Symphini Change Management Inc.

Improving Effectiveness Improving Effectiveness OfOf

Transformational ProgramsTransformational ProgramsManagement consultants transforming businesses by leveraging people, process and technology through change.February 2009

How much change? Impact of degree:

Developmental

Incremental improvement.

• Increasing skills• Improving performance within current state

Transitional

Replace current state with predictable new state. Can be planned, paced

and managed.

• Modest, stepped innovations, e.g. in technology, BPR• New product development• Departmental re-organizations

Transformational

Radical. Requires shift of: diverse systems and processes, culture, peoples’ mindsets & behaviors. Characteristics: dynamic, complex, unpredictable.

• Deep, cross-functional innovation, technology, BPR, e.g. ERP• Entering new markets, e.g. enter eBusiness, countries / continents, product lines, etc• Organizational Design• Mergers/ Acquisition

Powerful macro-economic forces: Competition. Economic Flux. Globalization. Innovations. Etc.

Secure current position? Catch up with current competition?

Leap ahead?

How much complexity? 3 dimensions:

• People, process and content

• Therefore different treatments and capabilities, examples:

• Visioning• Communications• Impact Analysis• Training

• Benchmarking• Total Quality Management• Business Process Re-

engineering

• Knowledge Management• Product Development• Technology (requirements

analysis, design, implementation, testing)

• The greater the degree of change, and the more dimensions, the more challenging – both for the Program team and the designates.

• Don’t many of us plan to go to the gym, lose a bit of weight? We procrastinate, we start, we falter. Why?

• Consider Black’s and Gregersen’s1 model:

If change is so great, why is it so hard?

“Failure to see” Once ‘we see’,“failure to move”

Once we start, “failure to finish”

We are blinded by what we think we know (believe) – what has ‘worked’ before.

We fear: •failure•inadequacy•criticism•spotlight•the unknown

“Getting Tired”: changing behavior (our own & designates) takes a long time, many mistakes and lots of individual coaching.

We are our center of our universe – our horizon is limited, our understanding confined.

“Getting Lost”: we lose sight of where we started, where we are and why are we doing this. Uncertainty can sets in and commitment fades.

Our view is distorted by our perspective at the center – things closer appear more clear, more important.

‘Are we there yet?’

1 J. Stewart Black and Hal B. Gregesen, “It Starts with One”, Wharton School Publishing, 2008.

Motivations:painvs.

gain

How hard? Median success rate on change initiatives is only 33% ! 501 - 662 - 70%3 fail !

Most initiatives fall short of plan.

1 Peter Senge, “Dance of Change”, Doubleday Press, Toronto, Ontario, 1999 ; 2 Harvard Business Review study, 2006 ; 3 J. Stewart Black and Hall B. Gregesen, “It Starts with One”, Wharton School Publishing, 2008.

Type of Change # of Studies

Median Success Rates

Strategy Deployment 3 58%

Restructuring & Downsizing 9 46%

Technology Change 5 40%

Mixed Collection of Change Efforts 1 39%

TQM-driven Change 5 37%

Mergers & Acquisitions 9 33%

Re-engineering and Software Design 7 30%

Software Development & Installation 6 26%

Business Expansion 1 20%

Culture Change 3 19%

All 49 33%

“Success Rates for Different Types of Organizational Change”Performance Improvement Journal, International Society for Performance Improvement, Volume 41, Number 1, January 2002.

Symphini’s

‘Applied Change ManagementProgram Methodology’

helps to secure ROI

by building earlier, deeper & sustainable traction.

Before After

Strategic Alignment

Tactical Traction

What’s different? Integrated, end-to-end delivery vs á la carteOur Program Methodology:

•integrates strategic alignment and tactical traction •follows through, concept to delivery

What else? Symphini’s methodology:•Leverages relevant best practices•Follows disciplined Program track •Deploys resource specialists (e.g. PMPs, OD SMEs, Trainers & Business SMEs)

Strategic Alignment

Tactical Traction

Phase 1Initiation

Phase 2Program Planning

Phase 3Implementation & Control

Phase 4Closing

Phase 5PIR

What else? Experienced, detailed implementation

We have done this before.

Many times.

Successfully.

Processes are thoroughly customized, scoped, planned and delivered.

Deliverables are well defined and tactical.

Applied Change Management Program Methodology©:

Phase 4Closing

Anchor change in the culture

Secure ROI, capture learnings

Phase 5PIR

Phase 1Initiation

Build guiding coalition, define vision & garner commitment

Phase 2Program Planning

Establish sense of urgency, define tactical

scope of work

Phase 3Implementation & Control

Empower broad-based action, consolidate gains &

produce more change

Earlier, deeper, sustainable traction against ROI delivery

Deliberate, phased goalsbased on proven

change management models

Phase 4Closing

Anchor change in the culture

• Repeat Culture Analysis, address deficiencies

• Build adherence into institutional standards, eg.

Position Descriptions, Scorecards, Performance

Appraisal, Succession Criteria, Process

Specifications, Services Level Agreements

• Create closure and demarcation - celebrate and

reward successes• Conduct initial PIR

Secure ROI, capture learnings

Phase 5PIR

• Recognize accomplishments

• Incorporate learnings into institutional policies,

procedures, processes and best practices

• Project signoff

Phase 1Initiation

• Assemble Program Leadership Team

• Frame Scope of Change• Create Compelling Vision and

Vision Map• Evaluate Present State vs

Vision State• Conduct Stakeholder

Analyses• Conduct Force Field Analysis

• Conduct Culture Analysis• Leading Strategic Change

Workshop - Executive• Develop Change Strategy

• Begin Gap Analyses & develop Recommendations

Build guiding coalition, define vision & garner

commitment

Phase 2Program Planning

Establish sense of urgency, define tactical

scope of work

• Conduct structured kick-off with Program delivery

team • Design Change Metrics

• Conduct Readiness Assessments

• Conduct Business Impact Assessments

• Leading Strategic Change Workshop – Program

• Begin capturing lessons learned

• Develop Change Implementation Plan (incl. Communications Plan and

Contingency options)

• Develop / deploy tools, processes & initiatives to foster adoption, overcome resistance & address change fatigue

(incl w/in Program Team), e.g. leading change coaching, individual

interventions & team facilitation• Celebrate quick wins & change

champions• Conduct Capability Gap Assessment,

plan & conduct Capability Training (custom & pkg)

• Conduct Business Change Impact Assmts, incl. Vision Test (qtrly)

• Deploy contingencies as requ’d

Phase 3Implementation & Control

Empower broad-based action, consolidate gains &

produce more change

Earlier, deeper, sustainable traction against ROI delivery

Detailed, tactical capabilities

Applied Change Management Program Methodology©:

Phase 4Closing

Anchor change in the culture

• Repeat Culture Analysis, address deficiencies

• Build adherence into institutional standards, eg.

Position Descriptions, Scorecards, Performance

Appraisal, Succession Criteria, Process

Specifications, Services Level Agreements

• Create closure and demarcation - celebrate and

reward successes• Conduct initial PIR

Secure ROI, capture learnings

Phase 5PIR

• Recognize accomplishments

• Incorporate learnings into institutional policies,

procedures, processes and best practices

• Project signoff

Phase 1Initiation

• Assemble Program Leadership Team

• Frame Scope of Change• Create Compelling Vision and

Vision Map• Evaluate Present State vs

Vision State• Conduct Stakeholder

Analyses• Conduct Force Field Analysis

• Conduct Culture Analysis• Leading Strategic Change

Workshop - Executive• Develop Change Strategy

• Begin Gap Analyses & develop Recommendations

Build guiding coalition, define vision & garner

commitment

• Deeper Stakeholder alignment

• Executive Capability Build for leading

change

Phase 2Program Planning

Establish sense of urgency, define tactical

scope of work

• Conduct structured kick-off with Program delivery

team • Design Change Metrics

• Conduct Readiness Assessments

• Conduct Business Impact Assessments

• Leading Strategic Change Workshop – Program

• Begin capturing lessons learned

• Develop Change Implementation Plan (incl. Communications Plan and

Contingency options)

• Operational alignment• Operational Capability

Build for leading and managing change

• Earlier, deeper traction on tactical delivery

• Develop / deploy tools, processes & initiatives to foster adoption, overcome resistance & address change fatigue

(incl w/in Program Team), e.g. leading change coaching, individual

interventions & team facilitation• Celebrate quick wins & change

champions• Conduct Capability Gap Assessment,

plan & conduct Capability Training (custom & pkg)

• Conduct Business Change Impact Assmts, incl. Vision Test (qtrly)

• Deploy contingencies as requ’d

Phase 3Implementation & Control

Empower broad-based action, consolidate gains &

produce more change

• Increased commitment - earlier adoption, less resistance

• Retain key resources•Sustainable alignment

• Sustainable tactical traction

• Lock-in the change as the new baseline (and

prevent slippage)• Improved institutional

performance

• Sustainable, re-useable capabilities

• Process improvement• Incorporate learnings

to leverage in subsequent Programs

• Culture evolution

Earlier, deeper, sustainable traction against ROI delivery

Purposeful, phased outcomes

Applied Change Management Program Methodology©:

Phase 4Closing

Anchor change in the culture

• Repeat Culture Analysis, address deficiencies

• Build adherence into institutional standards, eg.

Position Descriptions, Scorecards, Performance

Appraisal, Succession Criteria, Process

Specifications, Services Level Agreements

• Create closure and demarcation - celebrate and

reward successes• Conduct initial PIR

Secure ROI, capture learnings

Phase 5PIR

• Recognize accomplishments

• Incorporate learnings into institutional policies,

procedures, processes and best practices

• Project signoff

Phase 1Initiation

• Assemble Program Leadership Team

• Frame Scope of Change• Create Compelling Vision and

Vision Map• Evaluate Present State vs

Vision State• Conduct Stakeholder

Analyses• Conduct Force Field Analysis

• Conduct Culture Analysis• Leading Strategic Change

Workshop - Executive• Develop Change Strategy

• Begin Gap Analyses & develop Recommendations

Build guiding coalition, define vision & garner

commitment

• Deeper Stakeholder alignment

• Executive Capability Build for leading

change

Phase 2Program Planning

Establish sense of urgency, define tactical

scope of work

• Conduct structured kick-off with Program delivery

team • Design Change Metrics

• Conduct Readiness Assessments

• Conduct Business Impact Assessments

• Leading Strategic Change Workshop – Program

• Begin capturing lessons learned

• Develop Change Implementation Plan (incl. Communications Plan and

Contingency options)

• Operational alignment• Operational Capability

Build for leading and managing change

• Earlier, deeper traction on tactical delivery

• Develop / deploy tools, processes & initiatives to foster adoption, overcome resistance & address change fatigue

(incl w/in Program Team), e.g. leading change coaching, individual

interventions & team facilitation• Celebrate quick wins & change

champions• Conduct Capability Gap Assessment,

plan & conduct Capability Training (custom & pkg)

• Conduct Business Change Impact Assmts, incl. Vision Test (qtrly)

• Deploy contingencies as requ’d

Phase 3Implementation & Control

Empower broad-based action, consolidate gains &

produce more change

• Increased commitment - earlier adoption, less resistance

• Retain key resources•Sustainable alignment

• Sustainable tactical traction

• Lock-in the change as the new baseline (and

prevent slippage)• Improved institutional

performance

• Sustainable, re-useable capabilities

• Process improvement• Incorporate learnings

to leverage in subsequent Programs

• Culture evolution

Earlier, deeper, sustainable traction against ROI delivery

Best Practices inChange Management

Applied Change Management Program Methodology©:

Our commitment

Every Symphini project is eligible for:

•A risk-free, thorough needs assessment and project plan, complete with cost / benefits analysis (paid only if project is approved)

•A fee hold-back dependent on performance appraisal

Give us a call and let’s see what we can do together.

Symphini Change Management Inc.

416-845-3040

maestro@symphini.com

www.symphini.com

Thank you for your consideration.