Buildingthecapabilityfortheeffective implementationofchange

Author MelanieFranklin,ChiefExecutive, MavenTrainingLimited

Contents Overview................................................................................................................................3 Benefits..................................................................................................................................5 TheMavenapproach.............................................................................................................6 Conclusion............................................................................................................................16 CompanyOverview..............................................................................................................17

PRINCE2isaRegisteredTradeMarkoftheOfficeofGovernmentCommerceintheUnitedKingdomandothercountries MSPisaRegisteredTradeMarkoftheOfficeofGovernmentCommerceintheUnitedKingdomandothercountries M_o_RisaRegisteredTradeMarkoftheOfficeofGovernmentCommerceintheUnitedKingdomandothercountries P3M3isaTradeMarkoftheOfficeofGovernmentCommerce

Overview

Changeistoooftenseenasanimpedimenttobeovercome,ratherthantheroutebywhichthe strategicobjectivesoftheorganizationwillberealized: Itoughttoberememberedthatthereisnothingmoredifficulttotakeinhand,moreperilousto conduct,ormoreuncertaininitssuccessthantotaketheleadintheintroductionofaneworder ofthings,becausetheinnovatorhasforenemiesallthosewhohavedonewellundertheold conditionsandlukewarmdefendersinthosewhomaydowellunderthenew.

NiccoloMachiavelli,ThePrince,1515

Manyorganizationshaveawelldefinedapproachtodevelopingchangebycommissioningprojects tocreatenewproducts,proceduresorsystems.Veryfeworganizationshaveanapproachforhow tosuccessfullyimplementthesechanges. Thetimeformanagingthecreationofchangeseparatelyfromthetransformationofthebusiness, wherethechangeisembeddedasthenewnormality,isover.Thebiggestcomplaintatthe businesslevelisthatthoseresponsibleformanagingprojectshandoverthedeliverablesand movetoanewproject,leavingthebusinesstograpplewiththedifficultiesofimplementation alongsideallthenormalpressuresofgettingtheirworkdone. Therearemultiplesurveysindicatingthatupto70%ofallchangeinitiativesfail.Thisisbecause implementationisfarmorechallengingthancreation.Inastrawpollofourclients(publicand privatesector,small,mediumandlargeorganisations)thedifficultiestheyidentifiedincluded:
Failuretogetstarted becauseofscaleofwork feelstoogreattobe achievable Whenchangesappearto conflict,clarityofvisionis lostandworkishalted Changesfrominoneareaconflict withtheneedsofanotherarea, leadingtoconfusionoverwhich processistobeapplied

Duplicationof effortacrossteams ordepartments

Getting started

Failuretogetstarted becausethereisno obviousstartingpoint

Requirementforapproachto effectivechange

Making Change happen

Progressisslowerthan expectedbecause resourcesarerepeatedly pulledbacktoservice businessasusual

Makingchangestick

Failuretodocumentthe changesthataremade sothatproceduresand standardsarenot alignedtoactivities Changeofsponsororobjectives leadtoactivitiesbeinghalted beforeallchangesarecomplete

Closureofchangeproject leadstoareturntoold waysofworking

Lackofsupportforchangeso requiredchangesinattitude andbehaviourdonotoccur

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Insummarythesechallengesare: Theamountofworkinvolvedissignificantimplementingachangecaninvolverewriting procedures,reformingteams,appointingnewstaff,creatingnewresponsibilities, introducingnewmeetingsorreportsintothedailyroutine,trainingstafftothinkor behavedifferentlyorreprioritisingefforttoincreaseordecreaseemphasisonspecific products,marketsorcustomers. Theseactivitiesareacomplexsetofinterdependencieswhereoftenthereisnoobvious startingpoint.Iftherearenoagreedprioritizationcriteriatoestablishhowtostartthen otherfactorswillfillthisvacuum,leadingtoasituationwherechangeactivitiesareledby thosewhoshouttheloudest. Thoseinvolvedalreadyhavefulltimebusinessasusualresponsibilitiesthetimerequired tohalttheircurrentapproachtotheirwork,learnanewapproachandapplythenew approachisnoteasilyfound.Thisiscoupledwiththerealityoftheproductivitydipthat resultsfromhavingtodothingsinanunfamiliarwayinanenvironmentthatislikelytobe populatedwithpeoplenotmotivatedtoabandontheircurrentapproach. Thesechallengesareencapsulatedinthedefinitionofchangemanagementwhichis: Asystematicapproachtodealingwithchangebothfromtheperspectiveofanorganizationand ontheindividuallevel,proactivelyaddressingadaptingtochange,controllingchangeandeffecting change.
CaseWesternReserveUniversity

Effectiveimplementationofchangerequires: Anenvironmentthatismotivatedandinspiredbythebenefitsthatthechangewillbring andemployeeswhoaresufficientlyengagedtogotheextramiletorealizethosebenefits Employeeswhounderstandwhatisinvolvedinorganizationalchangeandhavesufficient understandingoftheirownabilitiesthattheycanidentifythoseactivitiesthattheyare bestplacedtoundertake Abilitytodefine,planandimplementchangeisacoremanagementskill.Thepaceofchange continuestogrowandwherestaffdonotpossessthiscapabilityitdirectlyimpactsthe achievementofstrategicobjectives. Theseskillsaredevelopedthroughexperienceofmakingchangehappenbutthisexperiencecan onlygainedifweprovideourstaffwithasimple,easytounderstandsetofstepswhichtakesthem fromawarenessoftheneedforchangetocreationofanewbusinessasusualenvironment wherethechangehasbeenembeddedandisnowthenorm. Mavenhasaframeworkofinterrelatedactivitiesthatenableyoutocreateandembedyour approachtoimplementingchange.Theseactivitiesaresummarizedinthispaper,butmoredetails aboutanumberoftheelementscanbefoundinourWhitePapersseriesat: www.mavencapability.co.uk/resources
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Benefits

Thebenefitsofensuringthatchangeoccursinastructured,wellunderstandandefficientwaywill varydependingonwhatyourorganisationistryingtoachieve.Eventhoseorganisationsthatare pursuingstabilityovergrowthandinnovationwillstillneedtomakechangesasthemarketplace, customerdemandandregulationscontinuetochange.Inotherwords,eventostandstillyouhave tokeepmovingatthesamepaceasthosearoundyou. Benefitsinclude: Returnoninvestment Economiesofscaleastheapproachtochangeisreusedforeachinitiativesavingthe numberofdaysspentdefiningauniqueapproachtoeachchangeinitiative Fasterimplementationofchangeasthoseinvolvedhavetheconfidencetoknowwhereto getstartedandwhotoinvolve,andcanestimatewithgreatercertaintytheimpactontheir workloadsandthelevelofimpactintheirdepartments Qualityoftheoutcomeachieved Increasedunderstandingoftheimpactofthechangewhichensuresthatallprocesses, systemsandpeopleimpactedareconsultedandtheirrequirementsincorporatedintothe changeplan. Appropriatelevelsofinvolvement,withagreedresponsibilitiesformakingthechange happen,reducestheresistancetochangeandincreasestherateofadoptionleadingto greaterrealisationofbenefits Efficiencyofresources Clarificationoftherolesandresponsibilitiesofallthoseinvolvedinthechangeeffort, ensuringthatthosewiththemostrelevantskillsandexperiencearegivenappropriate activitiestomanage Reductioninthenumberoffailedchangeinitiativesandthewasteofresourcesinvolved inmakingchangesthatrunoutofsteamorgetovertakenbyothereventswhichhadnot beenassessedwhenthechangewasconceived Reductioninthelevelofactivitythatisduplicationofeffortorthatisrunningatcross purposestootherchangesbeingmadeelsewhereintheorganisation Enhancedemployeemoraleandareductioninrecruitmentandretentioncosts

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TheMavenapproach

Buildinganinternalcapabilityforchangeisdifferenttobuildingacapabilityfortechnicalskillsin thattheleadtimeforskillstransferenceismuchlonger.Changeisaboutinfluencingtheway peoplethinkandfeelaboutsomething;itisnotassimplisticasshowingthemhowtodo something,givingthemauserguideandwalkingaway. Wefindthatalthoughthedetailedstepswillvaryfromorganisationtoorganisation,therearefour criticalstepsthatmustbeaddressed.TheMavenapproachistocarryoutthesestepsalongside yourselvessothatwecantransferourknowledgeandexperienceofsuccessfulchangeinitiatives toyouasweprogress. Buildingacapabilityforchange,isachangetowhatyoudonow.Thereforewerecommendthat buildingthechangecapability: Usesthestructurethatyouwilluseforallfuturechangeinitiativesstartasyoumeanto goon Involvementinthisprojectisaswideaspossibleandincludesthoseresourcesthatyou thinkwillofferthegreatestresistancetochangeasitismuchhardertofightagainst somethingforwhichyouhavebeengivenresponsibility
Implementing the change Assessing the change Define the desired capability for change: Review As Is Define To Be Define the Principles of Change Create the Change Methodology

Embed your Methodology

Planning the change

Embedding the change

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Step1:Definethedesiredcapabilityforchange Define the desired Define the Create the capability for change: Embed your Principles Change Methodology Review As Is of Change Methodology Define To Be Ourfirststepistoclarifytheboundarybetweenincrementalandtransformationalchange. Incrementalchangeistheimprovementthatismadeaspartofthedaytodayresponsibilityfor gettingthingsrightanddoingthingswell.Transformationalchangerequiressignificanteffort, altersthedirectionandcontextoftheorganization,andisthetypeofchangetowhichthe capabilityforchangeisrequired. Byestablishingwherethisdividinglineisweareabletoensurethatsufficientgovernanceis appliedtotransformationalchange,whilstincrementalchangeisnotburdenedbythisprocess. AsIs Everyorganizationhasadifferentperspectiveofwhatchangemeansandwhatthecapabilityfor implementingchangeshouldlooklike.WeuseaChangeExperienceChecklisttoidentifythe mostrecentexperiencesofchange,thehistoryofsuccessfulandfailedchangeinitiativesandthe assumptionsthatstaffhaveabouthowchangehappensinyourorganisation.Thisprovides valuableinformationaboutwhatworkswell(andshouldcontinuetobeincludedinyour approach)andwhathascauseddifficultiesinthepast(andshouldberemovedorreworked). Tobe Thecapabilityforimplementingchangemustbedefinedbecausethisgivesusthescopeofthe frameworkthatisrelevantforyourorganization.Wewillconsiderwhataneffectivecapability meansfromtheperspectiveofanindividualandfortheorganizationtobuildapictureofthe attitudeandbehavioursthatyouareseekingtonormalise.Forexample: Individualcapability: o Individualshavelowlevelsofresistancetochange o Individualsexpectchangeandseeitasasourceofopportunitiesforinnovation, expansionofknowledgeandunderstandingandtherealizationofbenefits o Individualsfullyexpecttoparticipateinchangeactivitiesandacceptthisaspartof theirrole Organizationalcapability o Managerscanclearlycommunicatethepurpose,benefitsandimpactofchangesat anorganizational,departmentalandteamlevel o Managershavetheskillstocounseltheirstaffthroughchange o Managersareabletoassesstheimpactofchangeandaccepttheresponsibilityfor scanningtheenvironmentforinterdependenciesbetweentheirchangeactivities andthoseofothermanagers WewillworkwithyourHRfunctiontounderstandhowtheseexpectationscanbemappedinto thepracticesforhiringandinductingstaff,performancemanagement,successionplanningand talentmanagement.Forexample,wewillembedmessagesabouthowyourorganisationhas successfullyimplementedchangeinthepastinthecompanyhistory,whichisviewedbypotential employeesonyourwebsite,andexplainedtosuccessfulcandidatesduringinduction.
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 Weworkwithyoutocreateaculturewhereallemployeesknowthehistoryofchangeandcan proudlyrelayittoothers.Makingchangepartofthesuccessstorynormalizestheexpectationthat everyonehastoparticipateinchange,thatitisinthefabricoftheirroleandisincorporatedin everyactivitythattheyundertake. Wewillalsoexaminewheretheresponsibilitiesforidentifying,planningandimplementing transformationalchangeshouldliewithinyourexistingorganisationstructure. Inbestpracticeapproachesforprojectandprogrammemanagementtheactionsneededfor transition(changemanagement)andbenefitsrealisationareclearlydefinedastheresponsibility oftheBusinessChangeManager,asometimesmythicalbeingdrawnfromthe'businessasusual' environment. Whilstthisisanadmiralidea,therealityisthatthoseinthisbusinessfacingroleareoftenrequired tomanagethetransitiontoanewproductorservicetoolateinitsdevelopmenttoallowthemto buildthenecessarysupportamongsttheirstaffandtomaketheharddecisionsonhowprocesses andproductivitywillbecompromisedwhilsteveryonebuildstheirknowledgeandskillsand createsthenewbusinessasusual. Webelievethereisaneedforprojectmanagerstobeeffectiveadvisersandmanagersofchange toensurethatthephysicaldeliverythattheyareresponsibleforissuccessfullyadopted,thereby generatingthebenefitspromisedinthebusinesscase. Theplanningskillsthatprojectmanagershaveareanexcellentskillsetforidentifying,prioritizing andassigningresourcestoallthetransitionactivitiesandwehavehadalotofsuccessinteaming projectmanagerswithoperationalstafftocreatemeaningfultransitionplans,wherethestructure isprovidedbytheprojectmanagerandthecontentisprovidedbyandownedbytheoperational staff.

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Step2DefinePrinciplesofChange Define the desired Define the Create the Embed your capability for change: Principles Change Methodology Review As Is of Change Methodology Define To Be Implementingeffectivechangeisnotanexactscience.Theapproachadoptedisdependentonthe situationandthepeopleinvolved.Thisflexibilityandwillingnesstoadapttocircumstancescan sometimesleadtoalackofdirectionandfocus. Topreventthispossiblelackoffocusallofourchangemanagementinterventionsarebasedona coresetofprinciples,providingaframeworkwithinwhichthemostappropriateresponsecanbe craftedwhilstensuringthatcoreactivitiesarenotforgotten. Principlesactasaguidetohowwewantpeopletobehave,whatwewantthemtoprioritiseand whatwewantthemtoconsiderwhenevertheyarefacingchallengesinmakingchangehappen. Theseprinciplesactasthefoundationforbuildingyourchangemethodologyandeveryactivity includedinthismethodologymustadheretotheseprinciples.Forexampleifyourorganisationis committedtoprovidingthehighestqualitycustomerexperiencethenoneofyourguiding principleswillbethatchangesthatbenefittheinternalstructureoftheorganisation,buthavea detrimentaleffectonthecustomerexperience,willnotbeendorsed. Theprinciplesweapplytoyourorganisationwillbedevelopedinconjunctionwithyourobjectives, takenfromyourstrategy,andyourvaluesthoseyoucurrentlyespouseorthosethatyouwant yourorganisationtoadopt. Anexampleoftheprinciplesthatmightbeadoptedare: Ifthevaluesoftheorganisationarerespectforthosethatweworkwithourcolleagues andoursuppliersthenoneoftheprinciplesofallchangeactivitiesisthat,whererelevant, suppliersandpartnerorganisationsareinvitedtoparticipateindiscussionsontheimpact ofchangeandthatthereisacommitmenttoregularcommunicationwithallparties impactedbythechange Iftheobjectiveoftheorganisationistodevelopahighlyskilledworkforce,thenoneofthe principlesofchangemightbethatallchangeactivitiesincludetheparticipationofalllevels ofmanagementandstaff,andthatanyconsultantsinvolvedinthechangemustinclude skillstransferintheiractivities Ifyourorganisationhasverywelldocumentedproceduresandastructureforknowledge managementthenachangeprinciplemightbethatallchangesmustbeaccompaniedby detailedactivityflowchartsshowinginputsandoutputsandthatallchangeplans,impact assessments,progressreportsetc.areincludedintheknowledgemanagementactivities Experiencehasshownthathandfulofwellcraftedprinciplescanprovideausefulstructurefor maintainingexistingachievements,reinforcingthemessagethatwhilstchangebringsnew developmentsthecoreoftheorganisationremainsthesame.Alternatively,theseprinciplescan becreatedsothattheyembodythenewvaluesthattheorganisationwantstoachieveaspartof culturalchangeandactasavisionofwhattheresultsofthechangeswilllooklike.
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Step3Createthemethodology Define the desired Define the Create the Embed your capability for change: Principles Change Methodology Review As Is of Change Methodology Define To Be Itisnotpossibletoprescribeaseriesofactivitiesthatmusttakeplaceforeverychange.Ourroleis tocreateamethodologythatcanbeappliedtoanytypeoftransformationalchangeandthat considersthechangefromallperspectives.Webuildaseriesofchangeactivitiesthataddress changeinthreeareas: Peopleorganizationstructure,meetings,levelsofauthority Processimpactonexistingqualitystandards,regulatoryrules,internalprocedures Technologyreporting,interfaceswithothersystems,systemavailability Todeveloptheseactivities,wemovethroughfoursteps,reportingourprogressandcheckingour understandingattheendofeachstep. 1.Assessingthechange Toimplementchangewhoisimpacted,whatthisimpactisandwhenitwill Assessing the change occurneedstobefullyunderstood.Itishelpfulifachangeteam responsibleforthisanalysiscanbeformedatthispoint. Planning Inourexperiencethischangeteamshouldbeledbyaseniormanagerwho the change iscommittedtomakingthechangehappenandwillprovidethe understandingofthestrategicobjectivesoftheorganisation,accessto Implementing seniorstakeholdersandintroductionstoexternalstakeholders. the change Theirhelpcanbeinvaluableinunderstandinghowtoapproachkey Embedding membersofstaffandtosupportthechangeteammemberswhenthe the change informationtheyseekisnotforthcoming. Animpactassessment(alsoknownasascopingdocument)shouldbecreatedwhichdefines: Scopeofthechange: o Identifytheprocessesandsystemsthatwillbeaffectedbythechange o Identifythoseexternaltotheorganisationthatwillbeimpacted Customers Suppliers Regulators Opinionformersmedia,unionsetc. Impactofthechange: o Identifythoseinternaltotheorganisationthatwillbeimpacted: Departmentsandteamthatwillusenewprocessesorsystems,orcreate newproductsorservices Seniormanagementforwhomthereportingstructureorcontentmay change
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Whenassessingtheimpactitisimportanttoconsiderthetangibleimpacts(changestosystems, amendmentstowheninformationbecomesavailable,officemovesetc.)butalsotheintangible changesrelatingtopower,influenceandimportance. Thegreatestresistancetochangeoccurswhenanindividualfeelsthatachangeisinsomeway disadvantageoustotheircurrentpositioninthesocietyoftheorganisationorthewiderbusiness community.Whilstthesechangesareoftendifficulttodocument(becausetheyaresubjective judgementsofcharacter),theymuststillbeincludedastoignorethemistoignoreasignificant proportionoftheimpactofthechange. Byunderstandingtheimpactweareabletobuildacomprehensivepictureofthebenefitsthatwill berealisedbythechange.Wewillconsultwithallofthestakeholderstoidentifythewidest possiblerangeofbenefitsthatcanbederivedfromthechangeandwewilldevelopprofilesof eachofthebenefits.Benefitsmayinclude: Financialbenefitscostsavingsorgreatergenerationofrevenue Operationalbenefitsdoingmorewithless Customerservicebenefitsimprovementstotheservicethatcustomersreceiveand improvementstothereputationoftheorganisation Regulatorybenefitsincreasingthecomplianceoftheorganisationwithlawsand regulations Wewillalsodevelopamapshowingwheninthelifecycleofthechangethebenefitsarelikelyto berealisedandtheirinterdependencies. 2.Planningthechange Thisiswheretheplanningofthechangeactivitieswilltakeplace.Theinput Assessing tothisphaseistheImpactAssessmentwhichisusedtocreateaChange the change Plan(alsoknownasaTransitionPlan). Planning Theplanwillestablishalloftheactivitiesneededtopersuade,motivateand the change engagethoseimpactedbythechange.Thepurposeoftheplanistoensure thatasmanyactivitiesaspossiblecanbeforeseenandownershipassigned, Implementing withagreeddatesforcompletion.Thisplanwillbedifferentforeachchange the change asasignificantproportionoftheactivitiesaddressresistancetochange whichisinfluencedbytheprevailingcultureoftheorganisation,thepast experienceofchangethatthoseinvolvedhavehadortherelevancethat Embedding the change individualsascribetothechange. TheactivitiesneededtocreatethisChangePlaninclude: Measuringthecurrentperformancelevels,costsandresourcerequirementsofallthe processes,systemsandteamsthataretobeaffectedtoprovidebaselineinformationthat willbeusedlaterinthelifecycletoprovethatthechangedeliveredthepromisedbenefits Developingtheinitialscopeandimpactofthechangeintospecificactivitiesandassigning atleastonepersontoberesponsibleforeachactivity Conductinganassessmentofeachareaimpactedbythechangetoseehowreadyitisfor change Identifyingadditionalactivitiestopreparetheareaforchangeasneeded
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 Communicationactivitieswillformthebulkofanysuccessfulchangeplan.Communicationabout thechangeshouldhavebegunbeforetheimpactassessmentbutwillincreaseinintensityduring theplanningphase.Theaimistobuildsupportforthechangesothatallofthoseimpactedare motivatedandenergisedtotakepartinthechangeactivities. 3.Implementingthechange Thisisthephaseinwhichthechangeactivitiesarecarriedoutandchanges Assessing tothecurrentbusinessasusualenvironmentareundertaken.Althoughthe the change changeplanhasbeencarefullydevelopeditmustberecognisedthat implementingchangeisnotthelinearprocessthatitappears. Planning the change Weareaskingpeopletostopdoingwhattheyknowhowtodoandtodo thingsdifferently.Thismeanstheyhavetotakealeapintothisunknown Implementing newworldandpersuadingthemtotakethisleapcanoftentakemuch the change moretimethathasbeenallowedfor. Timeneedstobeallowedforafallinproductivityandaccuracyduringthis Embedding the change phase.Thisisbecausepeoplearedoingthingsdifferentlyandweallmake mistakeswhenwedothingsforthefirsttime.Thinkhowmuchsloweryou weretodriveyourcarthelasttimeyougotnewoneorhowmuchextra timeyouallowyourselfwhentravellingsomewhereyouhavenotvisited before. Forthisreason,thebusinessasusualenvironmentmustbesurveyedtounderstandtheimpactof anyslowdown.Insomecasesitissensibletorealizethatchangecannotbeimplementedduring certainbusyperiodsorwhenthereisadeadlinelooming. Itisalsohardtopredictwhowilladapttothechangesfastestandwhowilldelayand procrastinate.Forexampleweallhavecolleagueswhoarethegotopeople.Wealwaysturnto themwhenweourselvesarenotsurewhattodo.Theyseemtoknoweverythingabouthow thingswork,whotospeaktoandwherethingscanbefound.Howeveritisoftenthecolleagues weusuallyturntointimesofcrisisthathavethegreatestdifficultyadaptingtothenew environment.Alloftheknowledgethattheyhavebuiltupovertheyearsappearstothemtobe uselessnow,astheyareonthesamelevelaseveryoneelseinthatthisisanewworld,andthey dontknowanythingeither.Thiscanbeasignificantlossofpowerfortheseindividualsand, recognizingthat,theypowerfullyresistthechangesforaslongaspossible. Whenimplementingthechange,theremustbeclarityoverwhoisinvolvedinmakingchangesand whoisresponsibleforcarryingonasnormal,toensureservicelevelsaremaintained.Workneeds tobeassignedbytheownersofeachactivity,andsupportwillbeneededfrom: Theprojectteamthathasdevelopednewprocesses,systems,locationsorproducts Staffimpactedbythechangewhowillhavetocometotermswithdoingtheirworkina newwayandlearningwhatthisnewwayisatthesametimeascarryingouttheirdayto dayresponsibilities Duringthisphase,timewillbeneededfor: Testingwhathasbeencreatedbytheprojectteam
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Trainingonthenewwaysofworking Practicingthenewwaysofworking

Duringthetesting,trainingandpracticing,additionalchangeactivitieswillbeidentifiedwhich needtobeincludedinthechangeplan Thisphaseisaperiodofgreatdisruptiontothedaytodayoperationoftheorganisation.Staffare askedtoworklonger,takeonadditionalresponsibilitiesandstresslevelsarelikelytoincrease. Ensurethatsupportmechanismsareinplace: CreateCommunitiesofPracticeorUserGroupsorFocusgroupstoallowstafftoshare theirconcerns,learnhoweachofthemarehandlingthechangesanddevelopinnovative approachesforproblemsanddifficultiesthattheyencounter Provideasupportiveenvironmentwherepeoplefeelabletotrythingsoutandarenot worriedaboutbeingblamediftheygetthingswrong 4.Embeddingthechange Thisisthelastphaseofthechangemanagementprocessanditspurposeis Assessing toensurethateverythingontheChangePlanhasbeencompletedor,where the change activitiesdidnothappen,thatthereisagreementtoanyfollowonactions. Planning Toensurethatthebenefitsofthechangehavebeenachievedthe the change performancelevels,costsandresourcerequirementsofalltheprocesses, systemsandteamsthatwereaffectedbythechangeshouldbemeasured Implementing andcomparedwiththemeasurementstakenduringtheplanningphase. the change Toensurethatthebenefitsofthechangearenotlost,accesstoprevious waysofworkingneedtoberemoved.Iftheyarenotthereisachancethat Embedding the change staffwillfallbackintooldwaysofworking,especiallywhentheyareunder pressure. Removaloftheseexitroutesmightinclude: Stoppingmeetingsifthepurposeofthemeetingisnolongervalid Decommissioningsystemsandcancellingsoftwarelicensesforsystemsnolongerinuse Archivingordestroyingpaperworkrelevanttotheoldwayofworking Aspartofembeddingchangeitisimportanttoreinforcethechangesthathavebeenmade. Positivereinforcementcanbeachievedbyrecognisingandcelebratingachievementsandthanking allofthoseinvolved,especiallybyseniormanagement. Forexampleifthechangeincludedacquisitionofnewtypesofcustomersthentherecouldbe prizeshandedouteachtimeasalewasmadetotherighttypeofcustomer.Ifthechangeinvolved thecompletionofnewformswhenrequestingITsupporttheHelpDeskcouldsendan automaticallygeneratedgreetingscardeachtimetherightformwasreceived. Theseideascansometimesseemsillyorfeelawasteoftime,buthoweversmallthegesture,itis animportantactivitybecauseitissendingamessagethatthechangeinbehaviourhasbeen noticed,itisappreciatedandtheorganisationneedsittocontinue.
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Finally,althoughtherewillhavebeennumerousopportunitiesforreviewthroughoutthechange planthereshouldbeafinalreviewofthelessonslearnedtogivestaffanopportunitytoairtheir viewsabouthowthechangewasplannedandimplementedfromtheirperspective.Essentially thisistodrawalineunderneaththechangeandtostatethattheChangePlanhasnowbeen completedandthattheorganisationhasmovedtoitsnewstate,withthechangenowfirmly embeddedintobusinessasusual.

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Step4Embedyourmethodology Define the desired Define the Create the Embed your capability for change: Principles Change Methodology Review As Is of Change Methodology Define To Be Theapproachforhowyourorganizationimplementschangehastobeadoptedbyallthose involved.Thiswillonlyhappenovertimeasitisusedforeachnewchangeinitiativethatarises. Thestepsinvolvedinembeddingthemethodologyarejustthesameasforanyotherchangeand thereforeeverythingwehaveexplainedaboutembeddingchangeshouldbeappliedhere. Specifically,thestepswillinclude: Identifyingtheusersofthemethodologyincludingthoseperformingchangeorproject teamroles,projectorchangemanagers,andsponsorsandseniormanagers. Planningtheimplementationofthemethodologysothatitsadoptionisnotseenasan additionalburdenonprojectandchangemanagers.Forexampletherolloutcanbetiered sothatitisappliedtonewinitiativesonly,andthoseinitiativesalreadyunderwaycontinue withtheirexistingapproach.Thismeansthatthereisatwotieredapproachinexistence forsometimeandtheconfusionthatthismaycausehastobeweighedagainstthe difficultiesofchangingexistingprojectandchangeplansforworkthatisnearto completion. Alternativelyapilotprojectmaybeidentified,andtheknowledgeofhowtousethe methodologyacquiredduringthispilotcanbeusedasthebasisoftrainingandguidance forsubsequentinitiatives. Finally,accesstothepreviousprojectandchangemanagementapproachesneedstobe closedoffsothatthismethodologyisconfirmedastheauthorizedapproach.Toachieve thisalldocumentationmustrefertoitandpresentationsonsuccessfulchangeinitiatives shouldacknowledgeitsuse,asthiswillreinforceitsacceptanceacrosstheorganization.

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 Changemanagementisbecomingrecognisedasanimportantrequirementforanymanagement positionandstaffwithqualificationsandexperienceinthisareaarebeingsoughtbythose organisationswhichhavealreadyrealisedthatchangetheyseekdonotoccurbyaccident. Ibelievedemandforchangemanagementabilitywillcontinuetogrowasourorganisationsand thefunctionsandprocesseswithinthembecomeincreasinglyinterdependent,linkedbycommon systemsthatflowinformationandactivitiesfromtheinitialcustomerenquirythroughtopost salessupport,invoicingandreporting. Whilsttheneedtoensurethatchangeisledbythosewhoaremostimpacted,weshouldnot ignoretheskillsetthatmanyofthoseworkinginprojectandprogrammemanagementhavefor planningchangeactivitiesandensuringthattheirprogressandcompletionissuccessfullytracked andreportedupon. Inthenextfewyearsthepartnershipbetweenthosewhodeliverchangeandthosewhoadoptit willgrow.Ibelievethatthedevelopmentoftheserelationshipscanbeacceleratedbybetter explanationofwhatisinvolvedinsuccessfulchangeandthroughthedevelopmentof methodologiesthatestablishbestpracticeinchangemanagementfororganisations. Conclusion

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CompanyOverview

Mavencanassistyoutoaddressprojectmanagementinthewidercontextoforganisational development.Wecannotfixallofyourproblemswearenot,anddonotclaimtobe,a managementconsultancy.Wearehoweverexpertsincapabilitybuildingandcanworkwithyouto alignprogramme,project,riskandchangemanagementwiththeorganisationyouwishto become.Wehavetheexpertiseandexperiencetodothealignmentforyoubutitisourethosto transfertheskillsintoourclientssotheybecomeselfsufficientgoingforward.Ourservicesare designedtotapintoinitiativesdesignatedastransformationalchangeprogrammes,talent managementstrategiesetc.inotherwordstotakeourservicesoutsideofthenarrower definitionsofprojectmanagementandoftraining. Weapplyastaged,structuredapproachtocapabilitybuildingbyaddressing: Thesituation:wegatherinformationontheobjectivesoftheorganisationandthegoalsandkey performanceindicatorsthatneedtobemet Thepeople:weusebestpracticecompetenceframeworkstoassesscurrentcapability Thestructure:weconductamaturityassessmenttodemonstratewheretheorganisationis currentlyinrelationtorunningitsprojectsand,equallyimportantly,howitcanprogresstothe nextlevelofmaturity Thediagrambelowillustratestheapproachinmoredetail: Datagathering Results ActionPlan Howdowemovefrom Situation Organisationalcontext: currenttofutureposition? Strategicobjectives Assessment Assumptions,risks,constraints 1.Summarisecurrentposition: Organisationalmaturity Staffcapability Peoplecontext: Sizeofgapwillinfluence People complexityofassignment Business&commercial Capability Context Assessment Techniques 2.Clarifydesiredfutureposition: Planningthestrategy Organisationalmaturity Executingthestrategy Staffcapability Organisationandgovernance 3.Explaintherelevant interventionforeachtheme: Structuralcontext: Workshops Managementcontrol TrainingCourses Maturity Benefitsmanagement AssuranceServices Assessment Financialmanagement MentoringandCoaching Stakeholdermanagement PerformanceSupport Riskmanagement CareerPaths Organisationalgovernance TalentManagement Resourcemanagement SuccessionPlanning ThisapproachhasbeensuccessfullyappliedwithourclientsandMavenwillbepleasedtodiscuss itsapplicabilitytoyourorganisationinmoredetail.

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ForfurtherinformationaboutMavenTraininganditscapabilitybuildingservices pleasecontact: MelanieFranklin Telephone:02074037100 email:melanie.franklin@maventraining.co.uk website:www.mavencapability.co.ukorwww.maventraining.co.uk