Enabling change

Delaware enables change

2

Stakeholders

Vision

Impact

Readiness

Business Strategy / WIIFM

Attitude / Influence

Processes, Systems, People

Transition Scan©

Motivation / SupportersRisks / Focus

Change

drivers

Focus on motivation of people and engaging supporters

Continuous alignment

Leadership

Communication

Organization

Processes

People development

Metrics

Highly involved, active and visible leadership

Emphasize building on success, encourage feedback

Engage early, frequently and via different channels – co-creation

Establish cross-functional teams, stimulate collaboration

Involve people, use collaborative and innovative training methods

Set clear and specific targets – measure performance

Leadership

Communication

Organization

Metrics

People Development

Processes

4

Leadership

Objectives:Active and visible involvementBuilding a supporting coalition in the organisationCommunication at all levels

Issues:No clear sponsorship leading to ‘multiple captains’

Conflicting interests & messages

Ivory Tower behaviour

Indicators:Active group of followers

Implicit leaders come forward

Organization carries the change

Leadership actively lives the change

5

Communication

Issues:Communication is mostly reactive and disjointed

Selling the solution is often done too late (at go-live phase)

Communication is limited to the project team

Objectives:Deliver program communication tailored to specific audience and driven by a marketing-like campaign

Sell the project by using an enterprise sales methodology approachEnable ongoing dialog

Indicators:Consistent messages are being delivered

Change story adopted and repeated at all levels

Dialogue continues long after the project

Processes

6

Processes

Issues:Double and unnecessary work

Unmanaged waste

Imbalance between core and non-core activities

Silo thinking

Objectives:Processes adapted to business needs

Create mindset of transversal thinking

People feel involved in the company processes

Indicators:Continuous Improvement mindset

More efficient and effective end-to-end processes

Inter-team collaboration becomes the standard

7

Organization

Issues:Silo thinking

Unclear R&R during projects and after changes

Poorly organized reentry of project team members

Information islands exist and pose a serious risk

Objectives:Prepare a collaboration plan around the proposed solution and set expectations

Reinforce the collaboration during all activities

Reduce information islands to enhance the collaboration

Define all R&R early in the project

Indicators:Clear roadmap for R&R

Organizational Development Roadmap

Continuous Improvement mindset

Succession Planning

8

People Development

Issues:Training is considered as the start of Change Management

People Development is limited to classroom training, and limited to the tools only

Training is considered a one-off activity

Objectives:Deliver continuous training & coaching from before implementation to after rollout

Drive development through multiple channels

Focus on processes, not only tools

Indicators:Proficiency and utilization reach high levels

Embedded in Competency management framework

9

Metrics

Objectives:Determine targeted change related activitiesMeasure evolution of change readinessAdjust change activities where neededSet specific targets to be achieved

Issues:KPI’s do not support the business

Ineffective deployment of changes

Unknown ROI of changes

(Budget) surprises

Indicators:Clear view on Change readiness of organization

Proven change adoption

High level of employee proficiency

Measurable utilization rate

10

Transition Scan©

11

Transition Scan© output

Enable change through targeted actions

12

Leadership

Identify primarysponsor

Identify change leaders

Identify Developchange vision(org &teams)

Identify change agents

Assesschange agents

Assess change leaders

OrganisationStakeholder

analysis

Change Impact analysis

Processes

Asses project resourcing

Identifymotivation

elements (SDT)

Draft motivationplan (incl

quick wins)

Assess processmaturity of the

organisation

Leadership

Communication

Processes

Organization

People Development

Metrics

Expert

Support leadership with industry standard models on leadership and change

Support the communication team to get specific

(difficult) messages across

Support the process analysis and optimization of

complex processes

Ad hoc support for specific complex organizational

issues

Support the development department with context

specific expertise

Measure adoption, profiency and utilisation of

the change

Teacher

Teach change models to senior management

Teach communication models to line management

Teach Process Improvement techniques

Teach organizational development techniques

Teach knowledge, skills and behaviour

Train the trainer

Teach KPI techniques

Coach

Coach leadership on influencing techniques

Coach management in creating and delivering

communication

Coach management during process improvement work

Coach management through organizational

changes

Management coachCoach the coach

Performance Management coach

Enabler

Vision workshops Stakeholder analysis

Influencing techniques

Define comm’s strategyManage comm’s planDraft communications

Process mapsGap analysis

Value Stream Maps

Target Org ModelRoles & Resp matrix

Perf Mgmt Framework

Training Strategy & PlanTraining ExecutionContent coaching

Gap analysis KPI’sDevelopment new KPI’s

Roles