getting clear on why we're here

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Getting Clearon Why We’re Here

www.prosci.com | +1-970-203-9332

Tim Creasey, Chief Innovation [email protected] @timcreaseywww.linkedin.com/in/timcreasey/

Research | Methodology | Training | Advisory Services

June 17, 2016

1


GettingClear

On Why We’re Here

Understanding(common, shared)

Alignment

Anchor(for decisions)

Platform(for integration

and collaboration)

For CM

Across disciplines

On initiatives

As a high-impactprofessional

2


For me the greatest beauty always lies in the greatest clarity.

Gotthold Ephraim Lessing

3


GettingClear

On Why We’re Here


Alignment



and collaboration)

For CM

Across disciplines

On initiatives


4


More important than the quest for certainty is the quest for clarity.

Francois Gautier

5


The Easter Bunny Paradox

10ft

8ft

6ft

4ft

2ft

6


POLL: How big was the “real” Easter Bunny?

7


This is not just a case of to-may-toes / to-mah-toes

8


“So, lets talk about our culture change project.”

9


Alignment is the necessary condition before empowering the individual will empower the whole team.

Empowering the individual when there is a relatively low level of alignment worsens the chaos and makes managing the team even more difficult.

Peter Senge

10


POLL: How often do you experience a lack of alignment and common understanding?

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Anchor for decisions

• Picture of anchor

Anchor for decisions

12


Platform for integration

• Picture of complex roads?• Other integration picture

Platform for integration and collaboration

13


There is no time more valuable

than a moment of clarity.

Linda Poindexter

14


GettingClear

On Why We’re Here


Alignment



and collaboration)

For CM

Across disciplines

On initiatives


Consequences of not

“getting clear”

15


POLL: Words describing the consequences of not "getting clear"

16


A lack of clarity could put the brakes on any journey to success.

Steve Maraboli17


When you have clarity of intention, the universe conspires with you

to make it happen.Fabienne Fredrickson

18


GettingClear

On Why We’re Here


Alignment



and collaboration)

For CM

Across disciplines

On initiatives


19


GettingClear

On Why We’re Here


Alignment



and collaboration)

For CM

Across disciplines

On initiatives


Why-s are everywhere these days

© 2013 Simon Sinek, Inc.www.startwithwhy.com

Simon Sinek’sGolden Circle

Purpose-DrivenOrganizations

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GettingClear

On Why We’re Here


Alignment



and collaboration)

For CM

Across disciplines

On initiatives


“WhyWe’re Here”

is our

Purpose

To ____ By ____

21


GettingClear

On Why We’re Here


Alignment



and collaboration)

For CM

Across disciplines

On initiatives


22


The discipline

ChangeManagement

The purpose

To…Improve the performance of the organization in times of change

By…supporting impacted employees who must change how they do their jobs as part of the change

23


POLL: Write your TO/BY purpose statement for: change management

24


The achievements of an organization

are the results of the combined effort of each

individual.Vince Lombardi

25


Current Transition Future

TC

C C C C C

C C C C C

C C C C

C C C C C

C C C C C

T T T

T T T T

T T T

T T T T

T T T

F F

F F F

F

F

F

T

T

F

F

F

Made up of individual changes

Organizational change

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ValueManagement

ChangeManagement

Catalyzingindividual transitions

to deliverorganizational results

Change ManagementCHānj ‘manijmǝnt

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Change management:CHānj ‘manijmǝnt

Preparing, equipping and supporting individuals

through the change journeys they experience as

part of your institution28


M T W R F

An email on Mondayfor training on Tuesday

for launch on Wednesday

is NOT the way to prepare and equip individuals to

successfully change29


Change management:CHānj ‘manijmǝnt

Capturing the portion of change value that depends on people

changing how they do their jobs

30


Gartner BPM SummitDec 12, 2014

Prosci Webinar Feb 11, 2015

31


GettingClear

On Why We’re Here


Alignment



and collaboration)

For CM

Across disciplines

On initiatives


32


Change EcosystemStrategy

Innovation

Lean Six Sigma

CPI

Org Effectiveness

Org Design

Org Development Leadership Development

Talent/Human Capital

Communication

Engagement

Project Management

Change Management

Transformation

Benefit Realization

33


The discipline

ChangeManagement

The purpose

To…Improve the performance of the organization in times of change

By…supporting impacted employees who much change how they do their jobs as part of the change

34


The discipline

Transformation

The purpose

To…Improve the performance of the organization

By…Not just changing how we do something, but changing what we do

35


POLL: Write your TO/BY purpose statement for: transformation

36


The discipline

OrganizationDevelopment

The purpose


By…Utilizing a process of planned intervention(s) at a systemiclevel conducted in accordance with key values so the organization and its members learn and develop

37


The discipline

ProjectManagement

The purpose


By…Effectively managing the sequence of activities, time, scope, and cost while implementing a change effort or initiative

38


The discipline

Innovation

The purpose


By…Unlocking the breakthrough potential of the organization

39


The discipline

Benefit Realization

The purpose


By…Actively defining, measuring, and tracking the concrete expected outcomes in times of change

40


POLL: Write your TO/BY purpose statement for: benefit realization

41


The discipline

Lean Six Sigma

The purpose


By…Systematically eliminating waste and process variation from the organization

42


The discipline

Talent/ Human Capital

The purpose


By…Improving and honing the skills, experience, and expertise of the people that make up the organization

43


The discipline

Engagement

The purpose


By…Empowering employees to take a greater role in organizational direction and the changes happening around them

44


The discipline

Strategy Execution

The purpose


By…Levering the processes, systems and resources to effectively steer the direction of the organization

45


“We’re on the same team!”

Team Improve Outcomes

46


Anchor Platform

“We’re on the same team!”

47



Innovation

Lean Six Sigma

CPI

Org Effectiveness

Org Design


Talent/Human CapitalEngagement

Project ManagementTransformation

Benefit Realization

CommunicationChange Management

48



Innovation

Lean Six Sigma

CPI

Org Effectiveness

Org Design

Leadership Development

Talent/Human CapitalEngagement

Transformation

Communication

Org Development

Project Management

Change Management

Benefit RealizationA few of my recent examples

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Creasey, Jamieson, Rothwell, Severini4th edition of Practicing Organization Development

OrganizationDevelopment

Change Management

Overlap:1. Focuses on the human dynamics

within the organization2. Recognize the critical nature of the

individual employee in the performance and improvement of the organization

3. Focuses on improving organizational effectiveness, supporting Return on Investment (ROI) of change initiatives and increasing the alignment between employee behaviors and strategic imperatives

More often project application – taking an “catalyzing individual employee change” approach, involved in implementation and taking a delivery approach

More often a whole system application –taking an open systems thinking approach, involved earlier in the change lifecycle and defining opportunities

More focused on “how to catalyze individual employees in changing how they do their jobs” as the building block of successful change

More focused on “how the system functions” as the building block of successful change and how people get along and work together effectively on an interpersonal level in the change process

More focused on applying structured approaches to facilitate individual adoption of changes to an employee’s processes, workflows and behaviors in specific initiative execution, e.g. through targeted assessments, processes, tools, etc.

More focused on designing interventions to modify higher order organizational components, e.g. organization structures, systems, processes and relationships

OD and CM: Overlap and Dimensions of Difference

Example: CM and OD

50


Example: CM and PM

CM/PM Integration Opportunities

Integratein action

Integrate inmethodology

Conversant

51


Value Management

Change Management

Value Discovery Value Enablement Value Realization

Phase 1: Preparing Phase 2: Managing Phase 3: Reinforcing

• Solution Definition• Value Measurements• Value Communications• Value Proposition

• Planning and Design• Risk Management• Portfolio Management

• Change Management• Auditing and Reporting• Metrics• Sustainment

A D K A R

• Readiness Assessment• Risk Profile• Strategy

• Communication Plan• Sponsor Roadmap• Coaching Plan• Training Plan• Resistance Management

• Compliance• Feedback• Sustainment

Example: CM and Benefit Realization/Value Management

52


Example: CM and Cloud/XaaS

In this new environment, renewal is based on value realization which depends on adoption and usage.

Failing to drive adoption and usage has economic consequences for

vendors who now rely on renewal.

Solution Adopted and Used

Value Realized

Solution Renewed

Change Management andCloud/XaaS

ProblemIdentified

Solution Configured/ Developed

Solution Deployed

53


Breakthroughs often occur along the frontiers where disciplines rub against one another. While it can feel like conflict at first, the friction of two disciplines is often the spark of innovation.

Tim Creasey

54



Innovation

Lean Six Sigma

CPI

Org Effectiveness

Org Design


Talent/Human Capital

Communication

Engagement

Project Management

Change Management

Transformation

Benefit Realization

55


POLL: Which Frontiers are in you interested in exploring…

56


GettingClear

On Why We’re Here


Alignment



and collaboration)

For CM

Across disciplines

On initiatives


57


The effort

Project AProgram BInitiative C

Transformation D

The purpose

To…Install the change on time, on budget and meeting technical requirements

58


The effort

Project AProgram BInitiative C

Transformation D

The purpose


By…Generating specific Organizational Benefits by delivering on specific Project Objectives

59


What is your

finish line?

60


What is your finish line?

Requirements ResultsOutputs Outcomes

Specifications Sustainment

Installation Realization

Solutions Benefits61


ChangeManagement

62


POLL: How clearly are benefits and objectives defined on the efforts you support?

63


If you don't know where you are going, you might wind up someplace else.Yogi Berra

64


Definition of Goals and Objectives Drives Results

PoorlyDefined

Goals andObjectives

AdequatelyDefined

WellDefined

VeryWell

Defined

= met objectives= exceeded objectives

65


The “Why We’re Here” for a change effort is the foundation

upon which successful change is built66


GettingClear

On Why We’re Here


Alignment



and collaboration)

For CM

Across disciplines

On initiatives


67


My role

High-ImpactProfessional

The purpose

To…Be a catalyst of successful change in my organization

By…Bringing to bear all of my skills, experience and expertise

68


UrbanLegend?

Chancesfor Impact

69


If not us, then who? If not now, then when?

John Lewis

70


What, would you say,

we are actually trying to achieve here?

<insert your picture>

Ask the hard questions

71


Sustainment

Activity

Phase 1

Activity

Activity

Activity

Activity

Phase 2

Activity

Activity

Activity

Activity

Activity

Phase 3

Activity

Activity

Activity

Activity

Activity

LAUNCH/GO-LIVE

Extend time horizons

72


Stand in the future

What does “done” look like?

How will we know when we get there?

73


Work to give the gift or clarity

74


Without change there is no innovation, creativity or incentive for improvement. Those who initiate change will have a

better opportunity to manage the change that is inevitable.

William Pollard

75


I’LL BE BACK

76


GettingClear

On Why We’re Here


Alignment



and collaboration)

For CM

Across disciplines

On initiatives


77


Prosci SolutionDelivering organizational results by

catalyzing individual transitions

http://www.prosci.com | http://[email protected]

Build individual change competenciesApply change management on initiativesEmbed organizational change capability

http://[email protected]

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www.linkedin.com/in/timcreasey

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