20 Tips to implement and rollout Organisational Change Projects v1.4
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The document outlines 20 essential tips for successfully implementing and rolling out organizational change projects, emphasizing the importance of management support, realistic scheduling, and active employee engagement. Key strategies include creating shared visions, maintaining transparency, fostering trust and commitment, and adopting an iterative, agile approach. Overall, it aims to address common challenges such as resistance and fear during change initiatives while promoting a culture of experimentation and continuous improvement.
20 Tips to implement and rollout Organisational Change Projects v1.4
- 1. www.plays-in-business.com 20 Tips to implement and rollout Organisational Change Projects Michael Tarnowski Arthur John Picton: https://www.flickr.com/photos/arthurjohnpicton/4383221264/in/faves-58564123@N05/
- 2. www.plays-in-business.com Change is inevitable compassrose_04 https://www.flickr.com/photos/compassrose_04/7321975372 Change is inevitable Change is not an event. Change never stops. Change is a process. Change is continuous.
- 3. www.plays-in-business.com Organisations aren’tr any different than People …because people/employees are their base! Heather Gold: https://www.flickr.com/photos/subvert/4419653281/in/faves-58564123@N05/
- 4. www.plays-in-business.com Organisations are difficult to change Luis Vilanova https://www.flickr.com/photos/32951050@N05/3204345416/ It’s difficult to change Organisations since it’s difficult to change Employees
- 5. www.plays-in-business.com Fear to Change Rubén Díaz Alonso https://www.flickr.com/photos/outime/3974810429/ Employees fear Change
- 6. www.plays-in-business.com Resistance to Change Rubén Díaz Alonso https://www.flickr.com/photos/outime/4250568447/ Employees resist Change
- 7. www.plays-in-business.com Problems of Organisational Change In Organisational Change Initiatives you are confronted with • Resistance • Fear • Loss of Trust • No-Commitment • Resignation • … Kevin Dooley https://www.flickr.com/photos/12836528@N00/3166121241/ Here are 20 tips how to cope with this
- 8. www.plays-in-business.com Active Management Attention Kristof Ramo https://www.flickr.com/photos/kristoframon/3526530172 1. Call for Active Management Attention and Support As Board member or as Manager: Walk your talk! – Be present at all levels Trust your employees – let them detail high level change objectives from their perspective / needs Let them contribute in activities, artefacts, processes, and procedures Allocate needed resources Serve your employees Define yourself by accomplishments of your employees
- 9. www.plays-in-business.com Realistic Schedule Dafne Cholet https://www.flickr.com/photos/dafnecholet/5374200948 2. Have a realistic Schedule Don’t under-estimate the effort You can harvest the new culture & benefits after rollout not earlier than: 3 years Implementing Change at least (see John Kotter’s phase model): 1-2 years Time to acclimate to the new culture (further marketing the change): 1 year Don’t accept management wish- thinking
- 10. www.plays-in-business.com Assistance and Guidance Lara Cores https://www.flickr.com/photos/57375589@N05/13056506394/ 3. Offer at all levels your Assistance and Guidance Help with Assistance and Guidance Support the front line actively with engagement, knowledge and technology in all improvement activities Explain unmovable constraints Remove impediments Stop Wasting People’s Time
- 11. www.plays-in-business.com Personal Vision – Shared Vision Respect and value employee's Personal Vision Personal Visions defines personal identity, attitudes, behaviours, empathies, and resistances. Use personal visions to create Shared Visions Shared Visions build Collective Identity Match Change’s objectives with the employee's Personal Visions Identify resistance and blockers as fast as possible Use LEGO Serious Play workshops to develop a Shared Vision correlated to employees vision and change initiative objectives 4. Create Shared Visions by valuing Personal Visions Elvin https://www.flickr.com/photos/25228175@N08/6105804458/
- 12. www.plays-in-business.com Trust Nick Ford https://www.flickr.com/photos/23000678@N05/2208787413/ 5. Assure employees to trust and to be trusted An Organisation has always to fulfil the Trust of the employees Because employees trust in them! Involve all who have needs Show improvement actions on all operational levels transparently Align and engage change with the business Motivate by giving confidence and responsibilities Allow mistakes
- 13. www.plays-in-business.com Transparency Nina Matthews https://www.flickr.com/photos/21560098@N06/6722653055/sizes/l/ 6. Be always transparent on all levels Show Transparency as much as possible: Deploy Early and Often Show progress / results all-time Communicate success, problems, and failures Make all data highly available (whiteboard at a prominent place) Involve at all levels employees in detailing high level change objectives to their needs Establish feedback cycles and discussion forums
- 14. www.plays-in-business.com Commitment Prasanth Chandra https://www.flickr.com/photos/35092241@N03/6028269649/ 7. Strive for Mutual Commitment You get no Commitment by management top-down-orders only It’s a 2-side coin: if you are not committed yourself, you get no commitment Build commitment on • Trust and Transparency on both sides always • Motivation (on individual, team, and department / management level) • Embedding in decisions all involved • Showing everybody personal benefits and values • Creating “Small World Networks” spreading connections feature- driven
- 15. www.plays-in-business.com Process Engineering Group w/ Change Agents David Wall https://www.flickr.com/photos/dwonderwall/3340589299/in/faves-58564123@N05/ Process Engineering Group – a core team driving the Change. Vertical and horizontal representatives of all teams/depart. involved Supports actively on all levels employees in finding objectives, implementing, and rollout change Change Agents – promoting and multiplying the Change Representatives of all management levels Some of them should be part of the PEG Agile Coach: Systemic supervision by an Agile storytelling 8. Establish active community to drive, support, and promote Change at the front line
- 16. www.plays-in-business.com Communicate Marc Wathieu https://www.flickr.com/photos/88133570@N00/4074440716/ 9. Communicate! Communicate! Communicate! Communicate! Communicate! Communicate! • …success stories as well as stories about failures • …constraints, objectives, resources, and goals • …motivation and benefits • …time lines and schedules
- 17. www.plays-in-business.com Create Impact Jekurantodistaja https://www.flickr.com/photos/91248320@N04/11161074753/ 10. Create Impact at all levels Spread across the organisation that your grass is greener – use the domino effect: “Let me join your team!” Give employees room for feedback Let employees experience improvement benefits personally – “Continuous Improvement Process” Engage enthusiastically supportive employees Reward by giving responsibilities or status – do not reward by money
- 18. www.plays-in-business.com Create Experimentation Culture Paolo Lottini https://www.flickr.com/photos/12215612@N06/6119908332/ 11. Create Experimentation Culture Roll out Iteratively Prototype / Test all improvement ideas – even the smallest one – at the frontline Keep test teams small (3ppl) Test repeatedly and often Constantly remove guesswork Be metrics driven – define metrics by prototype’s usage / purpose Make all data highly available Allow failures – tests can fail! Encourage employees’ engagement
- 19. www.plays-in-business.com Energise Employees Emotionally Plays-In-Business: “Agile Games Evening 2012” – Photos: Tobias Cieplik 12. Find solutions in a Playful Way Playing • …addresses emotionally • …energises with fun • …motivates by heart • …commits easily • … connects people and goals • … transfers goals and objectives • … opens creativity quickly via metaphors, pictures, symbols, storytelling
- 20. www.plays-in-business.com Challenge Employees 13. Challenge and Engage Employees Get enthusiastic support and buy-in upfront Assign neutral facilitator(s) to assure everyone will be heard Use engaging collaboration formats and facilitation (Open Space, Barcamp, Fish-Bowl, World Café, Innovation Games, Agile Games, LEGO Serious Play) Create Declarations of Understanding Celebrate successes Richard Parmiter https://www.flickr.com/photos/parmiter/2521273890
- 21. www.plays-in-business.com Value Stream and Business Alignment kafka4prez https://www.flickr.com/photos/kafka4prez/5551473459 14. Align Change Activities on Value Stream and Business Value (of the change) is pertinence of usage the change brings to organisation / frontline Identify waste using Games and Retrospectives (Innovation Games) Assess projects and teams in terms of • …creating flow by eliminating waste. • …needs / business value / importance Select “pilot projects” for change activities / artefacts according to business needs and value stream
- 22. www.plays-in-business.com Create Value Billy Wilson https://www.flickr.com/photos/32132568@N06/4804943273/ 15. Think Lean. Prototype. Deliver Value Prototype early – Don’t over- engineer Ship directly usable artefacts time-boxed and incrementally Establish reliable metrics and reporting cycles Use, evaluate, and improve all shipped artefacts immediately: “Build-Measure-Learn” (Lean-Startup-Cycle, Eric Ries)
- 23. www.plays-in-business.com Lean Change Canvas Pip https://www.flickr.com/photos/pip/4967680686/in/pool-productivity_kanban_gtd_lean/ Visualise teams the impact of their change activities (on whiteboards) Monitor Progress with Lean Change Canvas Metrics: • Urgency: “What is urgency?” “From who’s perspective?” • Change Recipients: “Who is affected?” – “How many?” • Vision: “What’s the goal intended?” • Communication: “How will we communicate?” • Success Criteria: “When will change stick?” – “What’s the definition of Done?” • Target State: “Where do we want to go?” • Required Investments (effort): “What should we prepare?” – “How much?” • Benefits / Wins (not monetary only): “Who gains most?” – “How much?” 16. Visualise and Monitor Progress continuously
- 24. www.plays-in-business.com Agile Rollout Policies Mykl Roventine https://www.flickr.com/photos/myklroventine/7911487006/in/photostream 17. Think Agile. Establish Rollout Policies Implement artefacts with daily feedback loops in core team (24hrs) Release artefacts in directly usable increments in 2wks sprints Define retrospective intervals per sprints Define success criteria (“Definition of Done”) Scrum
- 25. www.plays-in-business.com Scaling Change santacroce https://www.flickr.com/photos/86131800@N00/1335971537/ 18. Scale the Change Use same agile rollout policies in the line as in core team: • Incremental releases (24hrs/2wks) • Build-Measure-Learn cycle Front line team 1 Front line team 2 Front line team 3 Front line team 4 Team coaches Core team Enterprise Transition Community (Process Engineering Group) Agile Coach
- 26. www.plays-in-business.com Retrospectives Kevin Lau https://www.flickr.com/photos/87473264@N00/767491038/ 19. Create Learnings regularly Use Retrospectives (i.e. regular team meetings after 4-6 sprints each) to: • “Inspect & Adapt” – reflect with core team and others involved their way of working, and how to continuously improve • identify and commit actions to be done to improve • empower teams and improve the team productivity • increase product quality • identify impediments • collect learnings • adapt to changing objectives and requirements 4 Questions: 1. “How are we doing?” 2. “What's going well?” 3. “What's not going well?” 4. “What steps can we take to improve?”
- 27. www.plays-in-business.com Offer Alternatives 20. Forget about pleasing everybody: Offer Alternatives rabiem22 https://www.flickr.com/photos/rabiem/8398594857 You can’t get everyone on the bandwagon Permanent motivating, explaining, and convincing people puts pressure on you and slows down the transformation Provide Alternatives / Exit strategies to employees not willing to follow the change: • moving to new teams / departments with same mindsets • telework opportunities • early retirements • cancellation agreements • pay employees to quit (Zappos, Amazon)
- 28. www.plays-in-business.com Questions? – Comments? – Interested in consultancy, or business plays, stage directing? Twitter: @M_Tarnowski, @PlaysInBusiness Facebook: http://bit.ly/PiB-FB LinkedIn: http://bit.ly/MT-LinkdIn Xing: http://bit.ly/MT-Xing SlideShare: http://bit.ly/MT-SShare This document may be further distributed free-of-charge in its original, complete form only. Please credit Plays-in-Business.com. All images used are – if not stated otherwise – taken from flickr.com under Common Creative License. Or call me: +49-172-6915261 • +49-611-2056820 (cell phone/mobile) (regular phone) Drop me a note: info@plays-in-business.com
- 29. www.plays-in-business.com Trained Innovation Games Facilitator Trained LEGO Serious Play Facilitator Management 3.0 certified Facilitator Certifed Scrum Master, Agile Coaching ISO 15504/Automotive SPiCE Assessor Requirements Engineering & Management consultancy Quality Assurance & Management consultancy Project Management & Configuration Management consultancy ISO 15504 Assessor Industrial Sectors: Automotive, Finance, Logistics & Public Transport, Defence & Aerospace, Aviation & Air Traffic, Management Plays-In-Business.com Plays-In-Business.com • Fritz-Kalle-Str. 4 • D-65187 Wiesbaden • Fon: +49-172-6915261 • Fax: + +49-3212-1312401 info@plays-in-business.com • www.plays-in-business.com