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"Change Management" is a term given to the process of taking a structured, methodology-based approach to planning for the people aspects of a new technology implementation. If you're planning to migrate to a digital network, early consideration must be given to the experience of users during this transition. 70% of all major change efforts fail because organisations do not take a holistic approach to change. Part of the focus of any new solution needs to be about the people who will be affected by the change. Change occurs one person at a time, and at different rates depending on how that individual is "hard wired" to adopt to change. Applying a structured and deliberate approach to manage the transformation of your organisation during a network migration, will help to ensure your new solution is embraced, adopted and used proficiently. This workshop will focus on three critical aspects to ensuring change success: - Understanding the impact of change on your organisation and people - Change is both technical and personal. - Knowing how active and visible "change sponsorship" from the leaders in your organisation contribute to change success - Senior leaders need to provide authority and credibility on a project's importance and the organisation's commitment to any change. - Learning how to identify the ROI of change management activities in your organisation - Three 'human' factors - adoption, utilisation and proficiency - each impact the amount of expected improvement from a solution. - This workshop will encourage participants to apply change management theory to activities such as network migration or technology upgrades, with a better understanding of the tasks involved in achieving a successful outcome and maximising their investment. Jo Hardwick, Global Change Manager, Tait Communications
Citation preview
COMMS CONNECT 2014
Ensure Network Migration Success
with Change Management
Jo Hardwick, Tait Communications
@CommsConnectAus #comms2014 COMMS CONNECT 2014
© 2014 Tait Limited: Change Management 2
© 2014 Tait Limited: Change Management 3
• What is Change Management?
• Preparing for Migration
• Assess the Impacts
• Mitigate the risks
• Understanding the ADKAR methodology
• Return on Investment and Measurement
• Organisational roles in Change Management
3
Agenda
© 2014 Tait Limited: Change Management
CHANGE MANAGEMENT
What are the risks?
4
© 2014 Tait Limited: Change Management
Source: Dr. John Kotter, John Kotter International, 2012.
to see the change through.
70% of all major change
EFFORTS FAIL
WHY? Because organisations often do not take the
holistic approach required
5
© 2014 Tait Limited: Change Management 6
Change Management:
Desired future state
applying a s t r uc tu red app roach t o
of an organisation transformation MANAGE T H E
current state From a
to a
© 2014 Tait Limited: Change Management 7
• Introduction of new:
- Technology
- Processes
- Best practise
- Systems
• Change can be both technical and personal
The fundamentals of a change management program can be applied to a
technology, organisational and/or cultural change.
You just need to plan for it.
Many types of “change”
© 2014 Tait Limited: Change Management 8
Change Management is complementary
to Project Management
• For changes to deliver desired results and outcomes, structured
approaches are needed for both the:
- technical side of the change (project management)
• Ensuring solutions are designed, developed & delivered effectively
- people side of the change (change management)
• Ensuring solutions are embraced, adopted & used proficiently
These complementary disciplines
share a common objective to:
improve the performance of the
organisation by implementing a change.
Change Management
Project Management
© 2014 Tait Limited: Change Management 9
Each element requires focus
The problem with change is that people who have been doing
things a certain way for a long time, don’t like to be suddenly told,
“you have to do things differently”.
The desire to change is a personal choice, so user buy-in is critical.
PEOPLE PROCESS TECHNOLOGY
© 2014 Tait Limited: Change Management © 2014 Tait Limited: Change Management 10
© 2014 Tait Limited: Change Management
TYPICAL USER FACTORS
Planning for Migration
11
© 2014 Tait Limited: Change Management
Migration planning
• Cannot make plans to migrate
systems without considering
the users’ experience
- Identify your stakeholders and keep them
informed throughout the entire process
• User perception always outweighs
technology capability
- Is equipment and/or technology obsolete?
- Identify whether they need or want changes
- Coverage, capacity, operability, interoperability
12
© 2014 Tait Limited: Change Management 13
• Coverage experience:
slow roll off vs. sharp knee
• Audio delay: digital processing of
speech audio means noticeable
delay from spoken to heard
• “It just sounds different!”: voice is
transmitted as data rather than audio
– changing the tonal quality of the
original audio.
13
Typical user factors:
analogue to digital
Range
Qu
ality
analogue
digital
“In analogue I used to know who was speaking but sometimes couldn’t understand what they said.
With digital I can understand what they’re saying but not always who is speaking!”
© 2014 Tait Limited: Change Management 14
• Trunking shares a pool of channels
across all users
• Rather than segregating user groups
across channels
• Trunking is more efficient with
more even distribution. However:
• Calls are managed: there is a call setup
process before user can talk.
• User can’t ‘see’ how long the queue is if
all channels are busy; they just know they have to wait.
14
Typical user factors:
conventional to trunking Conventional
Channels
Trunked (shared)
Channels
© 2014 Tait Limited: Change Management 15
As a trunked radio system manages all call
set ups and site roaming, there are different
call tones users will get to know:
• Incoming call
• Proceed to talk
• Cannot transmit
• Call queued
• Called party engaged
• Called party unavailable
• Radio has gained service
• Radio has lost service
15
Typical user factors:
conventional to trunking
© 2014 Tait Limited: Change Management 16 16
Typical user factors:
look and feel
It just feels DIFFERENT
“ ”
© 2014 Tait Limited: Change Management 17 17
Typical user factors:
safety vs. Big Brother
Location
services
Job
efficiency
Worker
safety
© 2014 Tait Limited: Change Management
CHANGE MANAGEMENT
Assess the impact
18
© 2014 Tait Limited: Change Management 19
• Different people will feel differently about planned change
• Need to recognise how staff are feeling and respond to this accordingly
19
The human response to change
Excited
© 2014 Tait Limited: Change Management
The Kűbler-Ross change curve
20
Time
Mo
rale
an
d c
om
pete
nce
Integration
Shock
Denial
Frustration
Depression
Experiment
Decision
© 2014 Tait Limited: Change Management 21
Change project lifecycle:
Change Management activities
Influencers
• Technology
• Processes
• Organisational structure
• Customers and environment
Project Management
Activities
• Plan
• Design
• Build & test
• Business process development
Change Management
Activities
• Culture and staff
• Public services
• Political
• Implement • Embed
• Evaluate
• Establish team and set
up processes for
implementing change
• Monitor & ensure delivery
to plan
• Embed change into BAU
• Monitor and evaluate
regularly
• Look for ops for
continuous improvement
• Diagnose need for change
• Articulate vision & agree
scope of work
• Define benefits, acceptance
criteria & key milestones
• Map stakeholders
• Baseline KPIs
• Assess readiness & capacity
for change
Set up and Delivery
Planning Project Delivery
Close-down and
Review
© 2014 Tait Limited: Change Management 22
Scope the impact of change
Change
Management Project
Management
Leadership/Sponsorship
Project Change
Triangle Assessment
Assesses three crucial
elements
Risk Assessment
Based on organisational
attributes and overall
change characteristics
&
© 2014 Tait Limited: Change Management 23
Actions required to
size the change are:
What is the risk profile from a
“people” perspective?
Describe the nature and scope of the change (workgroup, department, division, enterprise)
Determine the number of individuals impacted by the change
Define the change type (policy, process, system, organisation, job roles, staffing level, downsizing, strategy, merger or acquisition)
Determine the amount of change (incremental improvement vs. dramatic change)
Evaluate the impact on various groups (depending on change complexity)
© 2014 Tait Limited: Change Management
CHANGE MANAGEMENT
Mitigate the risk
24
© 2014 Tait Limited: Change Management 25
• Psychology of human behaviour
- Resistance of change ‘forced’ upon them
- Many emotional and psychological aspects are predictable
• Know where your sticking points are
• Prepare for them
• Can impact on delivering your project on-time and on-budget
• Avoid in-fighting with:
- clear direction and leadership
- clarity of information early in the change
25
Resistance is natural
© 2014 Tait Limited: Change Management 26
Design a change program
There are six key areas of focus:
© 2014 Tait Limited: Change Management 27
The “need for change” is typically described in terms of:
• The perceived THREAT to the organisation
• The perceived OPPORTUNITY presented by the change
The best “cases for change” help people to understand:
“What’s in it for me?”
Key challenges include:
• Getting people to accept that the current situation is untenable
• Getting people to accept that it will affect them personally
• Getting people to develop a responsibility for, and willingness to, change
27
Develop a compelling case for change
© 2014 Tait Limited: Change Management
ADKAR MODEL
How people change
28
© 2014 Tait Limited: Change Management 29
• ADKAR describes the required phases that an individual will go
through when faced with change
• It is a foundational tool for understanding how, why, and when to use
different change management tools
The ADKAR model: Awareness, Desire, Knowledge, Ability, Reinforcement
Source: Prosci International, 2012
© 2014 Tait Limited: Change Management 30
• From page 1 of the ADKAR book*:
Individual perspective
• You cannot manage change at an
organisational level until you
know how to manage change
with a single individual.
“The secret to successful change lies beyond the visible and busy activities that surround change.
Successful change, at its core, is rooted in something much simpler: How to facilitate change with one person.”
* ADKAR: A model for change in business, government and our community, by Jeff Hiatt.
© 2014 Tait Limited: Change Management 31
“Everyone Thinks of changing the world
Changing himself.” But no one thinks of
- Leo Tolstoy
© 2014 Tait Limited: Change Management 32
Five building blocks of successful change:
ADKAR
Awareness of the need for change
Desire to participate and support the change
Knowledge on how to change
Ability to implement required skills and behaviors
Reinforcement to sustain the change
Source: Prosci International, 2012
© 2014 Tait Limited: Change Management 33
• Change management planning
• Diagnosing gaps
• Developing corrective actions
Using ADKAR for change management planning:
• Organisational change is successful when
everyone who is impacted by the change
has the five ADKAR building blocks
• The goal is to build A, D, K, A and R
ADKAR applications
Source: Prosci International, 2012
© 2014 Tait Limited: Change Management
CHANGE MANAGEMENT
ROI and Measurement
34
© 2014 Tait Limited: Change Management 35
Measurement is amongst the biggest drivers
of all change success.
It cannot start midway through the initiative.
“ ” - Towers Watson, Whitepaper, 2012
© 2014 Tait Limited: Change Management 35
© 2014 Tait Limited: Change Management 36
Being deliberate makes a difference
When an excellent
was
Source: McKinsey & Co.
ORGANISATION CHANGE PROGRAM
was part of the initiative.
ROI 143%
© 2014 Tait Limited: Change Management 37
Why does actual ROI differ from
expected ROI?
Certainty of
expected ROI or
benefit from change
Amount of change to how people do their jobs
– ‘people change’
Changes that have no ‘people change’
have high certainty in the expected ROI
Changes that are highly dependent on
‘people change’ have low certainty in
the expected ROI
High
Low High
Low
© 2014 Tait Limited: Change Management 38
Change Management and uncertainty
Certainty of
expected ROI or
benefit from change
Amount of change to how people do their jobs
– ‘people change’
High
Low High
Low
Effective Change Management
allows you to decrease the
uncertainty associated with
changes that impact how people
do their jobs – improving the
ROI of your projects that
impact people.
© 2014 Tait Limited: Change Management 39
Three key measures for success:
Adoption, utilisation and proficiency
Speed of adoption
User proficiency
Ultimate utilisation
• All three ‘human’ factors impact the amount of expected improvement
from a solution – driving the return on investment.
• Must manage the project and evaluate based on each criteria.
• Set goals for each up front,
and strive to hit that mark.
© 2014 Tait Limited: Change Management 40
Adoption curve
Source: http://incentive-intelligence.typepad.com/incentive_intelligence/general_motivation/
• First encounters are with generally with innovators, early adopters,
and those people who are resistant to change.
• Based on culture, resistors may not verbalize concern and may
undermine the progress of your project.
- Risk of spending too much
time/effort/money on resistors
© 2014 Tait Limited: Change Management 41
Time
Commitment curve L
evel
of
Co
mm
itm
en
t
Contact Awareness
Understanding
Positive
Perception
Adoption
Institutionalisation
Internalisation
Inform
Educate
Commit
© 2014 Tait Limited: Change Management 42 42
Implementation vs. Installation
Business case
achievement
Time
High
Short Long
Low
Value Gap Implementation
Installation
© 2014 Tait Limited: Change Management
CHANGE MANAGEMENT
Leadership roles
43
© 2014 Tait Limited: Change Management 44
• Change is learnt by example
• Requires wide-scale adoption
• Successful change leaders exist in the three major change roles of:
- Sponsor
- Influencer
- Change agent
Leaders of the revolution
Challenging the
status quo
Easing the transition
Reinforcing future state
The three stages of effective change leadership:
© 2014 Tait Limited: Change Management 45
• Each group has a specific
role based on how they are
related to the change
within the organisation
Change Management roles
within an organisation
Change Management
Resource or Team
Executives and Senior Managers
Project Team
Project Support
Functions
Middle Managers and
Supervisors
© 2014 Tait Limited: Change Management 46
• Executives and Senior
Managers
- fulfilling the role of
“sponsors of change”
• Middle managers and
supervisors
- fulfilling the role of “coach”
for their direct reports
Key roles in effective Change Management:
employee-facing
Change Management
Resource or Team
Executives and Senior Managers
Project Team
Project Support
Functions
Middle Managers and Supervisors
© 2014 Tait Limited: Change Management 47
• Change Management
Resource / Team
- applying a structured approach
and enabling others
• Project Team
- integrating the “people side”
of change
• Project Support Functions
- providing expertise
Key roles in effective Change Management:
enabling
Change Management
Resource or Team
Executives and Senior Managers
Project Team
Project Support
Functions
Middle Managers and Supervisors
© 2014 Tait Limited: Change Management 48 48
Need to build change capability
© 2014 Tait Limited: Change Management 49
In each of Prosci’s seven benchmarking studies*,
participants identified the #1 contributor to success as:
Why are sponsors so important?
*1998, 2000, 2003, 2005, 2007, 2009, 2011.
Active and visible sponsorship
© 2014 Tait Limited: Change Management 50
• Authority and credibility
- Employees look to senior leaders for messages (both spoken and
unspoken) about the project’s importance and the organisation’s
commitment to the change
• Sponsors have three primary roles:
- Participate actively and visibly throughout the project
- Build a coalition of sponsorship and manage resistance
- Communicate directly with employees
What do people look to sponsors for?
© 2014 Tait Limited: Change Management 51
1. Failed to remain visible and engaged throughout the project
2. Failed to demonstrate support for the project in words and actions
3. Failed to effectively communicate messages about the need
for change
4. Ignored the people side of change
5. Delegated or abdicated the sponsorship role and responsibilities
Top five biggest sponsor mistakes*
*From the 2012 Best Practices in Change Management benchmarking report
!
© 2014 Tait Limited: Change Management 52
• Influencers have significant informal power
• Levels of trust affected by degrees of separation
• 4 types of influencers
- Advocates
- Connectors
- Controllers
- Experts
• Important at different times
52
Influencers
© 2014 Tait Limited: Change Management 53
• Catalysts for change
• Helps build and execute overall change plan
• Track change management progress
• Evangelises the change
53
Change agents
© 2014 Tait Limited: Change Management
54
Projects that used Change Management
had the best outcomes
© 2014 Tait Limited: Change Management 54
© 2014 Tait Limited: Change Management 55
• Change is about being human
• Projects with Change Management
plans can reduce your business risk
and increase your potential ROI
• Successful change programs require
great leadership and sponsors
• Need to plan, communicate, listen,
measure and monitor
55
Summary
© 2014 Tait Limited: Change Management 56
• Global Change Manager, Tait Communications
www.taitradio.com
- Phone: +61 429 874 542
- Email: [email protected]
- Skype: jo.hardwick.tait
- LinkedIn: au.linkedin.com/pub/jo-hardwick/23/855/287
Jo Hardwick
© 2014 Tait Limited: Change Management
devoted to your cause TM
57
COMMS CONNECT 2014
www.comms-connect.com.au
Conference materials available soon at
COMMS CONNECT 2014 @CommsConnectAus #comms2014