Tips On How To Implement Enterprise-Wide Change

How to Implement Enterprise-
Wide Changes:
Managing the Complexity of Big Changes
Don Harrison
President and Founder, IMA
Paula Alsher
VP Client Solutions
April 18, 2013 1©2013 IMA www.imaworldwide.com 800-752-9254 All rights reserved.

Today’s Agenda
 Why enterprise-wide change is so complicated
 Common barriers to sustained adoption and value
realization
 Tips for managing multiple sponsors
 Keys to success: resistance management and
reinforcement
 Q&A
2©2013 IMA www.imaworldwide.com 800-752-9254 All rights reserved.

Enterprise-Wide Change is Often
―Transformational‖ in Scope, Complexity
Minor Minor Disruption
 Minor alterations to the Frame of Reference (FOR) resulting in
minimal disruption and resistance
1st Order Frame-Bending
 Major alterations to the existing FOR resulting in significant
resistance
2nd Order Frame-Breaking
 The old FOR is no longer adequate. A new FOR must be created
resulting in maximum disruption and resistance—requires old FOR
to be broken down

Three Reminders About 2nd Order Change
 It can’t be done incrementally
 It can’t be made totally safe. It requires a leap of faith
 You can’t go back. Once you cross the abyss, you
can’t return to the old ways

10 Predictable Barriers to Enterprise-Wide Change
 Lack of clear scope/definition
 Too many other changes competing for resources
 Poor implementation history
 No aligned, sustained leadership support
 Major employee resistance
 Weak motivation and non-aligned reinforcement
 Risk-averse cultures
 Poor communications
 Unclear and/or undisciplined governance structure
 Use of multiple approaches reinforces ―silo‖ mentality

Accelerating Implementation Methodology (AIM):
Project Management for People
6©2013 IMA www.imaworldwide.com 800-752-9254. All Rights Reserved.

Overcoming a Silo Culture
A B C
x y z

Sponsors for Enterprise-Wide Change
Sponsors must have agreement on:
 Strategic priorities
 Strategic intent
And there must be reinforced inter-dependence
Don’t make structural responses to
cultural or process problems

Actual
Payback
Promised
Payback
CriteriaforSelection
SUCCESS
Expect the Most Resistance from Those With the
Highest Interest in Things Remaining the Same
©2013 IMA www.imaworldwide.com 800-752-9254 All rights reserved.
CULTURE
WHO IS
SUCCESSFUL
LEADERS
Informal
9

Line of Sight-Governance
Strategy
Portfolio
Change Agenda
Programs
Projects

Implementation Roles in Enterprise-Wide Change
Primary responsibility for tactical implementation activity
(strategy, design, deployment, evaluation).
Authorize, legitimize and demonstrate ownership
for the change in their chain of command:
possess the authority to initiate resource
commitment (Authorizing Sponsor) or
reinforce the change at the local level
(Reinforcing Sponsor).
Individuals who believe in the change and thus
are committed to helping drive it.Champions
Agents
Sponsors
Targets
11
Sponsorship is the single most important factor in
ensuring fast and successful implementation.
Those whose
behavior, expectations, skills, perceptions, and/o
r work processes, etc. you need to change.
C
A
S
T

Defining ―Success‖ for Enterprise-Wide Change
Implementation Success Defined:
Installation does not equal Implementation
Installation
Implementation
 On Time
 On Budget
 Technical Objectives met
 Business Objectives met
 Human Objectives met

Human Objectives are Behaviors ―We Seek to See‖
 Different behaviors for different target
groups
 Requires ―Implementation-Specific‖
measures

Measures Must Be Developed Early
You must have implementation-specific
measures.
14
The more often you measure, with immediate
positive and negative reinforcement attached…
…the faster you can implement

Acceleration Depends on Readiness and
Climate
©2013 IMA www.imaworldwide.com 800-752-9254 All rights reserved. 15

Project Team Activity Level is Not a Measure
Don’t be seduced by the frenetic
activity of the project team!
Sponsor drive controls the pace of
implementation.

Unsuccessful Sponsorship Creates
―Black Holes‖
Communication and reinforcement must cascade level
by management level down the organization.
―Black Holes‖ are formed when commitment or
compliance is not sustained at each management
level and driven to the next level. 17

Cascading sponsorship must occur at each level between the Authorizing Sponsor (SA) and the final Targets (T3).
There must be Reinforcing Sponsors (SR) at each level between the Authorizing Sponsor (SA) and the final Targets (T3).
Compliance or commitment to the change must be Expressed, Modeled and Reinforced at each management level.
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Successful Sponsor Strategy
18

Sponsorship Must Appear Different
You can’t get transformational change
with minor changes in Sponsor behavior.

Trust and Speed are Functional

Approach from the Sponsor’s FOR
• Frame the project in the Sponsor’s language
and Frame of Reference
– Faster
– Cheaper
– Higher Quality
• Identify how this project will exploit an
opportunity or solve a problem for
that Sponsor personally

Working from Your Sponsor’s Frame of Reference
 Identify the benefits to the Sponsor’s specific
organization
 Understand the disruption from the Sponsor’s
Frame of Reference
 Surface and manage concerns and risks
from the Frame of the Sponsors

Resistance As A Function Of Disruption
23
It does not matter whether the change is perceived as a
positive or negative, resistance to a major change is
inevitable.
Resistance is not a function of liking or understanding the
change. It is a function of disruption.

The Paradox of Enterprise-Wide Change
Sponsors will often have the most resistance!

Reinforcements Must Change
If you don’t change the Reinforcement,
you don’t get the change!

For More Information…
Contact:
Paula Alsher
Vice President, Client Solutions
770-618-7495; 866-996-7788
Paula.alsher@imaworldwide.com

Tips On How To Implement Enterprise-Wide Change

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