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nomadmaking moves towards mobile and flexible working
Embedding Mobile Working
David CramondAtos Consulting
6 April, local e-gov EXPO 2006
Introduction
• Mobile working can make a major contribution to:• Better customer service
• Smarter working
• Gains in efficiency
• Embedding mobile working involves managing effectively the changes that affect people
• An overall transformation plan with Change Management at its heart, is vital to embed change and deliver success
Structure of presentation
• Introduction
• Business case for mobile working
• How people react to change
• Business Transformation and Change Management
• Key elements of a Transformation Plan
• Q & A
Business case for mobile working
• A business case is a means of...• providing an analysis of costs, benefits and risks
• putting an investment decision into a strategic context
• providing the information necessary to make a decision about whether to proceed with a mobile project
• It is the essential first activity of mobile technology investment
• http://www.projectnomad.org.uk/index.html
• Logically structured to take you through each stage of business case development
Structure of presentation
• Introduction
• Business case for mobile working
• How people react to change
• Business Transformation and Change Management
• Key elements of a Transformation Plan
• Q & A
How do people react to change?
People need to move or be moved along this change curve
denial commitment
exploration
anger
bargaining
depression
SOURCE: ADAPTED FROM KÜBLER-ROSS (1969)
What is Change Management?
Change management is the process of ensuring that the people most affected by proposed organisational
changes are ready, willing and able to make the operational and behavioural changes required
to deliver success.
It is the Change Managers aim to ensure that peopleare willing and able to make the change happen
How important is it?
Failure to define objectives - 17%
Project Management Problems - 32%
Technical issues - 14%
Inexperience in scope and complexity - 17%
Lack of communication - 20%
SOURCE: AC SURVEY OF 276 MAJOR ORGANISATIONS
Reasons cited for failure of major change projects
Evidence suggests that only 20% to 50% of large-scale change projects succeed, and that the major cause of project failure is a failure to address the “people” issues
Structure of presentation
• Introduction
• Business case for mobile working
• How people react to change
• Business Transformation and Change Management
• Key elements of a Transformation Plan
• Q & A
Business Transformationchange methodology
Case for Change
FutureState
Planning and Readinessfor Change
Change Leadership
Stakeholder and Resistance
Management
Breakthrough Teams
Implementation Support
OperationalAlignment
Benefit Realisation
Who is impacted?
How dowe embed change?
How do we measure success?
How do we implementchange?
Why do we need to change?
What does the future look like?
How do we get there?
Are we ready to do it?
How do we lead?
COMMUNICATION
COMMUNICATION
DELIVERING DEFINING
ENGAGING
Business Transformationchange methodology
Case for Change
FutureState
Planning and Readinessfor Change
Change Leadership
Stakeholder and Resistance
Management
Breakthrough Teams
Implementation Support
OperationalAlignment
Benefit Realisation
Who is impacted?
How dowe embed change?
How do we measure success?
How do we implementchange?
Why do we need to change?
What does the future look like?
How do we get there?
Are we ready to do it?
How do we lead?
COMMUNICATION
COMMUNICATION
DELIVERING DEFINING
ENGAGING
Structure of presentation
• Introduction
• Business case for mobile working
• How people react to change
• Business Transformation and Change Management
• Key elements of a Transformation Plan
• Q & A
The case for change should answer ...
Why should we change? What is the change?
What will happen if we don’t change?
How much change is involved?
Investment required: time, technology,
money What benefit will the change deliver and
when?
Prioritising for Business Transformation…
Early successes (which comprise both
quick hits and early wins)Strategic Wins
Therapeutic Wins (those which do not
provide significant benefit but which reduce hassle)
Things to avoid!
These need to be planned for to ensure maximum impact in terms of both the bottom line and the contribution they make to mobilisation
Benefit
Complexity/time to realise
Landmines
Business Transformationchange methodology
Case for Change
FutureState
Planning and Readinessfor Change
Change Leadership
Stakeholder and Resistance
Management
Breakthrough Teams
Implementation Support
OperationalAlignment
Benefit Realisation
Who is impacted?
How dowe embed change?
How do we measure success?
How do we implementchange?
Why do we need to change?
What does the future look like?
How do we get there?
Are we ready to do it?
How do we lead?
COMMUNICATION
COMMUNICATION
DELIVERING DEFINING
ENGAGING
‘Change leadership’ withsenior level sponsorship...
Programme Mgmt Exec
Reviews performance of:All workstreams
Frequency: Weekly
… is also important to demonstrate the commitment of the organisation and to achieve and sustain momentum in roll out
PM Exec Report Service Statistics Report
Joint Project board
Strategic Direction
Frequency: As needed
Project Meetings Service Reviews
opponentsopponents
xx
xxxx
xx
xx
xx
xxxx
xx
xx
xx
xx
xxxx
xx
xx
xx
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indifferent
xx
xx
xx
xx
resistors
xx
xx
followers
AGREEMENT WITH CHANGE PROGRAMME
UNDERSTANDING OF CHANGE PROGRAMME
High
Low
Against For
x
x
advocates
The only group driving change
Managing stakeholders…
supporters
This group has power as well as understanding
Business Transformationchange methodology
Case for Change
FutureState
Planning and Readinessfor Change
Change Leadership
Stakeholder and Resistance
Management
BreakthroughTeams
Implementation Support
OperationalAlignment
Benefit Realisation
Who is impacted?
How dowe embed change?
How do we measure success?
How do we implementchange?
Why do we need to change?
What does the future look like?
How do we get there?
Are we ready to do it?
How do we lead?
COMMUNICATION
COMMUNICATION
DELIVERING DEFINING
ENGAGING
Staff involvement at all levels is vital
Involvement is a prerequisiteof commitment
Commitment brings success
Success must be recognised
Recognition of successbuilds motivation
The more motivated a team becomes, the more involvedthey will want to be
Key messages
• Embedding mobile working involves managing effectively the changes that affect people
• An overall Transformation Plan with Change Management at its heart is vital. This should include:• Visible and senior leadership and sponsorship
• A business-driven case for change
• Effective stakeholder management and communication
• Staff involvement at all levels
• Clear focus on benefits realisation planning
Structure of presentation
• Introduction
• Business case for mobile working
• How people react to change
• Business Transformation and Change Management
• Key elements of a Transformation Plan
• Q & A