Improving Quality with Change Management
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The document discusses the importance of change management in improving quality and project success within organizations. It outlines the evolution of quality, the correlation between effective change management and project outcomes, and introduces the ADKAR model for managing individual change. Key success factors include active sponsorship, effective communication, and a structured approach to facilitate organizational change.
Improving Quality with Change Management
- 1. Improving Quality with Change Management September 25, 2014
- 2. Agenda • About Me • What is Quality? • Evolution of Quality • Why Change Management • A Model for Change • Best Practices & Success Factors • Practical Tips for Getting Started 2
- 3. 3 What is Quality?
- 4. Evolution of Quality • Cannot take quality for granted • Quality is the competitive advantage Then Next Goal Prevention Perfection Quality of Product Enterprise Philosophy Processes Community Sector Manufacturing Every Waste Tolerable Abhorrent Focus Product/Service Experience Methodology Control/ Improvement Change/Transformation
- 6. Why Change Management? • Increases probability of project success • Manages employee resistance to change • Builds change competency in the organization – Increasingly important as we deal with increasing rate of change
- 7. Why Change Management? • Connect to business results • Mitigate negative consequences • Translate change management to financial performance 7
- 8. 8 Correlation of change management effectiveness 17% to meeting project objectives 49% 80% 95% 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Poor (n=177) Fair (n=441) Good (n=561) Excellent (n=107) Percent of respondents that met or exceeded project objectives Overall effectiveness of change management program *Data from 2007, 2009 and 2011 © Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
- 9. 9 Correlation of change management effectiveness 16% to staying on schedule 34% 57% 75% 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Poor (n=215) Fair (n=532) Good (n=679) Excellent (n=116) Percent of respondents that were on or ahead of schedule Overall effectiveness of change management program *Data from 2007, 2009 and 2011 © Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
- 10. 10 Correlation of change management effectiveness to 48% staying on budget 63% 71% 82% 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Poor (n=188) Fair (n=498) Good (n=661) Excellent (n=116) Percent of respondents that were on or under budget Overall effectiveness of change management program *Data from 2007, 2009 and 2011 © Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
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- 12. Change is a process… Current State Transition Future State Not an event. 12
- 13. Five Tenets of Change Management #1 We change for a reason. #2 Organizational change requires individual change. #3 Organizational outcomes are the collective result of individual change. #4 Change management is an enabling framework for managing the people side of change. #5 The application of change management helps to realize the benefits and desired outcomes of change. 13
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- 15. ADKAR Model • Represents the 5 elements of change that must be achieved for change to be a success. • Developed by PROSCI after studying change patterns of more than 700 organizations. • An effective tool for managing change at an individual level and guides activities at the organizational level. 15
- 16. Awareness Change begins with understanding why. 16 • What is the nature of the change? • Why is the change needed? • What is the risk of not changing?
- 17. Awareness Change begins with understanding why. 17 • What is the nature of the change? • Why is the change needed? • What is the risk of not changing? • Resistance to change is the norm. • Lack of awareness is the most common reason for resistance.
- 18. Desire Change involves personal decisions 18 • What’s in it for me (WIIFM) • A personal choice • A decision to engage & participate
- 19. Desire Change involves personal decisions 19 • What’s in it for me (WIIFM) • A personal choice • A decision to engage & participate • Awareness = Desire • Often considered most difficult step to achieve
- 20. Knowledge Change requires knowing how 20 • Understanding how to change • Training on processes & tools • Learning new skills
- 21. Ability Change requires action in the right direction 21 • The demonstrated capability to implement the change • Achievement of the desired change in performance or behavior • Knowledge = Ability
- 22. Reinforcement Change must be reinforced to be sustained 22 • Actions that increase the likelihood that a change will be continued • Recognition & rewards that sustain the change
- 23. Reinforcement Change must be reinforced to be sustained 23 • Actions that increase the likelihood that a change will be continued • Recognition & rewards that sustain the change
- 26. Success Factors ‐ Sponsorship • Active, visible, engaged sponsorship – Talk about it – formally & informally • Communicate directly with employees at all levels – Demonstrate commitment – in words & actions • Build a coalition of sponsorship – Employees evaluate importance of change based on what they see & hear from senior leaders – Involvement, Commitment, Action – Sponsor is a verb – not a title 26
- 27. Success Factors ‐ Sponsorship • What are some of the things you can do to create active & engaged sponsors? 27 Project teams ranked over 50% of their sponsors as having a moderate to low understanding of their role in managing the people side of change and graded them “average to poor” in terms of sponsorship activities.
- 28. Success Factors ‐ Sponsorship • Assess sponsor competencies – Is the sponsor at the right level? – Does sponsor support the change? – What is sponsors track record? – What is sponsors communication style? • Prepare the sponsor – Training – Assistance – Clear responsibilities – Examples of good sponsorship activities – Examples of common mistakes 28
- 29. Success Factors ‐ Sponsorship • Plans – Sponsor Roadmap – Communication Plan – Coaching Plan • Regular meetings with sponsor • Hold sponsor accountable 29
- 30. The critical role of coaching your sponsor 30 Correlation of change management effectiveness 17% to meeting project objectives 49% 80% 95% 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Poor (n=177) Fair (n=441) Good (n=561) Excellent (n=107) Percent of respondents that met or exceeded project objectives Overall effectiveness of change management program *Data from 2007, 2009 and 2011 © Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
- 31. Success Factors – Communication • Employees often do not hear or internalize key messages from managers, despite efforts to create the most complete & clear communications. – Often must hear a message 5 to 7 times before they internalize the message. • Preferred senders of change messages • Sponsor • Immediate Supervisor/Manager 31
- 32. Success Factors – Communication • Send the right message • To the right audience • At the right time • From the right sender • Through the right channel 32
- 33. Success Factors – Communication • Send the right message • To the right audience • At the right time • From the right sender • Through the right channel Think you’ve communicated enough? Communicate MORE! More communication was the #1 “do differently next time” suggestion 33
- 34. Success Factors ‐ Approach 34 Not everyone changes at the same pace A structured approach ensures objectives realized
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