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Driving Sustainable ChangeIntegrating Organizational Change Management Strategies
Georgia Institute of TechnologyOffice of Organizational Development
June 19, 2006
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Copyright Marita Sullivan and Kara Tillman, 2006.
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Driving Sustainable ChangeIntegrating Organizational Change Management Strategies
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Session Overview
• What is Sustainable Change and Why Should You Care About It?
• Georgia Tech’s Change Management Journey
• Key Takeaways
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• “Change Management is applying techniques and tools to manage the people-side of change to achieve the desired results with minimal disruption or negative side effects.”
What is Change Management?
Jeff Hiatt Founder, Change Management Learning Center
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• EMPLOYEE RESISTANCE– …is the norm not the exception
– Even when things are bad, there is a “comfort” with how things are today
– The goal of Change Management is not to eliminate resistance but to minimize the impact of the resistance
What is Change Management?
• EXECUTIVE SPONSORSHIP– Critical success factor
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15%
Why is Managing Change Important?
• In a Prosci Benchmarking Report, more than 300 companies involved in major change cited the lack of change management as the number one obstacle to success
• Managing change was identified as one of the top two HR concerns for 2005 in the annual survey conducted by Eckerd College’s Human Resource Institute
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15%
– Project success will always be a business goal
– A changing environment is now a constant
– Organizations that build change competencies are more efficient at project implementation
Why is Managing Change Important?• Managing change is a leadership imperative
– There will always be people
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• Successful Change“Significant business change that achieves all of the aims and objectives of the project … and includes a perception of acceptance by the workforce.”
What is Sustainable Change?
Definitions selected from “An Exploratory Study of the Keys to Successful and Sustainable Change Management”Pauline Found, Jo Beale, Roberto Sarmiento, Mark Francis, http://www.cuimrc.cf.ac.uk/sites/www.cuimrc.cf.ac.uk/download.php?id=13, June 2005
• Sustainable Change“[Change] that endures and is able to maintain, or support, the momentum and growth of the improvement targets.”
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• Key Enablers–Buy-In–Commitment–Leadership–Clear Need for Change
Successful and Sustainable Change
• Facilitators of Change–Communications–Training
• Important to Sustain Change–Measurement and Monitoring System
Excerpted from “An Exploratory Study of the Keys to Successful and Sustainable Change Management”
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The Nature of Change
Time
ChangeChange
Change
ChangeChange
• Change is a process, not an event
Where you want to be
Where you are today
– Break change down into discrete process elements
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• Change occurs on two dimensions– Business– Individual
The Nature of Change
ReinforcementAwareness Desire Knowledge Ability
ChangeChange
Change
ChangeBusiness
Need
Concept & Design
Implementation
Post-Implementation
Sustainable Change
• Successful change happens when both dimensions of change occur simultaneously
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• Individual Change• Awareness, Desire, Knowledge, Ability, Reinforcement
The Nature of Change
A D K RA
A D K RA • Everyone does not hear about change at the same timeA D K RA
A D K RA
A D K RA
A D K RA
A D K RA
A D K RA• Everyone does not process change at the same pace
• The goals or outcomes defined by ADKAR are sequential and cumulative
• Can extrapolate to organizational level
The ADKAR model was first published in 1998 in an article titled, The Perfect Change by Jeff Hiatt. Since then, ADKAR has become one of the most frequently used change management models in Prosci's methodology and courses, http://www.change-management.com/
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ADKAR
• Georgia Tech’s Diagnostic Tool for Managing Change– Foundational tool for understanding “how”, “why” and
“when” to use different Change Management tools and techniques
– Can be used in a different ways throughout a project
Jan 31 Mar 1 Mar 1 Jun 1
Feb 15 Mar 15 April 1 July 1
Mar 31 Mar 31 May 15 Aug 31
Jun 15 Sept 1 Sept 1 Sept 1
Aug 31 Nov 15 Feb 15 Mar 31
– Communications Planning Tool – Diagnostic Tool
– Identify Resistance– Take Corrective Action
Stak
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Reinforcement
Awareness
Desire
Knowledge
Ability
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• Transition to On-line Open Enrollment System– Institute mandate– New technology, new processes
• Benefits department, technical support, campus administrators, self-service users
– Challenges • Transition from low tech/high touch environment • Digital divide• Changes in roles and responsibilities• System access
Using ADKAR at Georgia Tech
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• Transition to On-line Open Enrollment System– Initial Focus: Building Awareness and Desire through
communications, sponsorship and resistance management
Using ADKAR at Georgia Tech
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• Transition to On-line Open Enrollment System– Focus: Developing Knowledge and Ability through education,
training and coaching
Using ADKAR at Georgia Tech
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• Transition to On-line Open Enrollment System– Midpoint Assessment
Using ADKAR at Georgia Tech
5,389 Benefit Eligible Employees
84%
3%
13%
No Changes
Changes Made
ChangesSubmitted
• Anticipated Participation Rate: 27%
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• Transition to On-line Open Enrollment System– Midpoint Assessment
Using ADKAR at Georgia Tech
Cam
pus
Adm
inis
trato
rs
Facu
lty
All O
ther
Sta
ff
Faci
litie
s, H
ousi
ng,
Polic
e, P
ost O
ffice
AWARENESS
DESIRE
KNOWLEDGE
ABILITY
REINFORCEMENT
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• Transition to On-line Open Enrollment System– Midpoint Assessment
Using ADKAR at Georgia Tech
AWARENESS
DESIRE
KNOWLEDGE
ABILITY
REINFORCEMENT
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• Transition to On-line Open Enrollment System– Midpoint Assessment
Using ADKAR at Georgia Tech
Cam
pus
Adm
inis
trato
rs
Facu
lty
All O
ther
Sta
ff
Faci
litie
s, H
ousi
ng,
Polic
e, P
ost O
ffice
AWARENESS
DESIRE
KNOWLEDGE
ABILITY
REINFORCEMENT
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• Transition to On-line Open Enrollment System– Midpoint Assessment
Using ADKAR at Georgia Tech
AWARENESS
DESIRE
KNOWLEDGE
ABILITY
REINFORCEMENT
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• Transition to On-line Open Enrollment System– Post-Campaign Assessment
Using ADKAR at Georgia Tech
5,397 Benefit Eligible Employees • Anticipated Participation Rate: 27%
55%
1%
44%
No Changes
Terminated,Retired orOther Changein EligibilityStatus
ChangesSubmitted
• Actual Participation Rate: 44%
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• Transition to On-line Open Enrollment System– Reinforcement
• Continuous promotion and expansion of Self-Service and TechWorks– ePay– Charitable Campaign– Campus Directory Updates– eW2/1042S– Financials 8.8 Upgrade– Manage Faculty Events– TechWorks Lunch & Learns– Ongoing training and support
Using ADKAR at Georgia Tech
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Using ADKAR at Georgia Tech
• Transitioning Telecommunications @ Tech– Institute-wide – Early identification of change barriers– Sense of urgency
– Challenges• Stakeholder Identification• Staggered Implementation• Customer Service Model• Training• Reinforcement
A
D
K
A
RS
tude
nts
Sta
ff
Facu
lty
OIT
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• CHEMATIX™– Institute mandate– Challenges
• Enormous resistance to change• Staggered implementation• Finding the “what’s in it for me”
A
D
K
A
RE
H&
S
Stu
dent
s
Facu
lty
Sta
ff
Using ADKAR at Georgia Tech
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Georgia Tech’s Change Management Journey
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Tech’s Change Management Journey
• About Georgia Tech– Public research university
• Colleges of Architecture, Computing, Engineering, Liberal Arts, Management, and Sciences
~ 11,500 undergraduates and 5,300 graduate students
~ 5,000 faculty and staff
~ $900 million annual budget
– Top ten public university nationally– College of Engineering graduate program ranked
4th nationally– Located in Atlanta, Georgia
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• 1999– Change Management services provided by
Office of Information Technology• Experts in technology and project management
• 2004 – Partnership formed to plan, develop and execute
change management strategies• Office of Information Technology• Office of Organizational Development
Tech’s Change Management Journey
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Executive Director
Consulting Services
• Team Leader (1)• Project Directors (2)
Change Management
• Senior Project Directors (2)
• Project Manager (1)
Career Development
• Senior Project Director (1)
Administrative Manager
Training Services• Team Leader (1)• Senior Training Specialist
(1)• Training Specialist (1)• Program Coordinator (1)
$1.2 million budget including $300,000 annually from fee for service consulting and course fees
• Office of Organizational Development
Tech’s Change Management Journey
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• Driving Towards a Change Competent Organization– Common Definition– Single Change Management Methodology– Educating Leadership– Ongoing Application of Best Practices and
Assessments
Tech’s Change Management Journey
“…and miles to go before we sleep.”
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Key Takeaways
• Use the ADKAR model:– To see how well prepared you are for upcoming
initiatives– To analyze how well you are doing on current
initiatives– As a point of discussion with others involved in
managing change
• Use the 2006 Positioning to Succeed checklist to develop an action plan
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Integrating Organizational Change Management Strategies
Marita SullivanProject Director II, Change Management
404-385-6441 [email protected]
Driving Sustainable Change
Kara TillmanProject Director II, Change Management
404-385-2460 [email protected]
Office of Organizational DevelopmentGeorgia Institute of Technology631 Cherry Street, Savant BuildingAtlanta, GA 30332-0206
http://www.orgdev.gatech.edu/
Thank you!
Questions?
