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How to successfully deliver business change
Elisabeth Goodman with Joanne Bradshaw
South Wales West of England
Branch
29th September 2016, Bristol The Enabling Change SIG
Our theme for today and how we will explore it..
Business change projects are some of the most challenging to deliver successfully.
We are developing a guide that introduces what change management is and how it relates to project, programme and portfolio management.
We have identified six factors for success, or themes.
Our keynote speaker, overview of the six themes, break-out and ‘wash-up’ session will explore and gain your input on these themes.
Today’s agenda
§ Welcome and overview of the SIG
§ Keynote speaker: Joanne Bradshaw
§ Overview of the six themes
§ Break out groups (with lunch break)
§ Feedback and wrap-up
§ Close (3.45 pm)
Speaker Profile: Elisabeth Goodman • 25 yrs Pharma R&D (Information Management plus..) • Now trainer, coach, facilitator, consultant and author • Creating exceptional managers and teams • Change management, lean and six sigma, knowledge management, personality tools (MBTI, Belbin, NLP)
Giving people the resources to be and to create navigators rather than vic4ms of change
APM Enabling Change SIG – Membership, Communications, Events Lead
The Enabling Change SIG’s mission
To‘improve the change capability of organisations, teams and individuals’
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Enabling Change SIG Structure
Themes PracQQoner Groups = ‘CommuniQes of PracQce” with experts / pracQQoners
Events, Membership & Communications
Methods & Standards 17+ documented on our
website
Collabora(on – External (Open University, BriQsh Computer
Society, C4CM)
Innovation (Research, L&D, Software)
Current research on factor and measures for success
Collabora(on – Internal (SIG’s, Branches)
e.g. joint events and publicaQons
Tran
spor
t
Fina
ncia
l Ser
vice
s
Pub
lic S
ervi
ces
Change Community
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The Methods so far…
Guiding Framework Structured Process Organisational Capability
ACMP Standard for Change Management
AIM Methodology
CHAMPS2 E-Change
Change Delta Framework
The Change Leaders Roadmap
CMI Body of Knowledge & Maturity Model
Bridges Transition Model
Kotter 8 Step Process for Leading Change
The Change Curve
Lewin’s 3 Stages of Change
Managing Successful Programmes (MSP)
PMI’s Change Management Method
Pritchett’s Change Management Model
PROSCI’s ADKAR Model
Viral Change LaMarsh’s Managed
Change Model
Introductory Guide to Managing Change Target audience 1. Those directing and
sponsoring change 2. Programme and project
managers – managing change and transformation
3. Project professionals working in a change management environment
4. Experienced change practitioners
Goals 1. Overview of key aspects in
relation to their role 2. Accessible introduction and
starting point for those who are less experienced
3. Helps raise awareness of language and concepts involved
4. A vehicle for dialogue and buy-in from less experienced stakeholders
Introductory Guide to Managing Change – contents: 1. Purpose 2. Introduction 3. What is change management? 4. How does change management relate to project,
programme and portfolio management? 5. Key factors in successful change 6. How do we measure change success? 7. Guidance on the application of change management
methodologies 8. Resources 9. Reference
Joanne Bradshaw
Joanne is a senior civil servant in the Department for Work and Pensions and is currently the programme director for the Fraud, Error and Debt (FED) programme.
The FED programme is included within the Government’s Major Projects Portfolio, and includes a number of technology, digital and business transformation projects.
Joanne is also the Head of the DWP project delivery profession and leads the department’s digital academy.
Before joining DWP, Joanne worked in the Home Office leading the delivery of shared service, civil registration and immigration transformation projects.
Earlier in her career she held a number of operational roles in the UK Immigration Service both in the UK and overseas.
Joanne holds an MSc in Project and Programme Management and is a graduate of the Major Projects Leadership Academy.
ABOUT ME !
• Role • DWP Fraud, Error & Debt Programme Director • Head of DWP Project Delivery Profession
• Experience • Technology, digital & organisational transformation projects within government
• Professional Development • MSc Project & Programme Management • Major Projects Leadership Academy
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STRUCTURE OF PRESENTATION
• What is ‘business change’ • Organisational context • Learning from experience – change success factors • Questions / discussion
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WHAT IS ‘BUSINESS CHANGE’ ?
• TRANSFORMATION • People, processes, structures, culture • Benefits & organisational success
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ORGANISATIONAL LANDSCAPE
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DWP provides welfare services to around 22 million customers We provide these services to: • Working age - mainly out of work benefits, with in-work support
growing with Universal Credit. • Pensioners - State Pension, Pension Credit, Winter Fuel Payments. • Disabled and carers (all ages) - DLA, PIP, AA, CA. • DWP does not only administer benefits, but provides support to
claimants, for instance by: • Helping them find work through the Jobcentre offer. • Helping claimants find work or move closer to the labour market
through contracted provision (Work Choice, Work Programme, Fit for Work, Access to Work).
ORGANISATIONAL LANDSCAPE
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DWP expenditure was £177bn in 2015/16 • This represents:
• 23% of public sector expenditure • 9% of GDP • Equivalent to the GDP of the world’s 40th largest economy
• The Department currently has around 78,000 FTE staff and 850
buildings. • The Department is delivering some of the biggest transformation
projects in government.
FRAUD & ERROR IN THE BENEFITS SYSTEM
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Breakdown of benefit overpayments (2015/16) Fraud – The claimant knowingly provided false information or failed to provide information on time knowing they would receive benefits they were not entitled to. Claimant Error – The claimant mistakenly provided inaccurate or incomplete information or failed to provide timeous information. Official Error – The department failed to action information provided to us on time meaning the benefit paid was incorrect.
The rate of fraud and error in DWP has fallen from 2.2% to 1.8% since 2010.
Taking debt recovery into consideration against gross overpayments gives a net loss to the taxpayer of 1.2%
(£2.1bn) of expenditure.
FED PROGRAMME LANDSCAPE
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Single Fraud Investigation
Service
Wider Use of Real Time
Information
Payment Deductions
Report Benefit Fraud
Fraud & Error Case
Management
Digital Debt Management
Bulk Data Matching
Joint Working with Public
Sector Partners Data Trials
Learning from Experience Change Success Factors
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CLEAR VISION OF THE FUTURE
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• *Future, Engage, Deliver……… • Link to organisational strategy • Articulate benefits & perspectives of
success
* Ref: Steve Radcliffe
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MAKE THE VISION PERSONAL
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STRONG LEADERSHIP & SPONSORSHIP
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• Senior accountability & buy-in. • Understand strengths of leadership
team.
INTEGRATED PROJECT DELIVERY
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• Embed ‘change’ mechanisms into project lifecycle.
• Agile & Digital projects almost always need ‘change’ expertise.
STAKEHOLDER RELATIONSHIPS
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• Future, Engage, Deliver ……. ‘relationships big enough to do the job’
• One size doesn’t fit all. • Engagement and communication
approach.
TEAM STRUCTURE, CULTURE & CAPABILITY
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• Clearly defined roles & responsibilities. • Collaboration. • Right balance between technical & ‘soft’
skills.
MEASURING SUCCESS
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• Benefits management – outcomes.
• Feedback, pulse surveys – open communication channels.
SUMMARY
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Successful business change needs to be underpinned by:- ü A clear vision of the future that is articulated at both an individual and
organisational level. ü Senior buy-in & a ‘balanced’ leadership team. ü Business change processes that are embedded in the project
delivery lifecycle – they are not an optional extra. ü Engagement, communications and ‘big’ stakeholder relationships. ü A team based culture where the softer dimensions of project delivery
are recognised and valued. ü Mechanisms to define, measure and monitor success.
These dimensions of business change all need to
operate in harmony to maximise success
ANY QUESTIONS ???
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Keep in touch ! @jobrad1
Our working list of key factors for successful change a. Formulate a clear vision and strategy, supported by well-
defined benefits
b. Ensure strong leadership and sponsorship
c. Define and follow a well-structured approach
d. Understand, engage with, build commitment from and support key stakeholders
e. Build a strong change team with the necessary capabilities for success
f. Measure the success of the change initiative
a. Formulate a clear vision and strategy, supported by well-defined benefits
1. People are more likely to accept change if they understand why it is happening, what it will entail and how it will affect them.
2. Change programmes/projects must be aligned with the overall strategy of the business.
3. Well-defined benefits provide something tangible for people to understand, aim for, and ultimately measure in terms of how well the benefits have been realised.
b. Ensure strong leadership and sponsorship 1. Actions speak louder than words. It is important that
guidance and support is provided to your senior managers and sponsors so that they not only advocate but act as role models for the change.
2. Involve all the right people from the organisation to drive and support the change so that there is real ownership from the business.
3. Make sure that there are escalation procedures in place and apply them if necessary.
c. Define and follow a well-structured approach 1. Adopt one of the many well-documented change
methodologies and standards, combined with strong programme and project management. Choose one that integrates well with what you already have in place in your organisation and make sure that you collect, share and review lessons learned.
2. Manage programme / project interdependencies in a way that optimises your change programme.
3. Design and deliver communication, training and support interventions that achieve what they are meant to achieve. Communicate, communicate and communicate.
4. Have everyone in your change team, and your sponsors 'singing from the same hymn sheet', so that all your messages are consistent and reinforce each other.
d. Understand, engage with, build commitment from and support key stakeholders 1. Each stakeholder and group of stakeholders will perceive and
respond to the change differently. Review the change methodologies and standards for tools that will help you to understand, engage with, build commitment from and support your stakeholders.
2. Engage with your stakeholders so that they want to help you make the change succeed and feel supported through it. Work with key influencers.
3. Be aware, when working in collaboration or partnership with other organisations, of the added complexity involved in these stakeholders’ own organisations.
4. Consider the psychology and behaviours of change.
5. Take account of all the other changes and work pressures affecting your stakeholders so as to make the whole experience as positive and painless for them as possible.
www.apm.org.uk/stakeholder-engagement
Stakeholder Engagement Focus Group Part of the APM People SIG
§ Encouraging practitioners across the PM community to make stakeholder engagement a higher priority
How are we doing that?
Our mission:
§ Raising awareness – Giving stakeholder engagement more attention at events – Challenging the status quo
§ Supporting practitioners – Developing the APM ‘Stakeholder Engagement’ website – Making it accessible to all – Building case studies and resources
§ Sharing knowledge, tools & methods – Forging links with SIGs, academia and industry bodies – Signposting research & development
Learn more about stakeholder engagement: www.apm.org.uk/stakeholder-engagement
e. Build a strong change team with the necessary capabilities for success 1. Nurture your team to make it a high performance team
that combines a clear focus on its task with strong interpersonal relationships.
2. If working with third parties, explore ways to achieve high performance within their teams, and in their interactions with your team.
3. Equip team members with the necessary skills for enabling successful change.
4. Develop and support change agents, advocates and champions, whether formal members of your team, or representatives in the stakeholder community.
f. Measure the success of the change initiative 1. Test or pilot and monitor your change initiative so that you
can adjust your approach as needed, demonstrate success, learn from your experience, and build and share success stories.
2. Other things to consider: i. What does ‘success’ mean – is partial failure / partial
success acceptable? ii. When do you measure: before, during, after the change
cycle? iii. What output (project related), outcome (change related
behaviours), benefit (performance related)measures do you use?
iv. How do your measures relate to your various stakeholders?
Break out groups Ground rules: everyone has their say; keep to the topic!
1. Instructions – choose one of two themes in each time slot – these will be repeated so you will get to explore all six themes: • a & d • b & e • c & f
2. Suggested agenda for your break-outs (approx 25 mins): 1. Introductions - name, affiliation and briefly why interested in this topic 2. What factors contribute to the success of this topic - based on your
experiences and what you have heard today? 3. What pitfalls should one avoid? 4. What if any methodologies have you come across that are particularly
helpful for this topic? 5. Any anecdotes / stories / good practices that you would be prepared to
share as a follow-up to this event - one-line summary and contact details 6. As time allows - quick summary of main points to take forward from the
break-out
Wrap-up
1. What were the key messages from the break out sessions?
a. Vision and strategy, benefits
b. Leadership and sponsorship
c. Well-structured approach
d. Stakeholders
e. Change team
f. Measures
2. Next steps..
Resources available to you: The Enabling Change SIG community (370+ members) and Practitioner Groups Our micro-site (e.g. 17+ methods), research, events, newsletter and introductory guide (2017)
Do get in touch to find out more - [email protected]
The resources available to help build your change capability
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