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The Highway of Change
A Framework Approach
to Change © developed by
Ron Leeman
“Your Chauffeur”
on the Highway of Change
The Highway of Change
The implementation of any new IT solution/application can represent a major
change for an organisation and consequently will need to be well managed to
ensure that there is a smooth transition not only from the technical solution to
business ownership but also to a different way of working for the organisation.
The change effort needed is both resource hungry and complex and will require a
focus on getting the business ready to work with the proposed solution.
Over the last 15-years I have developed and implemented many bespoke
Business Change/Transformation approaches & strategies for organisations to
enable them to drive through efficiency programmes and achieve considerable
ROI/business benefit from their IT solution/application implementations.
These bespoke approaches have used as their basis my Framework Approach to
Change which is described in a bit more detail in the following slides. These slides
is not intended to describe a comprehensive nor prescriptive approach to
Business Change/Transformation, rather the intention is to give you a flavour of
some of the more necessary change components and associated tools &
techniques that will require consideration during the implementation.
IT Implementations & Change
The Highway of Change
Modular …
This means that the framework can be used in its totality or you can “pick
and chose” which modules you want to use dependant on the change
initiative
People Side of Change …
Implicit in the framework are the following aspects:
CREATING AN
ENVIRONMENT
FOR CHANGE
MANAGING
CHANGE
RESISTANCE
ENGENDERING
CHANGE
BEHAVIOURS
ADDRESSING
ORGANISATION
CULTURE
Framework Approach to Change
The Highway of Change
CHANGES FROM
AS IS AND TO BE
AND BUSINESS
IMPACT
OUTPUTS
NEW JOB ROLES
RESPONSIBILITIES
AND ORGANISATION
DESIGN
OUTPUTS
SUCCESSFUL
IMPROVEMENT
AND CONTINUOUS
CYCLE
OUTPUTS
COMPETENCY
PROFICIENCY
AND
KNOWLEDGE
OUTPUTS
BENEFITS
PLAN AND KPI’S
ALIGNED TO
BUSINESS CASE
OUTPUTS OUTPUTS
BUSINESS
READINESS AND
GO LIVE
ASSESSMENT
PROCESS
CHANGES
ORGANISATION
CHANGES
CONTINUOUS
IMPROVEMENT
TRAINING AND
EDUCATION
BUSINESS
READINESS
BENEFITS
MANAGEMENT
DEFINE THE
‘AS IS’
DESIGN THE
‘TO BE’
IMPACT
ANALYSIS
PROCESS
HIEARCHY
ROLE
DESCRIPTION
& MAPPING
JOB IMPACT
ASSESSMENT
JOB DESCRIPTION
AND DESIGN
ORGANISATION
DESIGN
PLAN THE
IMPROVEMENT
IMPLEMENT THE
IMPROVEMENT
EVALUATE
THE ACTIVITY
DECIDE
NEXT STEPS
TRAINING
PLAN
TRAINING
LOGISTICS
TRAINING
DOCUMENTATION
TRAINING
DELIVERY
QUESTIONS
FORMULATION
MEASURE AND
MONITOR
ANALYSIS AND
RESULTS
APPROACH
AGREEMENT
MEASURE
AND TRACK
BENEFITS
REALISATION
HIGH LEVEL
BENEFITS
DETAILED
BENEFITS
S
T
A
K
E
H
O
L
D
E
R
M
A
N
A
G
E
M
E
N
T
S
T
A
K
E
H
O
L
D
E
R
M
A
N
A
G
E
M
E
N
T
COMMUNICATION
COMMUNICATION
High-Level Framework
The Highway of Change
My approach is wholly underpinned
by Stakeholder Management and
Communication. These are the two
factors that are key to a successful
outcome.
I start with Stakeholder Management
which once completed determines
your approach to Communication.
The Communication aspect can take
many forms but to an extent will be
determined by what channels are
already in place within an organisation.
I cannot stress the importance of these
two aspects.
Extract from a 2008 IBM Making
Change work survey showing that
Leadership, Employee Engagement
and Honest Communication are
Pre-requisites for successful change.
Stakeholder Management & Communication
The Highway of Change
PROCESS
GROUPS
CROSS
FUNCTIONAL
GROUPS
DEPARTMENTAL
GROUPS
HIEARCHICAL
GROUPS EXTERNAL
GROUPS
IDENTIFY
all impacted
stakeholders
DEFINE
stakeholder
map & groups
PLAN
stakeholder
communication
ENGAGE
with
stakeholders
Stakeholder Management Module
The Highway of Change Communication Module
MESSAGES TO BE
COMMUNICATED
CHANNELS TO BE
COMMUNICATED THROUGH
STAKEHOLDER GROUPS
TO BE COMMUNICATED TO
FREQUENCY OF
COMMUNICATION
The Highway of Change
Once the Stakeholder Analysis has been completed and the Communications
Plan has bee determined the next stage is to start work on the processes that are
going to be impacted.
This is about initially creating a Process Hierarchy and determining at which level
process information needs to be captured. Once this is done then processes need
to be mapped. First the "As Is" and then following a period of critical analysis the
recommended "To Be“ processes.
It is helpful for end-users to get involved in the design stage of the new processes
so that they can provide their input and will be able to be involved and learn first
hand.
Comparing the “As Is” and the “To Be” will enable you to undertake an Impact
Analysis and identify where the major impacts are going to be and the associated
Stakeholder Groups that will be affected. This Impact Analysis will then need to be
communicated to the relevant Stakeholder Groups.
Process Change Module
The Highway of Change Process Change Module
LEVEL 2 Process Group
LEVEL 3 Business Process
LEVEL 4 Business Sub-process
LEVEL 5 Process Step
LEVEL 6 Detailed Procedure
LEVEL 1 Business Area DEFINE
THE
‘AS IS’
DESIGN
THE
‘TO BE’
UNDERTAKE
IMPACT
ANALYSIS
H
I
E
R
A
R
C
H
Y
The Highway of Change
The next stage is the Organisational Change that results from the Process
Changes. This refers to the way tasks are divided up and the patterns of
coordination, communication, power distribution and workflow associated with
this. There are four basic elements to consider when looking at this aspect:
• Reporting Structures.
• Working Practices.
• Job Design.
• Management Systems.
This aspect will have to be carefully managed and again input from your key
Stakeholder Groups is essential in the design of Job Roles & Responsibilities and
new Organisation Structure. The best structure is influenced by many factors
including company size, technology, and environment BUT ultimately strategy not
contingencies shape the structure (for better or worse).
This is the one aspect that people are most interested in as it involves "their jobs"
so cannot be underestimated.
Organisational Change Module
The Highway of Change
REPORTING
STRUCTURES
MANAGEMENT
SYSTEMS
WORKING
PRACTICES
JOB
DESIGN
Overall/Team Structures
Location of Core Functions
Reporting Lines
Grading Structures
Staffing Numbers
Spans of Control
Indirect/Matrix Reporting
Layout/Location of Departments
Meeting/Committee Structures
Teamwork/Interaction
Problem Resolution Processes
Flexibility/Multi-Skilling
Roles & Responsibilities
Skills/Competencies
Empowerment/Accountability
Decision Making
Performance Management
Reward & Recognition
Continuous Improvement
Career Progression
Organisational Change Module
… Overall Considerations
The Highway of Change
ROLE DESCRIPTION
& MAPPING
JOB IMPACT
ASSESSMENT
JOB DESCRIPTION
& DESIGN
ORGANISATIONAL
CHANGE DESIGN
Create a roadmap
for managing all of
the job changes
Determine how an
implementation
will impact jobs
Define changes
that need to occur
to job roles for
each new and/or
modified job role
Determine the
nature of any
changes to the
organisation
• Identify what jobs
will be impacted in
which part of the
organisation
• Determine what new
knowledge/skills are
required
PURPOSE
• Understand how the
related job role
changes will impact
employees
• Input to the creation
of a strategy to
address employee
impacts
PURPOSE
• Define tasks needed
to successfully
accomplish work
• Provide input to job
evaluation
PURPOSE
• Provide a design
of the new
organisational
structure
• Prioritise needs and
address the most
critical organisational
issues first
PURPOSE
Organisational Change Module
… Roles & Responsibilities
The Highway of Change
The next logical stage is Training & Education which is all about training key
Stakeholder Groups on the new processes in relation to their new Roles &
Responsibilities.
Long before any actual training occurs it must be determined who, what, when,
where, why and how of training. This will invariably come from information from
the work on Process and Organisation changes and will reflect the following:
• Organisation and its goals and objectives.
• Jobs and related tasks that need to be learned.
• Competencies and skills that are need to perform the job.
• Individuals who are to be trained.
The final phase in the training and development program is evaluation of the
program to determine whether the training objectives were met. The end result
of this will be a competent and ready workforce.
Training & Education Module
The Highway of Change
Training & Education Module
… People Considerations
Goals and
Objectives
Jobs and
Tasks
Competencies
and Skills
Individuals
to be Trained
The Highway of Change
TRAINING ALIGNED TO ROLL-OUT NUMBERS TO BE TRAINED
TRAINING DELIVERY OPTIONS TRAINING DOCUMENTATION
TRAINING LOGISTICS
CLASSROOM ON-THE-JOB CASCADE
STAFFING
BACKFILL PREMISES &
TECHNOLOGY
COST
IMPACT
e-LEARNING
PROCESS
TRAINING GUIDE
PROCEDURES
USER GUIDES
Training & Education Module
… Logistical Considerations
The Highway of Change Business Readiness Module
Business Readiness is a term that means the Business’s ability to take on or adopt
what a project delivers so in effect anything that involves a change to Business
Operations requires an organisation to be ready for and adopt the change.
The following are the key stages of this component:
• Agree approach.
• Determine measurement areas, the key questions that need to be asked and
determine how each question will be scored.
• Issue questionnaires to the selected impacted community, receive feedback and
analyse.
• Issue results and take action as necessary.
This is a key aspect of the change process and it is extremely important that all key
project stakeholders input to this process and agree all relevant actions and
outcomes including any remedial change interventions resulting from the output of
the measurement process.
The Highway of Change
Determine key measurement areas
Formulate questions
Gain agreement from stakeholders
Issue questionnaires to stakeholders
Get feedback
Analyse and prepare results
Prepare communication
Issue results
Discuss results
Implement interventions if necessary
AREAS &
QUESTIONS
Bespoke or ADKAR or combined
Determine “readiness” target
Determine questionnaire style
Agree questionnaire frequency
AGREE
APPROACH
MEASURE &
MONITOR
ISSUE & ACT
ON RESULTS
Business Readiness Module
The Highway of Change Business Benefits Module
This is about planning and managing the overall delivery of benefits related to the
change initiative. The activities cover tracking the benefits from their initial
identification in the Business Case/Investment Proposal to their successful
realisation. The Business Case/Investment Proposal presents information
necessary to support a series of decisions.
There are four guiding principles to Benefits Management:
• Performance only improves when people do things differently.
• Benefits arise when improvements are exploited to the benefit of stakeholders.
• Unless a benefit can at least be observed, it does not exist.
• A benefit must have an owner who is responsible for delivery of that benefit.
Benefits fall into two categories:
• Tangible e.g. Faster, Easier, Cheaper.
• Non-tangible e.g. Happier, More Content, Less Complex.
But both can be measured using the right Measurement/Tracking system.
The Highway of Change Business Benefits Module
1 That performance
only improves when
people do things
differently
2 Benefits arise
when improvements
are exploited to the
benefit of
stakeholders
3 Unless a benefit
can at least be
observed,
it does not exist
4 Every benefit
must have an owner
who is responsible for
delivery of that
benefit
K
E
Y
P
R
I
N
C
I
P
L
E
S
Investment
Proposal
DEFINED IN
FASTER
EASIER
CHEAPER
Tangible
Non Tangible
HAPPIER
MORE
CONTENT
LESS
COMPLEX
The Highway of Change Continuous Improvement Module
The next stage of the framework is called Continuous Improvement which is often
overlooked by organisations as this is about improving your processes as people
get to know and understand the changes that have taken place and will invariably
find easier and better ways of doing their work.
There are various approaches but the one that seems most prevalent is the Plan,
Do, Study, Act cycle (PDSA):
• Plan – what you want to happen or to achieve.
• Do – what you planned to do in the previous step.
• Study – the outcome and look at what happened.
• Act – on the results and your analysis of them.
Creating Continuous Improvement Teams out of your original key Stakeholder
Groups is the best way for this. Teams should be empowered by Senior
Management and meet on a regular basis and follow the cycle for each of the
improvement initiatives. It is important that successful initiatives are seen to be
implemented.
The Highway of Change Continuous Improvement Module
• Check objectives
• Decide on desired results
• Plan tasks & activities
PLAN
• Create Team
• Implement plan
• Refine plan (if necessary)
DO
• Determine result
• Positive result – implement
• Negative result – review
why
ACT
• Observe, monitor, measure
• Evaluate outcome
• Consider results
STUDY