Common  factors  for  managing  successful  change  

Elisabeth  Goodman  

 

North  West  Branch  

6th  September  2016,  Cumbria  The  Enabling  Change  SIG  

Our  theme  for  today  and  how  we  will  explore  it..  

There are common factors for managing successful change, whether the change is organisational, IT or process related.

This event draws on the work of the Enabling Change SIG, my experiences and yours (!) to identify and learn about these common factors

1.  Brief introduction to the Enabling Change SIG and its work 2.  Overview of my and your case studies 3.  Identification of the common factors 4.  Closing messages / resources from our SIG

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’

N.B. We are working on an Introduction to Change Management publication that we will be inviting review on, and have a one-day

conference planned with SWWE branch (Bristol) 29th Sept which will help inform the guide.

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Enabling Change SIG Structure

Themes   PracNNoner  Groups  =  ‘CommuniNes  of  PracNce”  with  experts  /  pracNNoners  

Membership, Communications and Events

Methods & Standards 17+ documented on our

website

Collabora(on  –  External  (Open  University,  BriNsh  Computer  

Society,  C4CM)  

Innovation (Research, L&D, Software)

Current research on factors and measures for success

Collabora(on  –  Internal  (SIG’s,  Branches)  

e.g.  joint  events  and  publicaNons  

Tran

spor

t

Fina

ncia

l Ser

vice

s

Pub

lic S

ervi

ces

Change  Community  

5  

Methods  &  Standards  Documents  

Headings Representing

Change Capabilities &

Methods

Common Vocabulary

Library of Professional Knowledge / Reference Sources

Change

Management Press &

Publication Reference

Library

Enabling Change Case Studies

Change Methodologies

Change Management Professional

Horizons

Definitions

References

Development Experience

The  Methods  

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

What  is  your  current  involvement  in  change?  

Your change programme / project

•  Organisational

•  IT

•  Process

•  Others?

Your role

•  Programme or

project lead

•  Change lead

•  Business / operational lead

•  Others?

Feedback  from  delegates    (27  present)  

Your change programme / project

•  Cultural change •  Process •  New facility •  Staff cuts •  Core / back office

services •  Upgrade IT •  Fit for purpose design

of plants •  Apprenticeships

(Government and APM)

Your role •  Programme management •  Facilitation / skills transfer for

change programmes •  Process improvement •  Leadership •  Portfolio management •  Project management •  Business management •  Multiple roles •  Project planning •  PMO •  Business analyst

Three of my case studies:

1.  Organisational change: Adopting Lean and Six Sigma as a way of working – in a CRO

–  70 staff – lab and office based –  CEO as sponsor –  Designated contact (and change agent with

change plan) –  Representatives from several departments;

regular communication with others –  Training –  Workshop on end-to-end process –  Customer survey –  Projects on things that matter to each department –  Embedding plans

Three of my case studies:

2.  IT change: Developing working practices for the use of collaborative tools

–  Global Pharma R&D –  IT SVP as sponsor –  Business lead as well as project lead –  Designated change agent and change plan –  Pilot R&D project teams – focus groups with

team leaders to develop approaches –  Sharing success stories / feedback –  Gradual and tailored roll-out

Three of my case studies:

3.  Process change: Improving the end-to-end process for managing biological samples

–  Global Pharma R&D –  SVP of Drug Discovery as sponsor – transitioned to

IT SVP –  Business lead as well as programme lead –  Several workstreams to cover different aspects of

the business (with representatives) –  Workshop with all concerned to design new end-to-

end process and plan its implementation –  Designated change agent –  Regular review / alignment of project plans

How do these compare with your types of change?

Consider  the  Case  Studies  or  your  own  Programmes  /  Projects  and  idenNfy  what  some  of  the  common  factors  for  successful  change  might  be.  

Notes from delegates

§  Compelling reason – sell it, get buy-in

§  Led from the top / top-down - participating, show-up (!), own it, be visible

§  Clear communication – two-way, what people feel, commonly understood scope, know what the problem is that you’re solving

§  Realise when you’re there – celebrate and measure, benefits realised

§  Have a change lead from the business – they are respected

§  Training – make it constant, embed in business as usual

§  Know who your stakeholders are §  Constantly review e.g. the drivers,

strict review process, risk management, beware change fatigue, make sure project is resourced so does not stop

§  Human factors – fear of failure, tried and tested methods, “Influencer”

§  Project plan – change control, lessons learned

§  Strong change team – cross-organisation, collaborations, partners (also implications for stakeholder management)

Our working list of key factors for successful change 1.  Formulate a clear vision and strategy, supported by well-

defined benefits

2.  Ensure strong leadership and sponsorship

3.  Define and follow a well-structured approach

4.  Understand, engage with, build commitment from and support key stakeholders

5.  Build a strong change team with the necessary capabilities for success

6.  Measure the success of the change initiative

How do your suggestions fit into these headings?

What’s missing?

Observations on the list of six factors

§  The list of common factors seems complete, but there is some additional detail to add under some of the headings

§  Theme 3 “well-structured approach” – add lessons learned

§  Theme 5 “strong change team” – add working in collaboration / partnership across organisations (also implications for theme 4 – stakeholder management)

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 - elisabeth@riverrhee.com

The  resources  available  to  help  build  your  change  capability  

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Back-up slide (previous version from Jan 2016)

A  possible  list  of  common  factors  for  successful  change  §  Get  your  senior  management  and  sponsors  

not  only  advoca(ng  but  ac(ng  as  role  models  for  the  change.  

§  Have  strong  programme  /  project  leadership  and  governance.    Escalate  if  necessary.  

§  Build  and  develop  your  team  (including  third  par(es).  

§  Involve  all  the  right  people  from  the  organisa(on  to  drive  and  support  the  change  so  that  there  is  real  ownership  from  the  business.  

§  Engage  with  your  stakeholders  so  that  they  want  to  help  you  make  the  change  succeed.  Work  with  key  influencers.  Consider  the  psychology  and  behaviours  of  change.  

§  Always  focus  on  the  change  and  the  benefits.  

 

§  Have  everyone  on  your  project  team,  and  your  sponsor(s)  'singing  from  the  same  hymn  sheet',    so  that  all  your  messages  are  consistent  and  reinforce  each  other.  

§  Design  and  deliver  communica(on,  training  and  support  interven(ons  that  achieve  what  they  are  meant  to  achieve.    Communicate,  communicate,  communicate.  

§  Test  or  pilot  and  monitor  your  approaches  so  that  you  can  build  and  share  success  stories.  

§  Manage  programme  /  project  interdependencies.    

§  Take  account  of  all  the  other  changes  and  work  pressures  affec(ng  your  stakeholders  so  as  to  make  the  whole  experience  as  posi(ve  and  painless  for  them  as  possible.    

 

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