transitioning from project to change management · management discipline formalised (lsml) 2011...
TRANSCRIPT
Tim WoodgettHead of Project Delivery
Transitioning from Project to Change
Management
A little bit about Liberty Specialty Markets
We get it.
Insurance doesn’t have the most exciting reputation.
But we’re not a typical Insurance company…
Over the years we’ve covered all kinds of policies. Many we’re very proud of.
Here's a few of the quirkier ones.
We’ve worked with celebrities...
Famous Athletes…
And yes, Alien Abduction…
Liberty Specialty
Markets $5,194Premium combined
(gross written premium 2017)
m
$2,037London & Global Products
m
$1,323International
m
$1,832LMRe
m
1,700+Employees Globally
700+Employees in London
50+Change team
projects in 2019
We are a global organisation
UKBristol
London
Manchester
EuropeCologne
Dublin
Hamburg
Luxembourg
Madrid
Milan
Paris
The Hague
Zurich
USBoston
Miami
New York
Stamford
Rest of the WorldBeijing
Bermuda
Bogota
Dubai
Hong Kong
Rio De Janeiro
Sao Paulo
Shanghai
Singapore
Sydney
Tokyo
Toronto
Over the years LSM’s Change Team evolved to meet the needs of the business…
Business Analyst Team Formed
(LSML)
2007
Syndicate PMO formed(LSML)
2009
Programme Management discipline formalised(LSML)
2011
BA’s, PMO & PM’s brought together under Business Change Team structure(LSML)
2011
Continuous Improvements Team formed(LSML)
2013
Agile project capability established(LSM)
2016
Strategic Change Team formed(LSM)
2017 Change Management & Creative Design Capability introduced(LSM)
2018
External Change Consultancies engaged
to accelerate capability enhancements
We were doing well,
but we needed to do more…
What we’re
doing right?
What we need
to do better…
Our talented and
diverse teams
Our reputation within
the business
Our track record for
‘getting stuff done’
Senior leader
engagement
Behavioural and
cultural change
Understanding the
Change Landscape
1
2
3
1
2
3
Why is change management so
important?
In today’s marketplace the need
for frequent and on-going
change to maintain a businesses’
competitive advantage is essential.
Change maturity.
For years we focused on the process of implementing
projects, we didn’t focus on the value of generating
cultural and behavioural change. Without it, projects
aren’t delivering any value.
But now we understand how change needs to
ideologically become a constant process that
each employee actively engages with, not a terrifying
initiative that one merely attempts to ‘survive’.
First steps
Seek consultancy
assistance
Deliver tailored change
management training
Asked all PMs to take
on change management
responsibilities
Delivered Sponsor and
SME Change training
What were the major roadblocks & hurdles that we faced?
TIME
3rd Change
Challenge 1: Change saturation & overload
1st Change
EF
FIC
IEN
CY
2nd Change
Over load!
Resource Capacity Tool
Response 1: Resource Capacity Tool
Resource Capacity Tool
Team Staff Jan-19 Feb-19 Mar-19 Apr-19 May-19 Jun-19 Jul-19
London_Group Counsel_Internal Audit 9 0.6% 0.6% 0.6% 0.6% 0.6% 0.6%
London_Group Counsel_Legal 10 10.0% 10.0% 8.0% 5.1% 5.1% 5.0% 1.6%
London_HR 23 22.7% 24.2% 22.7% 25.3% 26.2% 20.0% 17.2%
London_HR_Student 9
London_IT 11 112.6% 110.5% 104.9% 105.9% 108.6% 105.5% 103.6%
London_IT_Claims and Finance 11
London_IT_Desktop Infrastructure 18 6.8% 6.9% 7.1% 7.4% 9.0% 8.3% 8.1%
London_IT_Underwriting 18 0.8% 0.8% 0.8% 0.8% 0.8%
London_Ops_Claims 5 13.5% 21.5% 20.5% 18.5% 18.5% 18.5% 17.5%
London_Ops_Claims Commercial 26
London_Ops_Claims Ops 8 25.0% 17.5% 12.8% 12.8% 11.3% 10.0% 10.0%
London_Ops_Claims Reinsurance 10
London_Ops_Claims Specialty 20 1.0% 1.0% 1.0% 1.0% 1.0% 1.0%
London_Ops_COO 3 14.2% 14.2% 14.2% 10.8% 10.8% 10.8% 10.8%
London_Ops_Delegation Authority 10 2.5% 2.5% 2.5% 1.5% 1.5% 1.5% 1.0%
London_Ops_Infrastructure 9
London_Ops_LPI 4
London_Ops_MI 33 17.2% 17.3% 15.9% 15.5% 15.8% 15.8% 15.8%
London_Ops_Business Support_UW 39 16.9% 15.6% 12.3% 11.8% 11.8% 11.4% 11.4%
Challenge 2: Change Management responsibilities
Old Team Structure
Project
Manager
Technical
Experts
Subject Matter
Experts
Business
Managers
Project Expertise
(BA, PMO)
New Team Structure
Project & Change
Manager
Technical
Experts
Subject Matter
Experts
Business
Managers
Project Expertise
(BA, PMO)
Response 2: Change Management approach
What we
discovered
What we
are doing
► Not every PM is necessarily
a natural change manager and
already have very busy day jobs
► The business were not
sufficiently aware of change
and found it hard to engage
► We didn’t spend enough time
trying to change our own
behaviours
► Change process and tools
required further embedding
► Develop standalone Change
Managers and add as a distinct
skillset to the Project Team
► Develop greater awareness of
the importance of CM within the
business
► Recognise that change agents
within the business are required.
Future team structure
Project Manager
Project Team Change Manager
Technical Experts Subject Matter Experts
Sponsors were continuing to not act as strong leaders. But why?
Challenge 3: Leadership & Sponsorship
Response 2: Change Management approach
What are we doing?
Changing the culture from
‘Business as Usual’ to
‘Change as Usual’
Continuing Challenges
Thank you& questions