Give your organisation the ability to achieve results and realise benefits

Time

Maven Training Ltd 2012

IBM 2012 Global CEO Study

IBM 2010 Global CEO Study:

Change is a core competency

CIPD Learning and Talent Development Survey 2012

Change is a core competency

How effective is your organization at each of the following areas?

Achieving the desired from change 1. Achieving the desired operational goalsoperational goals from

initiatives

change initiatives

43%

Improving organizational financial performance 2. Improving organizational financial performance through

change initiatives

through change initiatives

43%

Identifying the changes that are be 3. Identifying the changes that are necessary to necessary to be

successful

successful

43%

4. Changing at the right pace

Changing at the right pace

35%

5. Sustaining the positive impactpositive impact fromat least for Sustaining the from changes for changes
five years
at least five years

31%

Note: Percentages indicate the number of respondents indicating effective or highly effective in these areas.

How Top Companies Create Clarity, Confidence and Community to Build Sustainable Performance Towers Watson May 2011

Change is a core competency

Mckinsey survey 2000+ firms March 2010 Actions taken by the companies where respondents state they were very/extremely successful in reaching the transformations targets:
Leaders ensured that frontline staff felt ownership for the change. Roles and responsibilities were clear, so people felt accountable for delivering results. The organization was engaged and energized through ongoing communications and involvement. Our best talent was deployed to carry out the most critical parts of the transformation. Leaders role-modelled the desired changes.

1969

1972

2004

2011

Maven Training Ltd 2012

 Maven Training Ltd 2012

Integrating two worlds

Project lifecycle Change lifecycle

Deliverables
Productivity / Efficiency / Customer service

Time

Maven Training Ltd 2012

Structured approach Coverage of the change activities includes all processes and functions impacted by the change Change readiness tracked by team/function Self determination Breadth of participation activities offered to those impacted by change Level of involvement and participation by team/function/management level Time made available to participate in change activities

Failure to engage

User is too busy with business as usual to engage with the Project Team Project team continue to build deliverables despite the vacuum Users become involved as the project nears its end date, requesting amendments and changes to the deliverables Project exceeds its scheduled go live date Users do not embed the deliverables into approach, so continue to use a mixture of new deliverables and old processes Project costs not exceeded by realised benefits

 What

is the biggest change that you will need to make to improve your business value in this new world?
Do things differently Learn something new Work with different people

Vision for the CMO

Portfolio/Programme Office (P3O definition) Support the definition and delivery of a portfolio of programmes and projects within a department, division, geographical region or business unit. Change Management Office (Maven definition) Provide the organisation with a focal point for governing, structuring and implementing change initiatives, ensuring each is delivered effectively through the application of a consistent methodology and performance metrics.

Answers from the CMO

Are the changes planned and underway capable of achieving the strategic objectives? What other initiatives should be added to fill any gaps between strategic ambition and current changes? What initiatives are failing to deliver expected improvements? Should they be prematurely terminated or a task force be assigned to their repair? How can we filter initiatives at the ideas stage to prevent authorisation of the 'wrong initiatives What steps in the decision making process can we remove or amend to increase the speed of decision making?

Who are the sponsors of a CMO and what do they need to know from the CMO?
Who are the customers of a CMO and what support do they need? What are the key elements of the methods and processes that the CMO adheres to?

What key metrics should the CMO be tracking regarding change initiatives
What behaviour changes should the CMO be encouraging in the project community and the business as a whole?

Conclusion
Change must be incorporated in our best practice: Change awareness understanding the components of change and the cultural factors that lead to an environment where change is normal Change readiness understanding the extent to which these components are currently deployed Change capability building an organisation that is accomplished in deploying these components to achieve its strategic objectives Change effectiveness speed at which an organisation realises the benefits from change, the level of engagement and participation with change and minimum levels of resistance to change

Additional resources
The purpose of a Change Management Office http://www.maventraining.co.uk/media/06/1 206-the-purpose-of-a-changemanagement-office.pdf

Project Management becomes mainstream http://www.maventraining.co.uk/media/72/1 572-project-management-becomesmainstream.pdf

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