Enabling change: the need for WHY and the importance of HOW

Editor's Notes

• #2: Speaking as a change manager so the success of change is my prime concern – not individual changes but all changes I have a clear understanding for myself of how organisations can cope and manage organisational change and would like to share it with you. As a keen supporter of the APM and its approach to P3 my presentation takes into account the P3 competency framework and uses it as enabler Questions during and after – but only easy ones My experience – not definitive but truly considered. When an organisation learns for itself where is the learning output stored? Partner – row remember. Ed Milliband moment so might use my notes Thank you for coming to hear me – much humility Not a master class but more food for thought This not about paying lip service to change – this is being very serious about change Whether we realise it or not we are increasingly all in this together
• #3: Cut my own furrow Too many compromises Somebody has to occupy the ideal position During my CMMI days I conducted 100’s of interviews with project management personnel and have only recently understood how we were getting it wrong on those days. The Mantra was follow the process and don’t deviate. With the caveat that you could fix the process if it didn’t work. But insufficient process performance accountability and uber-bureaucracy meant that people became disenfranchised from their way of working. A product of learning and experience Passionate about change and want to see it succeed Not enamoured by change industry My motto where possible is of the people for the people
• #4: What this does is respect the people associated with a change but also paves the way for their implication in the process. Give people the reason why and provide a confident framework then you have enabled an environment for collaboration and success People can be bombarded will al kinds of advice and guidance on the way they work and how best to change but in my experience they solid rationality to hang their own ‘hats’ on. Much respect should be given to people but not to give them an easy ride but to gain their buy-in and support for the change/ The aim of organisational change management is to enable a permanent and current understanding of why change is needed and how it will be achieved. To wait for each individual change before such enablement is attempted is quite frankly disrespectful to the people impacted by the changes and is not giving a change the best start in its live (cycle)
• #5: Above all it is important to recognise this simple fact! Also There is quite simply no one way to do anything in the world of change management! N’t have to. We would not be investing in change if we did But if we do have to lets to it right and embrace it as an opportunity. Things that can improved with change: Trust Relationships Improved ways of working Sense of being valued Quality and amount of contribution Respect for our respective roles My own perspective is one of optimism coloured with dashes of pragmatism and idealism – somebody's got to reach for the stars.
• #6: For the purpose of this presentation it is important keep in mind the following: CONTEXT In particular these three distinct area: The world we live in – what makes it tick, what is needed to survive The theory and derived methods How we use this understanding to chive change in our organisations Hopefully you will recognise when we move from one to the other
• #8: A bit of fun – but with a serious side
• #9: Benefits – much more power Disbenefits – birth of suburbanisation Jobs – neutral though saw many people change the nature of their work
• #10: Benefits - able to trade without bartering goods. Able to buy services Disbenefits – it was easier to steal or counterfeit money than it was commodity that was being purchased Jobs – Money makers, more traders
• #11: Benefits – convenience, less nasty knife injuries Disbenefits – mmmmmmmmmmmmmm Jobs – neutral?
• #12: Benefit – move goods long distances with less labour. Could trade over longer supply lines. Disbenefits – people get run over Jobs – wheelwrights
• #13: Benefits – fireworks Disbenefits – the birth of weapons of mass destruction Jobs – Munitions and firearms trade
• #14: Benefits – world peace (irony), Disbenefits – weapons of mass destruction Jobs – development and manufacturing industries – great wealth generator
• #15: Benefits – wearer constantly updated with information, much information can be rebroadcast Disbenefits – distraction of wearer Jobs – a few development, marketing and promotion jobs – robots manufacture items
• #16: Benefits – birth of individual communications over long distances Disbenefits – harder to avoid people? Jobs – many jobs created in communications industry – wiremen, and manufactoring
• #17: Benefits – mobilisation of nations Disbenefits – people got run over, pollution, reduction in need for horse Jobs – Car factories, component manufacturing, road improvement
• #18: Benefits – worldwide communication and commerce, borders compromised Disbenefits – potential of mass promulgation of offensive material Jobs – very many IT industry jobs created
• #20: Benefits – data to used identify social patterns and used to ‘steer’ commercialism Disbenefits – privacy and protection much harder, technological determinism Jobs – many development, marketing and promotion jobs but robots manufacture items A key point here is that very many products are being developed in R&D cycles What we will buying next year is already on the drawing board..............
• #23: 1965 prediction by Gordon Moore – co-founder of intel
• #25: The nature of change is changing. Inventions that drove manufacturing resulted in more jobs. The introduction of automation and latterly robotics new products displace the old labour intensive ways for working for People are the new universally configurable items. What are we going to do for jobs – stand around and let the robots do the work. There is only so much work for designers.... Henry Ford had the right idea – it might mass produce vehicles but he doubled the pay of his workers to ensure that he had customers for his cars. 3D printing set to revolutionise the way that products are invented and designed – rise of the cottage industry
• #26: In a very short period of time we have had to contend with an amazing increase in the type of change that effects our lives – and there is much more to come. The drive for profitability forces organisations to seek ways of doing more with less – to exploit technology before the competition does Technology will drive the development of many new products which will continue to create great wealth - over the last 15 to 20 years it has resulted in a net reduction in jobs – contributes to the widening gap between the wealthy and the poor As we have seen, Robots are swamping the manufacturing world – for the products that we know today and the ones that yet to come - business are under great pressure to use them Unless you are one of the exceptional lucky ones who can design! there is strong possibility that your job will filled in the future by a machine People have become increasingly disposed towards self-interest rather than the greater good.
• #27: Much more change is being considered to accommodate the ability of our planet to support us. Left un managed resources will become extinct and man will irreversibly damage the planet. Carbon Trading is a growing phenomenon. Greenhouse effect, global warming, renewable’s etc World economy Societies have a choice carry on exploiting the planet and its people or start investing in change that benefits the environment Rise of the social agenda B Corporations Stakeholder capitalisation
• #28: As long as capitalism is driving our societies the need for change will be relentless. How ever there is a new way of thinking on the block.... Stakeholder capitalism – as opposed to Shareholder capitalisation
• #31: There is no doubt about the increasing frequency and scale of change Spanish revolution 2011 – mass rallies mass unemployment Various countries bailed out by EU, Greece, Ireland, Portugal – total of 41! Problems in Egypt scottish vote Peoples expectations are increasing – look at Scottish vote Russian response to Ukraine Etc etc Retail casualties by the score
• #33: A much used graphic of mine to illustrate benefit of change management Helps emphasise what is needed to ensure that change initiatives add value to the organisation
• #37: Based on research done on people with terminal illnesses. Not all the phases will be experienced by everyone going through change and more pointedly, with mis-change management there wont necessarily be a happy outcome
• #41: My own view is to maximise implication – get them involved – no place to hide. Bring people ‘up the change lifecycle’ Early involvement results in better commitment and informed solutions Inform – fact sheets, web sites Consult – Public comment, focus groups, surveys Involve – workshops, Collaborate – advisory committees, participatory decision making Empower – Citizen juries, Ballots, Delagated decision
• #44: There is an issue of scale here Function versus discipline Discipline of only one or two people enables organisational learning A function is a bit black and white with little scope for reflection
• #45: Although central to an organisations change initiative P2 must take its direction from and deliver to the business
• #47: Portfolio of projects and programmes Real data is needed to tune the portfolio for maximum efficiency against business needs Tuning means prioritising objectives, benefits, changes (options)
• #51: Capability Maturity approach applied to clearly defined disciplines I am not impressed with size and scale of burgeoning change management industry – if organisations place themselves of an experiential learning based trajectory then external support needs will be minimal Where they are required they will be better specified and orientated toward capability outcomes rather than individual changes
• #52: There is an issue of scale here Function versus discipline Discipline of only one or two people enables organisational learning A function is a bit black and white with little scope for reflection
• #55: Why im interested in BRM as a Change Manager Because it provides an opportunity to mitigate if not eliminate very many of the known change management problems ERP example People, behaviour, process, tools, location, technology........... Don’t place people in the position where they are using 5 WHYS technique to understand the changes that are happening The 5 Whys is an iterative question-asking technique used to explore the cause-and-effect relationships underlying a particular problem
• #56: Identify & quantify – workshops benefits and non-benefits & quantify to increase accuracy Value & appraise – financial & non-financial benefits – cost benefit analysis – frameworks at org level Plan – validate, prioritise, pretransition planning, benefit measures. Leading and Lagging. Before during and after, stakeholder engagement, Accountability and and transparency of BRM. Mitigation of disbenefits Realize – benefits tracking and reporting – trend analysis. Review – review is a constant. Major stages reviews. Linked to project Gate process. Achieve lessons learned. Process improvement, forecasting improvement
• #57: Identify & quantify – workshops benefits and non-benefits & quantify to increase accuracy Value & appraise – financial & non-financial benefits – cost benefit analysis – frameworks at org level Plan – validate, prioritise, pretransition planning, benefit measures. Leading and Lagging. Before during and after, stakeholder engagement, Accountability and and transparency of BRM. Mitigation of disbenefits Realize – benefits tracking and reporting – trend analysis. Review – review is a constant. Major stages reviews. Linked to project Gate process. Achieve lessons learned. Process improvement, forecasting improvement
• #58: Align benefits with strategy – ensure benefits are realised evidence meeting of strategic objectives Start with the end in mind – ensure that projects and programmes are focussed on the delivery of benefits Utilize successful delivery methods – prince2/MSP/ unsuccessful delivery = no or limited benefits Integrate benefits with performance management – for efficiency and limit overhead and use of real operational data Manage Benefits from a portfolio perspective – benefits management is more effective if used on whole portfolio of change projects. Limits double counting. Lessons learned and communicated. Consistency. Apply effective governance – evidence that we are doing the right thing the right way. Clarity. Aligned. Even handed Develop a value culture – people understand the importance of business value and benefit and not simply change for changes sake i.e. New process or IT system.
• #59: However they are achieved – i.e. In whatever order They must connect and be traceable back to the organisations strategy
• #62: For the purpose of this presentation it is important keep in mind the following: CONTEXT In particular these three distinct area: The world we live in – what makes it tick, what is needed to survive The theory and derived methods How we use this understanding to chive change in our organisations Hopefully you will recognise when we move from one to the other
• #63: Speaking as a change manager so the success of change is my prime concern – not individual changes but all changes I have a clear understanding of how organisations can cope and manage organisational change and I would like to share it with you. As a keen supporter of the APM and its approach to P3 my presentation takes into account the P3 competency framework and uses it to deliver the required changes We will cover a lot of ground and I would be pleased to answer any questions during or after the presentation and email queries most welcome. My chance to share some of the reason why I am interested in Change Management and why its must work harmoniously with P3M3. My experience and what I have witnessed for myself but in line with the best practice thinking behind modern change. This is not necessarily definitive but it considered. When learning comes into an organisation where does it reside. When an organisation learns for itself where is the learning output stored?