare the offices, individuals, teams, and the overall organization for changes resulting from the implementation of the LRS by planning for and managing those changes
Establish the OCM
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The Organization The Staff
• Reporting Structure to both Technology and the Business Operations bureaus
• The OCM unit structure
• Structure for partnering
• Who?
• What skills and competencies?
• Temporary or permanent?
• What are the roles and responsibilities for this team?
Establish the OCM
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Staffing Challenge for Project Work
Project
Operations
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OCM Guiding Principles
Establishing the OCM
Operational Support OCM
Timing
Resources
Impact
Reactive – troubleshooting to respond to issues and inquiries
Structured within existing organization; Typically not dedicated resources
High initial impact; Lessen impact over time
Minimize impact to stakeholders through readiness, communications and training
Dedicated OCM project resources allows flexibility to adjust to variability of stakeholder and project needs
Proactive – understand when the change is happening; Develop and execute plans to address expected changes
Copyright © 2014 Accenture. All rights reserved. 22
OCM Project Director
Change & Readiness
Training & Knowledge Comms Process
OCM Organization
TechnologyBureau of
Workforce Services
Leadership & Oversight
County Offices: Liaison Network, SMEs, Leadership
OCM 100 Welcome to OCM
LRS ProjectDirector
Sponsor
Manage
Collaborate
Copyright © 2014 Accenture. All rights reserved. 23
What are we trying to accomplish?
Build stakeholder understanding about the coming changes and commitment to those changes
OCM Objective
Know
Talk
Do
Commitment
Und
erst
andi
ng
Teach
Stakeholder Assessment
Informed Pessimism
Uninformed Optimism
Informed Optimism
Uninformed Pessimism
Copyright © 2014 Accenture. All rights reserved. 24
What are we trying to accomplish?
Build stakeholder understanding about the coming changes and commitment to those changes
OCM Objective
Know
Talk
Do
Commitment
Und
erst
andi
ng
Teach
Stakeholder Assessment
Informed Pessimism
Uninformed Optimism
Informed Optimism
Uninformed Pessimism
Copyright © 2014 Accenture. All rights reserved. 25
What are we trying to accomplish?
Build stakeholder understanding about the coming changes and commitment to those changes
OCM Objective
Know
Talk
Do
Commitment
Und
erst
andi
ng
Teach
Stakeholder Assessment
Informed Pessimism
Uninformed Optimism
Informed Optimism
Uninformed Pessimism
Copyright © 2014 Accenture. All rights reserved. 26
What are we trying to accomplish?
Build stakeholder understanding about the coming changes and commitment to those changes
OCM Objective
Know
Talk
Do
Commitment
Und
erst
andi
ng
Teach
Stakeholder Assessment
Informed Pessimism
Uninformed Optimism
Informed Optimism
Uninformed Pessimism
Copyright © 2012 Accenture. All rights reserved. 27Copyright © 2014 Accenture. All rights reserved. 27
OCMGetting Started
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OCM: Getting Started
OCM 301 Change for Leadership
Primary Steps for Designing a Project Team:Charter
Scope & Schedule
Organization
Roles & Responsibilities
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Design the OCM
Design
• Charter• Scope &
Structure• Org Structure• Matrix vs
hierarchy • Roles &
Responsibilities
Build Deploy
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Components
• Business Case
• Objectives & Success Criteria
• Assumptions
• Milestones
• Budget
• Stakeholders
Charter
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Foundation of the Plan
• Scope
• Schedule
• Expand Milestones into high level Project Plan
– Activities
– Timeline
– Resources
Scope & Schedule
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OCM Project Director
Change & Readiness
Training & Knowledge Comms Process
OCM Organization
TechnologyBureau of
Workforce Services
Leadership & Oversight
County Offices: Liaison Network, SMEs, Leadership
OCM 100 Welcome to OCM
LRS ProjectDirector
Sponsor
Manage
Collaborate
Copyright © 2014 Accenture. All rights reserved. 33
OCM Project Director
Change & Readiness
Training & Knowledge Comms Process
Roles & Responsibilities
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OCM Project Director
Change & Readiness
Training & Knowledge Comms Process
Roles & Responsibilities
Change & Readiness
• Managing and monitoring staff and organizational readiness
• Key Tools & Techniques include
– Assessments to measure staff “People” readiness
– Targets and plans to guide staff through the preparatory phases
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Readiness means that the organization and the workforce is prepared for the coming change.
How do we know? Gather feedback and conducts ongoing assessments to monitor the organization’s “readiness” for transition.
Readiness Definition
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Assess progress toward achieving the desired level of work performance, the ability for workforce to do their jobs in the “to be” state
Identify and track actions that will enable staff to reach this transformed state
Provide feedback that will help guide communication, knowledge building and sponsorship activities
Readiness Objectives
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OCM Project Director
Change & Readiness
Training & Knowledge Comms Process
Roles & Responsibilities
Training & Knowledge
• Developing the staff knowledge of how to do their work
• Key Tools & Techniques include
– Training Materials for Instructor Led Training
– Creation of “WBTs”
– LMS for Managing Scheduling, Enrollment and Progress
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OCM Project Director
Change & Readiness
Training & Knowledge Comms Process
Roles & Responsibilities
Communications
• Ensuring that staff build their awareness and understanding of the changes
• Key Tools & Techniques include
– FAQs, website, videos, emails
– Liaisons, Focus Groups, Other in-person workshops, road shows, check-ins
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Poll: What Communication Avenues do You Have?
OCM 301 Change for Leadership
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OCM Project Director
Change & Readiness
Training & Knowledge Comms Process
Roles & Responsibilities
Process
• Identify the changes to business processes
• Key Tools & Techniques include
– As-Is and To-Be Process Flows
– Gap and Impact Assessments
– Step-by-Step revised Processes
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Build a Team: Staffing the OCM
Design Build
• Positions & Competencies
• Job Postings• Hiring Process• Onboarding
Process
Deploy
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OCM Project Director
Change & Readiness
Training & Knowledge Comms Process
Build a Team: Staffing the OCM
TechnologyBureau of
Workforce Services
Leadership & Oversight
County Offices: Liaison Network, SMEs, Leadership
OCM 100 Welcome to OCM
LRS ProjectDirector
Sponsor
Manage
Collaborate
Copyright © 2014 Accenture. All rights reserved. 46
OCM Project Director
Change & Readiness
Training & Knowledge Comms Process
Staffing an OCM Team: Example
Microsoft Excel Worksheet
Sample WorkbookPosition &
Competencies forProcess Role
Timing: Onboarding & Start-UpPrimary Responsibilities
Target Team Member Level: Learner
Document to-be processes
Develops facilitation skills to "Do" level; Learns process drafting; Learns how to identify decisions that will need to be made; Learns how to identify process "gaps;" Learns how to document discussions and process rough-outs
Learns how to identify opportunities for process improvements / consistencies / eliminate redundancies
Learns how to build process flows at highest level and detail levels; Learns process mapping, use of Visio, use of Excel for flow charting; Learns flow charting tools and meanings; Develops understanding of project tools and methodologies
Becomes familiar with how to develop process narratives using Excel and Word.
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If you were starting up a similar team in your organization …
OCM 301 Change for Leadership
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Staffing an OCM Team: Example
Target Team Member LevelPrimary Responsibilities Learner Design & Build Deliver
Document as-is processes
Becomes familiar with how to develop process narratives using Excel and Word.
Works with SMEs to develop process narratives following documentation standards without supervision.
Facilitates As-Is process walkthroughs with client leadership
Conduct Impact & Gap Analyses
Learn … Say … Say … Do … Do … Teach …
Document to-be processes Learn … Say … Say … Do … Do … Teach …
Develop step-by-step instructions
Learn … Say … Say … Do … Do … Teach …
Define Roles & Responsibilities
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OCM Project Director
Change & Readiness
Training & Knowledge Comms Process
Staffing an OCM Team: Example
Functional Competencies
Process Design & Development
Problem Solving
Facilitation
Critical Thinking
Project Management
Oral and Written Communication
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OCM Learning Schedule & Onboarding Activities
Onboarding
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Change Tools & Methodologies
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Project Start-Up
Change Tools & Methodologies
Area Tool Description and how tool is leveraged
Leadership Alignment
Leadership Action Plans
Success will depend on leadership support alignment for the effort, both organizationally and in the individual offices. To-be process alignment incorporating leading practices will ensure consistency of service and optimal usage of LRS. The Leadership Action plans provide a structured approach to leadership role and responsibilities. Ensures that the vision and endpoint of the change are clearly articulated and understood by all, and that leaders are actively engaged through the change
Stakeholder Identification
Stakeholder Analysis
Stakeholder analysis identifies the individuals or groups that are likely to affect or be affected by the change, and sorts them according to their impact on the change and the impact the change will have on them. The results are used to assess how the interests of those impacted audiences should be addressed in the change plan.
Prioritization Prioritization Determination
Individual BPR recommendations are assessed and prioritized to ensure quick wins and most highly desirable action items are afforded time and resources.
Gap Analysis Gap Analysis The goal of Process and Role Gap Analysis is to determine and communicate the process changes that will occur as a result of LRS. Understanding the gap between how business is currently conducted and the way business will be conducted once the changes are implemented will enable the OCM to develop communication. This analysis will generate “Change Discussion Guides,” to describe how processes will be performed when LRS is implemented.
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Process Build
Change Tools & Methodologies
Area Tool Description and how tool is leveraged
Process Mapping
To Be, As Is Processes
The OCM Process workgroup and BPR will share responsibilities for developing the process maps describing the future state “To Be” processes, using process diagramming methodologies. Swim lanes depicting processes by role and highlighting handoffs between roles and systems will be included and shown at multiple levels: Executive, Activity, and Logical Task levels. A similar process will be followed for describing “As Is” processes. OCM will work with LRS and Business SMEs to understand and diagram these flows.
County Decisions
Decision Approvals Process mapping will reveal County decisions that need to be resolved in order to solidify the To Be state. A specific and controlled governance process will be needed to ensure timely and completed decisions and approvals as these decisions can lead to serious project risks and roadblocks.
Other Process Documents
StoryboardsStep-by-Step
Job Aids
Depending on the process, additional documentation will be needed to either better describe that work flow prior to drafting Process Narratives, or to be used as knowledge articles or job aids geared toward end users to supplement knowledge development
Process Narratives
Narratives The lowest Level in process design is a process description or “narrative.” It describes all tasks in detail, how they are performed, who are responsible, what tools that are used etc. Once the narratives are built, the Gap and Impact Analyses detailing the changes and impact can be constructed. The development of the Process Narratives is a critical first step in the Organizational Change Management sequence of work.
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End User Readiness
Change Tools & Methodologies
Area Tool Description and how tool is leveraged
Change Enablement
Change Impact Assessment
The Change Impact Assessment provides a summary view to identify who is affected by the changes, how they are impacted, and what level of Change Management support is necessary to address those impacts. Impacts to both processes and roles, (jobs & titles) are assessed.
Change Readiness
Coaching Establishing office “coaches” from OCM provides individual offices with the support needed during preparation, go live and stabilization. Coaches assist with training delivery and provide at-the-ready support to individuals and to the office. Coaches are key representatives from each office who will work with the OCM in Change Management, Training, and Implementation to facilitate communication and provide on-site support for users.
Change Readiness Assessments
Essential to ensuring readiness for change is the development of readiness assessments and monitoring progress. Change Readiness is a systematic method of monitoring the extent to which users are prepared for the process and organizational changes associated with the implementation of LRS.
Office Liaisons Office liaisons provides a mechanism for two-way feedback between the project / OCM and the offices, as well as a forum through which a common business vision is communicated .
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End User Readiness: Monitor & Manage
Change Tools & Methodologies
Area Tool Description and how tool is leveraged
Stakeholder Alignment & Tracking
Change Tracker Change Tracking enables leaders and teams to see whether change programs are on track and to take the corrective actions required to keep them on track. With Change Tracking, Alcon’s leadership can minimize the risk and realize the benefits of this significant organizational change and ultimately build change capability for the future. Change Tracking uses a three step insight-driven and predictive process: a benchmarking database, positioning on the ChangeMap and action pathways
Training & Knowledge Build
Training & Knowledge Build
Process training and system training – determine responsibilities; develop & deliver; Determine training delivery method(s), audience appropriate
Knowledge build – include knowledge articles; step-by-step; quick reference guides; process narratives
Comms Communication Plan
Include message summary, audience, delivery method, objective, timing, responsibility
Copyright © 2014 Accenture. All rights reserved. 58
End User Readiness: Monitor & Manage
Change Tools & Methodologies
Area Tool Description and how tool is leveraged
Stakeholder Alignment & Tracking
Change Tracker Change Tracking enables leaders and teams to see whether change programs are on track and to take the corrective actions required to keep them on track. With Change Tracking, Alcon’s leadership can minimize the risk and realize the benefits of this significant organizational change and ultimately build change capability for the future. Change Tracking uses a three step insight-driven and predictive process: a benchmarking database, positioning on the ChangeMap and action pathways
Training & Knowledge Build
Training & Knowledge Build
Process training and system training – determine responsibilities; develop & deliver; Determine training delivery method(s), audience appropriate
Knowledge build – include knowledge articles; step-by-step; quick reference guides; process narratives
Comms Communication Plan
Include message summary, audience, delivery method, objective, timing, responsibility
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Communication Vehicles
Change Tools & Methodologies
Liaisons representing each of the offices
will provide a 2-way communication link
with OCM
Change Discussions Liaisons FAQs & Newsletters
OCM will work with individual offices to identify process and role gaps and
to translate those gaps into an office change plan;
Offices will track, and OCM will monitor, office
readiness
Videos, Email, website, postings, and
announcements will be used to ensure
stakeholders are kept apprised of coming
changes
FAQs will address commonly asked
questions; Newsletters will provide project updates to those
interested
Messages
Copyright © 2014 Accenture. All rights reserved. 60
Building Knowledge
Change Tools & Methodologies
Additional self-paced coursework will be
available to staff prior to and after deployment
ClassroomTraining e-Learning Coaches
“Just in time” classroom training
will cover BPR & LRS process changes
needing practice and in-person instruction
Additional self-paced coursework will be
available to staff prior to and after deployment.
Coaches
On the JobTraining / Shadowing
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Making it Real: Driving ChangeThe Change Curve and Corresponding Learning
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Build a Team
Design Build Deploy
• On the job training
• Mentoring and advising
• Perform the work
• Access to and guidance on tools, techniques and methodologies
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Operating Proactively
to ensure that all stakeholders understood changes that would impact them and the timing of those changes
To accomplish this, OCM will developed & executed plans to address expected changes, ensuring stakeholder preparation and readiness.
Guiding Principles and Expectations: Challenge #4
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Providing Flexibility
of project work team resources to match skills and assignments to the dynamic staffing needs of the stakeholders and OCM project activities, as well as timing constraints
Guiding Principles and Expectations: Challenge #4
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Minimizing Impact
to stakeholders through readiness, communications and training
The work conducted by the OCM project work teams will ensure that changes are managed and that stakeholders are prepared.
Guiding Principles and Expectations: Challenge #4
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Operating in a Project Culture
• Temporary with a defined beginning and end
• Deliverables
• Teamwork & Interdependencies
Guiding Principles and Expectations: Challenge #4
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Guiding Principles and Expectations: Challenge #4
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Operation Support Approach to Change
Beginning Point: Change Culture
Change Decision Fix, Help, Adjust
Change Im
ple
mente
d
Wait for it…
Wait for it …
Triggering Event
Policy, procedural, organizational or technology decision
Copyright © 2014 Accenture. All rights reserved. 70
Activities to Support the Change
Using an Organizational Change Management Approach
Change Decision Process Re-engineering
Communications
Change & Readiness
Knowledge Build
Change TrackingAction
Needed?
Yes: Improved Learning
Yes: Improved Messages
Change Im
ple
mente
d
Triggering Event
Policy, procedural, organizational or technology decision
Define Changes
Manage Changes
Copyright © 2014 Accenture. All rights reserved. 71
Activities to Support the Change
Using an Organizational Change Management Approach
LRS & BPR Design & Strategic Decisions
1. Process Re-engineering
2. Communications
3. Change & Readiness
4. Knowledge Build
3. Change & Readiness
[Change Tracking]
ActionNeeded
?
Yes: Improved Learning
Yes: Improved Messages
Change Im
ple
mente
d
1. Processes• Build Business Process
Model for LRS & BPR: Define the To-Be state / processes
• Incorporate both worker and system processes
• Understand the As-Is state / processes
• Identify the changes
2. Communications• Determine your
audiences (stakeholders)
• Plan & execute appropriate messages
• Communicate what is happening, why, to whom, when, and how it will impact
3. Change & Readiness• Assess readiness• Develop mitigation
plans• Provide coaching• Perform change tracking
& resulting action plans
4. Training & Knowledge
Through formal and informal learning covering both worker process and system process training, ensure those who do the work are able to do that work after the change
Copyright © 2014 Accenture. All rights reserved. 72
Timeline
• Lined up to the OCM Project Plan
• Phased to support stakeholders through their knowledge and commitment build
Supporting the Change
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Using an Organizational Change Management Approach
Timeline
LRS
Cou
nty-
Wid
e G
o Li
ve
LR
S P
ilot G
o Li
ve
We
are
here
OCM Communications: FAQs, Website, Notices, Newsletters, T-n, Liaison Meetings
Readin
ess
M A M J J A S O N D J F M A M J J A S O N D J F M
2014 2015
LRS Process Build LRS Impact, Gap
Stakeholder Assessment
Readiness Assessment
Readiness AssessmentCoaching
Change Tracking
Pro
cess
Train
ing
Com
ms
LRS Process Curriculum
LRS Processes Training Build
LRS OCM Pilot Training
LRS OCM End User Training
Liaison Setup Change Discussions
Change Discussions
2016
LRS Technical Training Design & Build
Org
an
izati
on
al C
han
ge M
an
ag
em
en
t
LRS Pilot Core Training
Readiness Assessment
Coaching
LRS
Pro
ject
Level 0 Level 1 Level n
LRS Countywide Core Training
Copyright © 2014 Accenture. All rights reserved. 74
What are we trying to accomplish?
Build stakeholder understanding about the coming changes and commitment to those changes
Supporting Stakeholders Through Change
Know
Talk
Do
Commitment
Und
erst
andi
ng
Teach
Change Curve
Informed Pessimism
Uninformed Optimism
Informed Optimism
Uninformed Pessimism
Copyright © 2014 Accenture. All rights reserved. 75
How do we help stakeholders move up the curve?
Supporting Stakeholders Through Change
Know
Talk
Do
Commitment
Und
erst
andi
ng
Teach
Change Curve
Informed Pessimism
Uninformed Optimism
Informed Optimism
Uninformed Pessimism
Copyright © 2014 Accenture. All rights reserved. 76
How do we help stakeholders move up the curve?
Supporting Stakeholders Through Change
Know
Talk
Do
Commitment
Und
erst
andi
ng
Teach
Change Curve
Informed Pessimism
Uninformed Optimism
Informed Optimism
Uninformed Pessimism
Training and Communications are the primary vehicles for moving stakeholders along the Change Curve
Copyright © 2014 Accenture. All rights reserved. 77
Training and Communications are the primary vehicles for moving stakeholders along the Change Curve
Communications should provide a foundation of
knowledge about the coming changes, including both
what is happeningand why
How do we help stakeholders move up the curve?
Supporting Stakeholders Through Change
Know
Talk
Do
Commitment
Und
erst
andi
ng
Teach
Change Curve
Informed Pessimism
Uninformed Optimism
Informed Optimism
Uninformed Pessimism
Copyright © 2014 Accenture. All rights reserved. 78
Training and Communications are the primary vehicles for moving stakeholders along the Change Curve
Engagement activities such as the
Liaison Network and discussion forums support communications
to reinforce through two-way exchanges
How do we help stakeholders move up the curve?
Supporting Stakeholders Through Change
Know
Talk
Do
Commitment
Und
erst
andi
ng
Teach
Change Curve
Informed Pessimism
Uninformed Optimism
Informed Optimism
Uninformed Pessimism
Copyright © 2014 Accenture. All rights reserved. 79
Training and Communications are the primary vehicles for moving stakeholders along the Change Curve
Closer to the time end users adapt to the changes,
Training is used to build on the foundation of knowledge and help stakeholders to learn how to
do their work
How do we help stakeholders move up the curve?
Supporting Stakeholders Through Change
Know
Talk
Do
Commitment
Und
erst
andi
ng
Teach
Change Curve
Informed Pessimism
Uninformed Optimism
Informed Optimism
Uninformed Pessimism
Copyright © 2014 Accenture. All rights reserved. 81
Commitment is achieved when staff have accepted the change and are willing to learn how to do their jobs, use LRS and follow the new processes …
… it does not necessarily mean that they like what they are doing. But, they understand why the organization has made the decision to implement
How do we help stakeholders move up the curve?
Commitment ≠ Love It
Behavior examples: attend focus groups and meetings as asked; Attend and willing to learn in training; Share information and things they’re learning with others
Copyright © 2014 Accenture. All rights reserved. 82
• Leadership Support
• Honesty
• Consistency
• Listening
Building Commitment
How do We Earn Commitment from our Stakeholders?
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Change TheoriesUnderstandingChange Curves
OCM 301 Change for Leadership
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OCM Activities Supporting Stakeholders through Change
Change Phases
Change DiscussionsTrainingT-n CommunicationsWorkshopsNews & Publications
Awareness Understanding Acceptance Commitment
Introductory videoMessage from leadershipWebsite FAQsKickoff(s)MemosDeveloping Liaison Network
Expanded Website materialsBuilding Understanding video(s)Focus GroupsSME workgroup sessionsLiaison Network Communications
Go Live
Know
ledge &
Com
mit
ment
T+n communicationsChange TrackingLessons Learned
Today Jan2015
Aug2015
Mar2016
Copyright © 2014 Accenture. All rights reserved. 85
Expected Outcomes
Change Management
Outcomes from a structured change management process• Significantly reduced business disruption - minimal disruption to field, customer service, etc.
productivity• Benefits realized – behavior shifts achieved; new ways of working “institutionalized” – no “going
back”• Solution is sustainable – continuous improvement occurs naturally without external support
“Valley of Despair”Pe
rfor
man
ce
Start of Program
Implementation of
change
C
B
A
Build CM Foundation
Time
(A) The introduction of change often causes a drop in business and individual performance from the very beginning.
(B) Managing the change
process affects how deep the organization will dip into the “valley of despair.”
(C) A comprehensive change program aims to minimize the time it takes to navigate through the change and return to productivity and optimize business performance.
View Change as a process and measure its outcomes
Copyright © 2014 Accenture. All rights reserved. 87
DefinitionStakeholder Management is the process of forming, monitoring and maintaining constructive relationships with those affected by change by influencing their expectations of what they will gain from the change
What is Stakeholder Management?
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Stakeholder Management Process
Identify Understand Plan Execute Manage & Control
Brainstorm to compile list of stakeholders;
Review with project leadership and
steering to ensure all stakeholder
groups are covered
Perform assessment to determine where
stakeholders are and where they
need to be by Go Live
Develop a Stakeholder
Engagement Plan. Include activities for communications and
training.
Conduct communications and
training activities. Monitor progress through Change Tracking. Update
plans to make needed adjustments
as needed
Monitor stakeholder progress along the change journey. As needed, escalate risks and issues.
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Identify
OCM 301 Change for Leadership
Who are Stakeholders?
Stakeholders are individuals or groups of people within and outside of the organization who: Can have significant involvement and/or interest in the success of the
change effort Can influence the outcome of the project Can be affected by the project
Stakeholder Management Process
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Identify
OCM 301 Change for Leadership
Examples Business Sponsor
Stakeholder Management Process
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Identify
OCM 301 Change for Leadership
Examples Business Sponsor Business Partners - include key individuals within DPSS such as associate
directors and chiefs; Business partners will typically be included on the project Steering Committee
Stakeholder Management Process
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Stakeholder Management Process
Identify
OCM 301 Change for Leadership
Examples Business Sponsor Business Partners Business SMEs – include SMEs and experts from business who will help
provide critical business insights through out the change lifecycle
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Identify
OCM 301 Change for Leadership
Examples Business Sponsor Business Partners Business SMEs Managers & Supervisors – people who manage or supervise those who do
the work that will change; Often times supervisors and managers will also have approvals and other work that will change as well
Stakeholder Management Process
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Identify
OCM 301 Change for Leadership
Examples Business Sponsor Business Partners Business SMEs Managers & Supervisors Staff – those who do the work that is changing
Stakeholder Management Process
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Identify
OCM 301 Change for Leadership
Examples Business Sponsor Business Partners Business SMEs Managers & Supervisors Staff External – customers, advocates, agencies, others who are interested in
and/or affected by the changes
Stakeholder Management Process
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Identify
OCM 301 Change for Leadership
Examples Business Sponsor Business Partners Business SMEs Managers & Supervisors Staff External Others – TBD
Stakeholder Management Process
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Understand
OCM 301 Change for Leadership
Build understanding of Stakeholder attributes
Degree of Influence
Disposition towards the change
Current level of Commitment and reaction to change
Desired level of Commitment and Understanding
Document known concerns
List key engagement actions (what you need them to drive and act upon to support the change)
Stakeholder Management Process
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Plan
OCM 301 Change for Leadership
Plan Change Activities to build commitment and understanding
Ensure that activities are geared individually toward each stakeholder group
Discuss plans with stakeholder groups and incorporate feedback into change plans
Review final plans with leadership
Stakeholder Management Process
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Execute
OCM 301 Change for Leadership
Provide training and communications to build knowledge and increase commitment
Stakeholder Management Process
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Manage & Control
OCM 301 Change for Leadership
Monitor stakeholder progress along the change journey
The expected outcome of OCM activities is increase of knowledge and commitment for each grouping of stakeholders
Change Tracking will monitor the progress. OCM will adjust activities and escalate as appropriate
Stakeholder Management Process
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The Change Network are the individuals who sponsor and champion the change throughout the organization. They take an active role in the change process and include:
OCM
Office Liaisons
Coaches
Super-Users / Early Onboard
SMEs
Change Network
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Change Network
Sponsors are responsible for setting direction and steering the organization through change
OCM is responsible for supporting stakeholders to understand and prepare for change
Stakeholders are responsible for making the change to the work that they do. For this project, learning LRS and the accompanying process changes
Change Agents are a subset of the stakeholders who participate in the change as champions through the Liaison Network, as SMEs on process workgroups, and as Coaches, providing input and feedback, and informally leading their offices
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Change Network
Sponsors (Includes Steering)
Set vision, define changes and priorities
Set direction for Change Agents
Allocate responsibilities / support and provide project guidance
Publicly demonstrate commitment to outcomes and validate change efforts
Sponsors are responsible for setting direction and steering the organization through change
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Change Network
Develop plans and provide timely information and materials
Drive change and make recommendations to Executive Steering Committee
Build/facilitate governance and role
OCM is responsible for supporting stakeholders to understand and prepare for change
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Change Network
Support change and communication efforts within respective organization
Engage and educate individuals about the change
Exemplify Program value and desired behaviors to their line of business
Provide a designated communication point
Surface issues/concerns; work with project to resolve / address; escalate feedback
Change Agents are a subset of the stakeholders who participate in the change as champions through the Liaison Network, as SMEs on process workgroups, and as Coaches, providing input and feedback, and informally leading their offices
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Change Network
Listen to / read communications
Ask questions and identify issues
Understand / adopt change
Stakeholders are responsible for making the change to the work that they do. For this project, learning LRS and the accompanying process changes
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Engage and Manage StakeholdersKey OCM Management Activities
Establish relationships and build trust
Meet with stakeholder leadership, persons with high
influence and high interest to introduce the Change
Plans.
Continue to meet regularly and provide updates on
progress. Personalize messages to that stakeholder
group.
Be transparent, informative, and responsive.
OCM 301 Change for Leadership
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Support stakeholders to lead change
Establish Change Network through representative
“Change Agents” to include and acknowledge expertise
(SMEs on process workgroups, Project Steering),
formalize two-way communications (Office Liaisons)
and lead others (coaches, supervisors)
Be clear about roles and responsibilities and
expectations for the amount of effort required.
OCM 301 Change for Leadership
Engage and Manage StakeholdersKey OCM Management Activities
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Support stakeholders to build participation
Provide required support and coaching to lead the
change efforts. Ready stakeholders to manage
resistance and build participation in their influence
areas / teams / groups.
Guide Change Agents to engage fully with the
group(s) they represent. It’s important that all
members of a stakeholder group feel represented,
informed and supported.
OCM 301 Change for Leadership
Engage and Manage StakeholdersKey OCM Management Activities
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Monitor and control the process
Be prepared to manage off-track stakeholders. Plan
for required support and intervention from sponsor
and senior stakeholders
Control the process by documenting decision points
and agreed actions. Help new stakeholders
understand the change but be mindful of revisiting
decision points / actions agreed earlier.
OCM 301 Change for Leadership
Engage and Manage StakeholdersKey OCM Management Activities
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Summarize:
Key OCM Management Activities
Establish relationships and build trust
Support stakeholders to lead change
Support stakeholders to build participation
Monitor and control the process
OCM 301 Change for Leadership
Engage and Manage StakeholdersKey OCM Management Activities
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Wrapping up the Topic:Stakeholder Management
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Stakeholders: Key Considerations
Involve and engage stakeholder representatives
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Stakeholders: Key Considerations
Involve and engage stakeholder representatives
Prioritize, commitment is essential
Copyright © 2014 Accenture. All rights reserved. 117
Stakeholders: Key Considerations
Involve and engage stakeholder representatives
Prioritize, commitment is essential
Include function / business stakeholders (HR, Fin, IT, etc)
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Stakeholders: Key Considerations
Involve and engage stakeholder representatives
Prioritize, commitment is essential
Include function / business stakeholders (HR, Fin, IT, etc)
Stakeholder list will be a “living” document
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Stakeholders: Key Considerations
Involve and engage stakeholder representatives
Prioritize, commitment is essential
Include function / business stakeholders (HR, Fin, IT, etc)
Stakeholder list will be a “living” document
Stakeholder analysis will inform subsequent change activities
Copyright © 2014 Accenture. All rights reserved. 120
Stakeholders: Key Considerations
Involve and engage stakeholder representatives
Prioritize, commitment is essential
Include function / business stakeholders (HR, Fin, IT, etc)
Stakeholder list will be a “living” document
Stakeholder analysis will inform subsequent change activities
Copyright © 2014 Accenture. All rights reserved. 122
Step 1
Who are our stakeholders?
OCM 301 Change for Leadership
Activity
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Step 2
Let’s assess “influence”
OCM 301 Change for Leadership
Remember: Stakeholder analysis has sensitive
information and must be treated with care
Let it Happen
“Low” Influence
Help it Happen
“Medium” Influence
Make it Happen
“High Influence
Activity
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Step 3
Let’s assess “interest”
OCM 301 Change for Leadership
Let it Happen
“Low” Influence
Help it Happen
“Medium” Influence
Make it Happen
“High Influence
Activity
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Step 3
Influence Mapping
OCM 301 Change for Leadership
Activity
Interests D
eg
ree o
f In
flu
en
ce Keep satisfied
Encourage and influence
Keep Informed
Monitor
Low High
Low
Hig
h
Mendelow's Power-Interest grid
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ActivityMendelow's Power-Interest grid
Source: Adapted from Wilson Learning Worldwide Inc. All rights reserved.
Interests
Degre
e o
f In
fluence
Low High
Low
Hig
h
Copyright © 2014 Accenture. All rights reserved. 127OCM 301 Change for Leadership
Source: Adapted from Wilson Learning Worldwide Inc. All rights reserved.
Interests
Degre
e o
f In
fluence
Encourage and influence
Low High
Low
Hig
h
High Influence, High InterestFully engage and manage carefully.
Include in general communications which
go to everyone. In addition, develop and
deliver more focused communications
specifically for them. In person with
regularly scheduled meetings, individually
or as a group.
Where numbers dictate, develop networks
to reach all in the group.
ActivityMendelow's Power-Interest grid
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Source: Adapted from Wilson Learning Worldwide Inc. All rights reserved.
Interests
Degre
e o
f In
fluence
Low High
Low
Hig
h
High Influence, Low InterestDraw on these groups/individuals to
get things done in circles outside of
your immediate control.
In addition to general communications,
devote specific time to this group to
keep them informed, making it easier
to gain their support later if you
require their help.
Keep satisfied
ActivityMendelow's Power-Interest grid
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Source: Adapted from Wilson Learning Worldwide Inc. All rights reserved.
Interests
Degre
e o
f In
fluence
Low High
Low
Hig
h
Low Influence, High Interest
You should keep this group
motivated with regular
communications. Take time to
collect feedback from this group so
you can tailor your communications
and make alterations to the plans as
you go.
Monitor
ActivityMendelow's Power-Interest grid
Copyright © 2014 Accenture. All rights reserved. 130OCM 301 Change for Leadership
Source: Adapted from Wilson Learning Worldwide Inc. All rights reserved.
Interests
Degre
e o
f In
fluence
Low High
Low
Hig
h
Low Influence, Low Interest
These are people who simply need
to be kept informed as to the project
status
Keep Informed
ActivityMendelow's Power-Interest grid
Copyright © 2014 Accenture. All rights reserved. 131OCM 301 Change for Leadership
Source: Adapted from Wilson Learning Worldwide Inc. All rights reserved.
Interests
Degre
e o
f In
fluence
Keep satisfied
Encourage and influence
Keep Informed
Monitor
Low High
Low
Hig
h
ActivityMendelow's Power-Interest grid
Copyright © 2014 Accenture. All rights reserved. 132OCM 301 Change for Leadership
ActivityAssessment
Stakeholder Assessments Create 3 questions from survey
sample
Assign stakeholder “role” to each participant
Write down a few notes about your “role” at the beginning of the project, at the mid-point, and just prior to Go Live.
Interview each other and record responses
Watch the video and create baseline scoring
Map the scores
SurveyReadiness Mapping
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Activity
Discussion What are some of the differences
among stakeholders that we would expect to see?
What are some of the things that OCM can do in response?
List ways that OCM can support stakeholders during the process:
To overcome resistance?
To turn around pessimism (lack of commitment?)
To turn around understanding (lack of knowledge?)
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Concluding Remarks
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Challenges
OCM 301 Change for Leadership
Some Common Themes among Our Challenges:Culture
Operations vs Project
Organizational Structure and Reporting: Weak Matrix
Understanding and support of the OCM scope and objectives