Stacey Walton

8/3/2019 Stacey Walton

1/16

+

Tracking progress andmeasuring the outcomes

of your change project

Stacey Walton

Manager Organisational ChangePeople & Culture

Department of Primary Industries (VIC)


2/16

2 The State of Victoria 2011DEPARTMENT OF

PRIMARY INDUSTRIES

businessand corporate

+Department of Primary Industries

The Department of Primary Industries (DPI) is responsible for agriculture, fisheries, earth

resources, energy and forestry in Victoria.

We design and deliver government policies and programs that enable Victoria 's primary and

energy industries to sustainably maximise the wealth and wellbeing they generate, by

providing essential goods and services, employment, investment and recreational

opportunities.

DPI is one of 11 Victorian Government departments, reporting to the Minister for Energy and

Resources and Minister for Agriculture and Food Security. We employ more than 2,500 staff

who work from 70 locations across the State.

Our focus is in emergency management, policy development, regulation & compliance,

science, research & development and sustainable practice change


3/16


PRIMARY INDUSTRIES


+Session Outcomes

Outlining the importance of recording, evaluating and learning from your

change management efforts

Examining the dynamics that contribute to the success or failure of change

and transformation initiatives in your organisation

Tools and techniques for measuring progress and outcomes


4/16


PRIMARY INDUSTRIES


+Contents


5/16


PRIMARY INDUSTRIES


+Change approach DPIs approach to managing change is both pragmatic and customised designed to create an

engaged, resilient and capable DPI team; fostering a positive attitude toward change, withleadership and personal accountability to successfully deliver strategic goals.

The change approach is underpinned these by design principles:

? be simple, practical and scalable for all projects & initiatives

? focus the change effort through easily identifiable change activities

? provide a common language for change and a consistent approach to change

Change Framework

Change Process

Change Intranet

Change Toolkit

Change Capability

Programs

Change Teams

Business Partnering

Change Strategy

Customised

Solutions


6/16


PRIMARY INDUSTRIES


+Types of change

Structure / Org Design Culture / Behaviour System / Process Business Initiative

? Improve

communication

and acceptance

? Develop and

facilitate

interventions

? Partner with

senior leaders

and changeteams

? Help people

sustain changes

over time


7/16


PRIMARY INDUSTRIES


+

VISION

Motivating, inspiring

vision of the future;

describing what

success looks like

LEADERSHIP

Engaging sponsorship

and personal

leadership to provide

clarity and focus

CHANGE TEAM

Dedicated guiding

team to lead and

enable change

CHANGE ASSESSMENT

Broad assessment of

change; recognising

depth, breadth and

requirements

CHANGE

STAKEHOLDERS

Identify, assess and

engage stakeholders

to enable changeCASE FOR CHANGE

Establish a sense of

urgency with

compelling rationale

to act now

ROLE CLARITY

Clearly defined

accountability,

responsibility and

decision making

ORGANISATIONAL

DESIGN

Dynamic structure and

operating model;

enable workflow and

business strategy

DEVELOPING

CAPABILITY

Identify learning

needs and develop

capability to enable

and sustain change

SYSTEMS &

PROCESSES

Align new ways of

working with existing

people systems and

work processes

CULTURE

Consciously articulatedvalues, behaviours and

team dynamics needed

to enable change

CHANGE PLAN

Dynamic plan of action

to build acceptance,

ownership &

momentum

COMMUNICATION

Clear authentic

messages to enable

rational & emotional

commitment to

change

SUSTAINING CHANGE

Evaluate and measure

progress; enable

collaboration and

knowledge sharing

CHANGE READINESS

Examine how people

are relating to,

embracing and

contributing to change

DPI change framework

7

leading

defining

engaging

aligning

enabling


8/16


PRIMARY INDUSTRIES


+Change process

Partner with senior leaders and change teams to apply the change framework

Actively facilitate the change process and sustain momentum

Enable transition from the current state to the future state in a highly customised, scalable,

and dynamic way

initiate & assess plan & designconsult &

inform

Implement &

review

set up for success

clarify responsibilities

and put governance

in place

design the future -

align to strategy and

engage the right

people

propose the future

what will be different

and why

begin transition -

teams, processes

workflow & practices


9/16


PRIMARY INDUSTRIES


+Contents


10/16


PRIMARY INDUSTRIES


+Change assessment

100%

50%

0%

75%

defining engagingleading aligning enabling

25%

tipping point

MOMENTUM


11/16


PRIMARY INDUSTRIES


+

Process in practice

Change Context

Large scale restructure

Feeling of imposed change

High level announcement and dates

Evaluative and logical culture

Change team established

Change Assessment

1st change mapping with the change team

Case Study


12/16


PRIMARY INDUSTRIES


+ What worked?Informed change plan direction

Aligned activities to team priorities and

perceptions

Created a sense of urgency

Enabled shared understanding

Provided a mechanism for communication

Change Assessment

2nd change mapping with the change team

Process in practiceCase Study


13/16


PRIMARY INDUSTRIES


+ What didnt work?Change team expectations and authority

External perceptions of the change team

Role and ownership of senior leaders

Growing dissatisfaction with case for change

Limited ability to contribute to change shape

Change Assessment

3rd change mapping with the change teamProcess in practiceCase Study


14/16


PRIMARY INDUSTRIES


+Contents


15/16


PRIMARY INDUSTRIES


+Lessons learnedDo differently

Case for change

Scope and ability to influence

Change team membership

Leaders ability to enable transition

Invest in

Change plan

Culture workshops

Communicating evaluation and progress

Change team cohesion


16/16


PRIMARY INDUSTRIES


+

Appendix I copyright and disclaimer

The State of Victoria 2011. This work is copyright. No part may be reproduced by any

process except in accordance with the provisions of the Copyright Act 1968.

All inquiries should be directed to the Customer Service Centre, ph. 136 186 or email

[email protected]

The information provided in this work may be of assistance to you but it is provided onthe basis that all persons accessing it undertake responsibility for assessing the relevance

and accuracy of its content. The State of Victoria and its employees do not guarantee that

the work is without flaw of any kind or is wholly appropriate for your particular purposes

and therefore disclaims all liability for any error, loss or other consequence which may

arise from you relying on any information in this work.

Documents

Stacey Walton