2016 KPMG Global Mobility Forum · Shared Services/Outsourcing transition . 3. Regulatory/Risk change . 5. Organization Re-Design ‘Co-creating’: methods and approaches that maximize

17-19 October 2016Eden Roc Miami Beach Resort

2016 KPMG Global Mobility Forum

https://kpmgbrandcentral.brandwizard.net/app/asset/asset_search.aspx?catid=757&libid=2


Change Management: Branding Global Mobility within your Organization

17 – 19 October 2016



Melissa Ferdinand

With you today

ManagerKPMG in the US (Short Hills)T: + 1 973 912 4551E: [email protected]

Joseph PernaselliSenior ManagerKPMG in the US (Phoenix)T: +1 480 459 3540E: [email protected]

4© 2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

Agenda

01 Approaches to change management

02 Behavioral Change Management (BCM)

03 Change context

04 “Truths” within BCM

05 Class exercise

06 Global mobility transformation

07 Branding global mobility

08 Change management headwinds

09 Wrap-up

10 Your questions


BehaviouralChange Management

BCM Storyline and KPMG’s POV


Transformations still have a high risk of failure

70%Of major changeinitiatives fail

This was the case in 1996 when John Kotter began his work in Change Management, and it is still true today.

Our experience tells us that not managing the people impact of the change effectively, can put up to 60% of a transformation’s benefits case at risk

Traditional approaches to change do not work because:

They are treated as a separate activity at the bottom of a programme plan

They do not put enough emphasis on the role of leaders

They apply generic change methods to all types of transformations

1

2

3

…There is a need for a different approach to Change Management


Why KPMG’s approach to Change Management is differentWe don’t just focus on the mechanics of change

1. Early engagement is key to address resistance early on and invite the people to contribute to the change.

2. One size does not fit all. Each type of transformation requires a tailored and fit-for-purpose approach.

3. Change leadership is no longer optional. Sponsorship is no longer enough.

4. Change is personal. Aligning the people levers in the organization is key to reach individuals.

5. Change is a capability that can be developed, not just a work stream.

6. Measure change, and look beyond the finish line to sustainability.

7. Learn from the past. Do, or do not, let history repeat itself and recognise that old approaches do not work anymore.

8. Drive for a systemic approach. See the forest, not just the trees.

9. Ongoing interactive communications are key throughout. Modern-day technologies facilitate critical engagement.

10. Plan to be agile. A successful change management approach will remain flexible throughout its course.


Behavioural Change Management (BCM)

Change Leadership

Communication and Engagement

Impact and Measurements of Change

Make it Known Make it Real Make it Happen Make it Stick

Communicate the change vision and

case for change and begin to create

ownership of the solution

Translate the change vision into reality for

people in the organisation and

define what it means for them

Move the organization towards the end state and equip people to work in new ways

Ensure there is capability in the organization to

sustain the change

READY WILLING AWARE ABLE

Make it Clear

Align leaders around the strategic aims,

ambition and scale of change

CLEAR

Workforce Development and Transition


Our approach is underpinned by robust tools and methods

Make it clear Make it Known Make it Real Make it Happen Make it Stick

PHASE DESCRIPTION

The primary objective is to align leaders around the

strategic aims, ambition and scale of change and how

this impacts required behaviours and ways of

working

The primary objective is communicate the change

vision and case for change and begin to create ownership

of the solution

The primary objective is to translate the change vision into

reality for people and clarify what the change means

for them

The primary objective is to move the organization

towards the end state and equip people to work in new

ways

The primary objective is ensure there is capability in

the organization to sustain the change in BAU

KEY PHASE OBJECTIVE

— Understand nature and scale of change

— Identify new behaviours and ways of working

— Assess and agree the gap

— Confirm vision and case for change

— Early engagement— Identify the change risks

— Identify change vision's impact

— Develop appropriate approach for type of change

— Guide the organisation and people through the transition

— Facilitate the change

— Ensure the change vision has been achieved

— Ensure the change is sustainable

DELIVERABLES — Agreed ambition, aims and scale of change

— Change Leadership journey assessment

— Strategic narrative and core messages

— Change Risk Assessment— Stakeholder Analysis— Comms and Engagement

strategy— Change metrics

— Change Impact Assessment

— Change Approach and Plan— Leadership development

and coaching— Operational

communications campaign— Impact dashboard and

monitoring

— Organization Design for Performance (OOP Method)

— Job Impact Assessment— Training Needs Analysis,

Competency Frameworks— Leadership development

program— Measurements of Change

impact— Communications

campaign

— Talent Management— Sustainability Checklist— Knowledge Transfer &

Building Capability Strategy

— Measurements of Change— Business Leader

Readiness Assessment and support

— Change adoption review


We tailor our approach to the specific change context of the organization Our approach is tailored in two ways…

…by being embedded into the type of transformation …by being driven by a clear understanding of thechange context

1 Technology Enabled Change

2 Merger Integration or Divestiture

4 Shared Services/Outsourcing transition

3 Regulatory/Risk change

5 Organization Re-Design

‘Co-creating’: methods and approaches that maximize the management of knowledge, resources, and the utilization of passion and responsibility,

‘Selling’: buy-in strategies, change agents, persuasion negotiation, Real Time Strategic Change

‘Driving benefits realization’: Rational decision making, classical project management, organisational development

‘Consulting’: Scenarios, leadership, intuition, learning organisations, systems thinking

Close to certainty High uncertainty

Clo

se to

ag

reem

ent

Dis

agre

emen

t

1

2

3

4


This helps delivers enhanced benefits for the organization

Less disruption to the organization’s well-being during the transition

People in the organisation more quickly ready, willing

and able to change

Change capabilities built in the organization to de-risk future changes

Sustainability of results andbenefits realized


BCM is governed by some basic truths

CHANGE IS PERSONAL PEOPLE NEED

TO KNOW THE REASON WHY

LEADERS MUSTBE INVOLVED CHANGE IS SITUATIONAL

1 2

3 4


The basic truths about change

1. Change is personalEveryone reacts to change differently Change is always received both rationally and

emotionally. And politically?

Change is ultimately a personal choice



Typical responses to changeChange can cause a rollercoaster of responses and emotions

HappinessAt last something’s going to change!

FearWhat will this mean for me?

ThreatThis is worsethan I thought!

GuiltDid I reallydo that?

DisillusionmentI’m off.. This isn’tfor me

DenialChange, what change?

DepressionWho am I? What am I doing?

Moving forwardThis can work and be good

HostilityI’ll make this work if it kills me!

?

AnxietyWhat is this?

AcceptanceI can see myself in the future

TestingFine, I’ll give it a go



2. People need to know the reason why

What’s in it for me?

Why are we doing this?

How do we get there? Do I want to do this?



3. Leaders must lead

Visible leadership Role-modelling the

right behaviorsEngaging, listening and

communicating

Sponsorship is no longer enough



4. Change is situational Different types of changes will require different approaches. There is no one-size-fits-all approach.

Our change approach needs to reflect the different change context

8 most common change triggers:



3 Industry or Market shift



6 Digital Revolution/Marketing


8 Lean


Class exercise



4. Change is situational In your group, identify the Global Mobility-specific issues associated with your assigned “trigger”. Be prepared to share what you have identified and explain why.



3 Industry or Market shift



6 Digital Revolution/Marketing


8 Lean


Change and Global Mobility


Project Management / Change Management— Drive solution delivery— Communicate progress and impact on solution

deliverables and project goals— Implementation and technical risk management— Focuses on project time, cost, quality, scope— Follows project management lifecycle— Steps and tools for managing the project from

start to end— Delivering project solution

— Work towards change sustainability and integration— Communicate progress and impact on people

readiness— People-side risk management— Focuses on people-side strategies and planning for

change adoption and timely benefits realization


Project Management / Change Management— Drive solution delivery— Communicate progress and impact on solution

deliverables and project goals— Implementation and technical risk management— Focuses on project time, cost, quality, scope— Follows project management lifecycle— Steps and tools for managing the project from start

to end— Delivering project solution

— Work towards change sustainability and integration

— Communicate progress and impact on people readiness

— People-side risk management— Focuses on people-side strategies and

planning for change adoption and timely benefits realization

Both aim to increase the likelihood that projects or initiatives deliver the intended results and outcomes. While each can function independently, the most effective approach is to integrate change management

and project management to create a unified and aligned approach.


Global Mobility Transformation (GMT)GMT is designed knowing that today’s global organizations require a customized and flexible solution to take their Global Mobility programs to a whole new level. The service is organized across 7 key work streams or tracks:

Global Mobility StrategyHelp ensure Global Mobility promotes and supports the

organization’s strategic objectives and efforts –program design

Talent managementEnvelop talent management approaches and

philosophies into Global Mobility, including workforce planning, talent management and development

Mobility Policy FrameworkDetermining assignee classifications, policy types, benchmarking against

leading market and industry practices

Operational ExcellenceConsistent execution in a high

performance environment - agreed roles, defined processes and

procedures

TechnologyMaximize effectiveness with current or

new technological solutions

Governance and RiskMitigation of risk and exposures through a centralized framework

Change Management and Communication

Organizational change and communication planning and processes

to promote and sustain the transformation

Work stream and Mandate


Global Mobility Transformation (GMT)GMT is designed knowing that today’s global organizations require a customized and flexible solution to take their Global Mobility programs to a whole new level. The service is organized across 7 key work streams or tracks:

Global Mobility StrategyHelp ensure Global Mobility promotes and supports the

organization’s strategic objectives and efforts –program design

Talent managementEnvelop talent management approaches and

philosophies into Global Mobility, including workforce planning, talent management and development

Mobility Policy FrameworkDetermining assignee classifications, policy types, benchmarking against

leading market and industry practices

Operational ExcellenceConsistent execution in a high

performance environment - agreed roles, defined processes and

procedures

TechnologyMaximize effectiveness with current or

new technological solutions

Governance and RiskMitigation of risk and exposures through a centralized framework

Change Management and Communication

Organizational change and communication planning and processes

to promote and sustain the transformation

Work stream and Mandate


Change Management and CommunicationChange and communication planning and processes to promote and sustain transformation

Global Mobility Transformation (Cont’d)

Sub element: Transition Stages

Actions:‒ Discuss and catalog lessons learned from previous organizational

change initiatives (both organization-wide and Global Mobility-specific)

‒ Create risk mitigations strategies for the most relevant points that specifically address the change underway

‒ Thoughtfully determine stages of change introduction (easy to complex, complex to easy, targeted business units or geographies, etc.)

‒ Planning and organization across timelines ‒ Develop metrics for measuring and monitoring change effectiveness

Deliverables/targeted outcomes:‒ Gradual, phased change approach may mitigate confusion and

overwhelming of impacted recipients‒ Developed process to support managing change that is sustainable

and flexible

Sub element: Business Case for Change

Actions:‒ Organizational change readiness assessment‒ Organizational and process changes need to assess impact on each

affected stakeholder group‒ Opportunity to formally assess the organization’s readiness for

change and to develop a functional strategy road-map‒ There is the opportunity to learn from previous change initiatives to

mitigate barriers and secure desired buy-in and support

Deliverables/targeted outcomes:‒ Buy-in from all affected organizational stakeholders ‒ Demonstrates how Global Mobility impacts an organization’s larger

strategic goals‒ Framing the business case for change that will resonate best


Change Management and CommunicationChange and communication planning and processes to promote and sustain transformation

Global Mobility Transformation (Cont’d)

Sub element: Communicating Priorities and Progress

Actions:‒ Communication needs to be at the forefront of the transformation‒ Determine impactful communication channels within the organization‒ Engage corporate communications teams for guidance‒ KPMG to assist in development of a communication plan addressing all transformation initiatives to ensure regional and functional stakeholders are informed and

“in the know.” (i.e. provide timely follow-up communications regarding key stakeholder interview findings during current operational state assessment and decisions made by an organization to address issues/gaps and effect positive change going forward)

Deliverables/targeted outcomes:‒ Leverage leadership support to increase visibility and receive buy-in from impacted stakeholders‒ Communication is consistent and timely with appropriate level-setting


Our approach is underpinned by robust tools and methods

Make it clear Make it Known Make it Real Make it Happen Make it Stick

PHASE DESCRIPTION

The primary objective is to align leaders around the

strategic aims, ambition and scale of change and how

this impacts required behaviours and ways of

working

The primary objective is communicate the change

vision and case for change and begin to create ownership

of the solution

The primary objective is to translate the change vision into

reality for people and clarify what the change means

for them

The primary objective is to move the organization

towards the end state and equip people to work in new

ways

The primary objective is ensure there is capability in

the organization to sustain the change in BAU

KEY PHASE OBJECTIVE

— Understand nature and scale of change

— Identify new behaviours and ways of working

— Assess and agree the gap

— Confirm vision and case for change

— Early engagement— Identify the change risks

— Identify change vision's impact

— Develop appropriate approach for type of change

— Guide the organisation and people through the transition

— Facilitate the change

— Ensure the change vision has been achieved

— Ensure the change is sustainable

DELIVERABLES — Agreed ambition, aims and scale of change

— Change Leadership journey assessment

— Strategic narrative and core messages

— Change Risk Assessment— Stakeholder Analysis— Comms and Engagement

strategy— Change metrics

— Change Impact Assessment

— Change Approach and Plan— Leadership development

and coaching— Operational

communications campaign— Impact dashboard and

monitoring

— Organization Design for Performance (OOP Method)

— Job Impact Assessment— Training Needs Analysis,

Competency Frameworks— Leadership development

program— Measurements of Change

impact— Communications

campaign

— Talent Management— Sustainability Checklist— Knowledge Transfer &

Building Capability Strategy

— Measurements of Change— Business Leader

Readiness Assessment and support

— Change adoption review


Make it clear – global mobility example— Define and agree the vision and case for change— Understand change context, history and load to determine approach — Define what the change means for behaviours— Align the leadership team— Establish the strategic narrative and core messages— Define desired outcomes


Make it known – global mobility example— Moving the global mobility function (e.g. outsourcing, shared services, from one HR group to another)

— Provide early notifications, solicit stakeholder input – know who needs to know

- Input can contribute to improved plan and vision/end state

- Input can influence communications (how resistant, how ready)

— Have a solid business case – articulate why this is being planned (e.g. promote compliance, contain costs, have a more credible program, improve service, obtain more expertise, response to a change in volume)

— Be candid about risks and how you’re intending to manage and contain risk (e.g. may be more costly now for savings later, may have difficulties finding global mobility talent, may have to run a parallel program, may uncover more issues)

— Buy-in is good, awareness is more important

— Promote enthusiasm, build momentum


Make it real – global mobility example— Know what is changing and why

— Articulate anticipated impacts (e.g. more/less work for you/others, speed to market, promote a similar assignee experience, a new payroll company, training/level-setting)

— Share the plan (timing, money, resources)

— Anticipate roadblocks and remove them

— Getting everyone ready, reinforce skills and behaviors

— Translate the vision to the reality


Make it happen – global mobility example— Tools, guidance, communications

— Timing (realistic)

— Infrastructure (policy, suppliers, technology, operations, up-skill)

— Understand and manage organizational readiness

— Motivation

- Intrinsic – sense of meaningfulness, accomplishment, progress

- Extrinsic – pay/compensation, success stories, new skills

— Moving the organization to the end state

— Successes along the way are recognized, celebrated


Make it stick – global mobility example— Address residual noise in the system

— Assess if the change has positioned the organization appropriately for successful attainment of targeted outcome(s)

— Are all the tools, resources and infrastructure in place – near/long term

— Have an intervention plan ready, action when necessary

— Leadership tools and messaging

— Rewards and recognition

— Knowing the benefits are realized

— Progress measured, learning reviewed








Why “branding”— You can influence what you are, not what others assume or perceive

— Help promote a credible, relevant and valuable department

— Positions department for more impact and sway in broader business decisions

Examples:

— Global mobility helps create the organizational capability required for the business to achieve its strategic business objectives

— Global mobility helps position the business to be compliant in all revenue, labor and immigration jurisdictions in which it operates

— Global mobility allows employees to have an international component to a long-term career with us

— We’re a global business with global clients; global mobility helps promote a global business mindset with our workforce


Global Mobility as a Brand— “Elevator Pitch”

— Positioning for an employee

— Positioning for a business

— Attractive department to have a HR career


Promoting your Global Mobility Brand— Success stories for anyone to see

— Expressing work life from the “frontlines”

— External assignee groups

— What’s the buzz?

— Use photos and video – Show don’t tell

— Building a world-class assignee and business experience

— Be transparent, be realistic

— Spaces for interested individuals


Change Management Headwinds


— Are there other “competing” change initiatives?

— Implementing change that’s guided by the organizational culture

— Not overwhelming

— Not forced/contrived

— Taking on more change, change fatigue

— Little planning

— Accelerated, unrealistic timing

— Early buy-in/early abandonment

Too big an askHeadwind Resolution


— Successful managers know better than consultants on building an emotional employee connection

— Connect what employees already think or how they already behave

— Emphasize cultural and team strengths to promote enthusiasm

— Management uncertainty promotes employee doubt, discomfort, confusion

— Can undermine change and slow momentum

— Mixed messages from leaders and managers

(Lack of) Managerial SkillsHeadwind Resolution


— Engagement can foster accountability

— Engaged workforce can help promote the case for change for late-adopters/peers

— Environment for safe, candid, respectful input

— Within the workforce, at any level, are influencers and their support is required to avoid resentment and lack of trust

— Can resulting in a lack of big picture perspective and disagreement with change

Ignoring othersHeadwind Resolution


Questions/Discussion

Melissa Ferdinand

Contacts

ManagerKPMG in the US (Short Hills)T: + 1 973 912 4551E: [email protected]

Joseph PernaselliSenior ManagerKPMG in the US (Phoenix)T: +1 480 459 3540E: [email protected]


Thank you

© 2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation.

The KPMG name and logo are registered trademarks or trademarks of KPMG International.

kpmg.com/socialmedia kpmg.com/app

Documents

2016 KPMG Global Mobility Forum · Shared Services/Outsourcing transition . 3. Regulatory/Risk change . 5. Organization Re-Design ‘Co-creating’: methods and approaches that maximize