ACMP IOCMI Presentation Final 1 Feb
2 likes469 views
The document provides information about the International Organizational Change Management Institute (IOCMI). It discusses IOCMI's mission to achieve international standards for organizational change management principles and practices. It outlines IOCMI's vision to obtain support for achieving these standards. It then discusses several international standards for change management from other organizations. Finally, it describes IOCMI's own standards for organizational change management, including defining key terms and principles and outlining required roles.
ACMP IOCMI Presentation Final 1 Feb
- 1. 3 February, 2016 Organizational Change Management according to International Organization Change Management Institute Prepared by Frederick Reynecke, Director IOCMI. IOCMI Mission To achieve international standards of Organizational Change Management principles and practices. IOCMI Vision To obtain support for the process of achieving international standards of Organizational Change Management principles and practices.
- 2. Agenda ●Who is IOCMI? ●International Standards ●IOCMI Standards
- 3. Agenda ●Who is IOCMI? ●International Standards ●IOCMI Standards
- 4. Introducing The IOCMI 2011 - 2015 ● The International Organizational Change Management Institute started with the publication of the book “Principles of Organizational Change Management.” ISBN-13: 978- 0-620-46137-5 ● The IOCMI grew a Board of Advisors with a combined 900 years of experience across 122 countries, fluent in 18 languages. ● An International Management team, Executive Leadership team with regional CEO’s, and a Product and Strategic Partnerships Team was formed. ● We are now 43 Directors
- 5. Agenda ●Who is IOCMI? ●International Standards ●IOCMI Standards
- 6. International Standards ● Kennedy Consulting Research & Advisory, Change Management Value Chain ● APQC ● Change Management Institute Body of Knowledge ● LCE - Enterprise Change Management Competency ● ACMP Standards
- 7. Kennedy Consulting Research & Advisory , Change Management Consulting Market, Dec 2012 2013 Kennedy Information, LLC Strategy Engagement Assessment Communications Implementation Measurement & Enablement • Change strategy • Alignment with business goals • Sustaining organizational change • Performance management • Performance measurement • ROI • Communication strategy • Leadership communications • Employee communications • Written • Social • Digital • Events • Training and learning • Knowledge management • Risk management • Stewardship • Team development • Workforce transition • Organizational readiness • Culture • Behavior • Leadership • Employees • Other Stakeholders • Shareholders • Customers • Supply chain Change Management Value Chain
- 8. List Of APQC CM Processes Index Process Level Process Title 0 Level 0 Manage change 1 Level 1 Plan for change 2 Level 1 Design the change 3 Level 1 Implement change 4 Level 1 Sustain improvement APQC PROCESS CLASSIFICATION FRAMEWORKSM - Version 6.1.1-en-XI • March 2014
- 9. The CMI: The Change Management Body of Knowledge First edition © 2013 Change Management Institute
- 10. The Change Management Community of Practice
- 11. ACMP
- 12. Association of Change Management Professionals® (ACMP) Standard for CM 5 Change Management Process ● 5.1 Evaluate Change Impact and Organizational Readiness ● 5.2 Formulate the Change Management Strategy ● 5.3 Develop the Change Management Plan ● 5.4 Execute the Change Management Plan ● Appendix A: ACMP Statement of Change Management ● Appendix B: Process Groups Mapped to Subject Groups
- 13. Agenda ●Who is IOCMI? ●International Standards ●IOCMI Standards
- 14. iocmi.org
- 15. Formulation of The OCM Standards 1. Definition of Organizational Change Management The definition of Organizational Change Management shall be “The Planning, Leading, Organizing and Controlling of Strategic Change.” 2. The two OCM Strategies shall be TRANSCENDENCE and TRANSITION, respectively. 3. The principles of OCM shall be: a. Change Leadership Management*; b. Change Nexus Management*; c. Change Impact Management*; d. Change Communications Management*; e. Impact Education and Training Management*. *Where management means ‘Planning, Leading, Organizing and Controlling’.
- 16. OCM Normative Clauses 4. OCM practices shall be: a. Planning Change; b. Leading Change; c. Organizing Change; d. Controlling Change. 5. The following roles shall be required for OCM: a. Change Leadership Management Role; b. Change Nexus Management Role; c. Change Impact Management Role; d. Change Communications Management Role; e. Impact Education and Training Management Role.
- 17. OCM Standards
- 18. What It Means ●Clear distinction between Change Management (CM) and Organizational Change Management (OCM) CM is behaviour-centric and intervention-driven, whereas OCM is impact-centric, driven by strategy and includes CM. ●OCM starts as part of the Strategy Processes. ●It is a self-standing value-chain function with executive management.
- 19. Describe the OCM∞ (Infinity) Table OCM∞ : Strategic Change Analysis and Planning (NOTE 1: Change Order planning and release configuration recommendation can be found on iocmi.com) (NOTE 2: Change Orders should include Key Stakeholder Approval before Delegation of Authority initiates for Change Order release.) (NOTE 3: IOCMI.com has further information on Delegation of Authority Policy recommendations for Change Orders.) Long Term Strategy Management >Identify long-term changes required to achieve long-term strategic objectives >Identify Key Stakeholders >Person requiring Change, to Initiate Internal governance for Change Order planning and if accepted, the respective release, obtaining Key Stakeholder acceptance, then following corporate 'Delegation of Approval' policies, >Upon release, incorporate into current Annual Change Agenda if necessary. >Respective Approving Managers to approve released Change Order for Current Annual Agenda Release governance >On release of Change Order, initiator is accountable as Change Lead. Medium Term Strategy Management >Identify medium-term changes required to achieve medium-term strategic objectives. >Initiate internal governance for Change Order release, following corporate 'Delegation of Approval' policies, >Schedule Change into current Annual Change Agenda if necessary. >Release Change for Current Annual Change Agenda Release Governance Short Term Strategy Management >Identify short term changes required to achieve short term strategic objectives >Initiate internal governance for Change Order release, following corporate 'Delegation of Approval' policies, >Release Change for Current Annual Change Agenda Annual Strategic Change Agenda Management >Ensure all changes required have a released Change Order that has followed due process of correct and complete capturing of information. >Ensure all Change Orders have been correctly released, or where rejected have been communicated to Change Order originator. >Manage Change Agenda release governance >Release Change Agenda Organizational Change Management Initiative Groups >Group Change Orders using logical grouping approach. >Facilitate released Change Order Grouping >Review and confirm released Change Order 'Due Dates', ito of feasibility given operational capacity and key corporate calendar dates. Individual OCM Initiative >Integrate Change Orders where practical. >Approve Change Order grouping >Formally Identify Stakeholder groups and respective Key Stakeholders, load into OCM System. >Conduct Stakeholder Analysis, load into OCM System. (C) IOCMI, 2015
- 20. OCMx : Organizational Change Management Roles and Functions PHASES > > FORMING CHANGING PRACTICES / FUNCTIONS PRINCIPLE / ROLE Change Planning Leading Change Organizing Change Controlling Change Change Leadership Management*; >Plan Change Leadership Management >Approve Change Leadership Management Plan >Identify Senior Change Team, led by Change Lead >Contract with respective Senior Change Team Leaders >Schedule 1-on-1 preparation sessions with respective Change Leaders >Promote Change Agent participation >On-board respective Change Agents >Contract with respective Change Agents >Kick-off Respective Streams at impacted sites and with impacted stakeholder groups. >Schedule fortnightly meetings with Change lead >At meetings, analyse escalated potential and existing Change problems >At meetings, analyse escalated Opportunities and Threats >Discuss and agree actions >Schedule Weekly meetings with Senior Change Team Leads >At meetings, analyse escalated potential and existing Change problems >At meetings, analyse escalated Opportunities and Threats >Integrate Change Leaders with Executive Change Team for governance meetings >Agree Meeting attendance measures >Agree measures for completeness, quality, audit and compliance >Monitor Leadership Performance >Develop remediation activities, where required >Monitor Change Order line item 'Change Leadership Management' for completeness Change Nexus Management*; >Plan Change Nexus Management >Approve Nexus Management Plan >Prepare systematic approach for Change Nexus management >Roll-out system to impacted stakeholders >Develop Change Scope List >Link Scope List to Strategic Initiatives >Maintain Centralised Stakeholder Group List >Maintain Stakeholder Database >Link Stakeholder Groups to Change Scope Items >Maintain all system configuration data to ensure quality reporting of Nexus Status >Ensure consistency of integration across all change activities >Work to close all items on 'Change Nexus Management' Project Plan >Monitoring of inter alia, quality of Impact data, Report Quality, system usability and experience, integrity and robustness of system process, correct maintenance of master data and system configurations. >Change Agent delegation, Stakeholder Engagement, Activities required/Completed, Change Problems reported, Issues, Risks. >Complete compliance, quality and audit report.>Monitor Change Order line item 'Change Nexus Management' for completeness. Change Impact Management*; >Plan Change Impact Management >Approve Impact Management Plan >Identify respective stream lead >Contract with Stream Lead >Identify respective Change Agents >Contract respective Change Agents >Kick-off respective Change Stream at impacted sites and stakeholder groups >Identify impacts, link to Scope List >Assess Impacts for physical transition, alignment, adoption, communication, education and training requirements >Undertake physical transition >Work with other OCM streams for Communications, Education and Training >Correct performance of stream where needed from Controlling feedback >Complete all critical Impact activities before transition completes >Monitoring of inter alia, number of Impacts reported, analysed, Change Agent delegation, Stakeholder Engagement, Activities required/Completed, Change Problems reported, Issues, Risks. >Complete compliance, quality and audit report. >Monitor Change Order line item 'Change Impact Management' for completeness. Change Communications Management*; >Plan Change Communications Management >Approve Change Communications Management Plan >Identify respective stream lead >Contract with Stream Lead >Identify respective Change Agents >Contract respective Change Agents >Kick-off respective Change Stream at impacted sites and stakeholder groups >Identify impacts where Change Communications are required >Assess Impacts where Change communications are required >Utilizing 'Best Practice' Change Management approaches, determine communications plan per Impact requriement >Work to close all items on 'Change Communications Management' Project Plan >Monitoring of inter alia, all communications required, ownership and delegation of communications activities, support from internal communications department, progress of communications etc. >Complete compliance, quality and audit report. >Complete Change Communications Management Impact Education and Training Management*. >Plan Education and Training Management >Approve Education and Training Management Plan >Identify respective stream lead >Contract with Stream Lead >Identify respective Change Agents >Contract respective Change Agents >Kick-off respective Change Stream at impacted sites and stakeholder groups >Identify impacts where impact education and training are required >Assess Impacts where impact education and training are required >Utilizing 'Best Practice' education and training approaches, determine approach, plans and schedules per Impact requirement >Work with other OCM streams for better education and training integration >Correct performance of stream where needed from Controlling feedback >Complete compliance, quality and audit report. >Complete Change Education and Training Management (C) IOCMI, 2015
- 21. Register for a Program