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Organization Change Revisited How to get plugged in
Shirley A Williams
Shirley Williams page 1 November 24 2008Principal Consultant William Pearl amp Associatesshirleywilliampearlcomcopy Copyright 2008 William Pearl amp Associates
FIGURE 1 1929 NEWSPAPER CLIPPINGS(The Telegraph Journal amp The New York Times Magazine)
~~~~~
It is puzzling how many times the importance of change management is discussed in the business
environment and yet so few actually incorporate change management plans in their business initiatives
How is it that our business leaders will often address their management team with the importance of
becoming more adept at managing change but do so little to nurture this organization capability In fact I
venture to say that change management has become THE BUZZ word of 2008 and given the state of
affairs it will continue to be so for years to come A morning read of a newspaper article highlighted the
high pace of change and the need to manage it - or suffer the consequences of being stuck in the past Is
there anything unusual about this article The answer is
most likely ldquoNordquo The only quandary is that this was written
in 1929 when you could get a newspaper for three cents
and the speed on the highway was not related to
information (Figure 1) In 1929 the change was related to
ldquomechanical automationrdquo The only difference today is the
nature of the change Change is a constant So why is it
that after so many decades we continue to recognize the
high speed of change however our change management
approach continues to be a mystery To many leaders
change management is an amorphous concept and as a
result they have a tendency to shy away from it
Organization Change Management Defined
Change management means different things to different people and so in order to manage it we need to
define it I would like to start with ldquoWhat it is notrdquo It is not an event it is not Human Resources it is not a
consultant it is not project change control it is not one personrsquos job and it is not an organization structure
I would now like to offer this definition Organization change management is a cross-functional integrated
process with tools and techniques to enable people to move from their current state and transition to the
preferred future state of an organizationrsquos vision When successfully exercised repetitively an organization
will have also built a strategic capability to manage and expedite business change so that they can readily
take advantage of competitive opportunities Such an organization has invested in an integrated change
competency or resiliency that embraces change as a business norm Change management is related to
the people-side of an initiative and it means managing the ldquosoft-siderdquo of the change Change management
is hard work and often poorly addressed When not addressed it is also unfortunately a lost opportunity
that would otherwise build change elasticity in an organization which could be a business advantage for
the very reasons described above
Business Strategies Pitfalls and Change Management
Business strategies fail to deliver for a number of reasons The list below describes some of the common
pitfalls Some reasons related to the strategic plan itself and include
failing to define the future vision
developing a superficial vision
conducting only a long-range financial plan
Organization Change Revisited How to get plugged in
Shirley A Williams
Shirley Williams page 2 November 24 2008Principal Consultant William Pearl amp Associatesshirleywilliampearlcomcopy Copyright 2008 William Pearl amp Associates
EXPECT SUBSTANTIAL CHANGE
CHANGED SUCCESSFULLY IN THE PAST
EXPECT SUBSTANTIAL CHANGE
CHANGED SUCCESSFULLY IN THE PAST
2006
2008
8
22
CHANGE
GAP
CHANGE
GAP
65
57
83
61
FIGURE 2 THE CHANGE GAP
IBM GLOBAL BUSINESS SERVICES SURVEY OF CEOs 1
The gap between the expectation of change and an organizationrsquos history ofmanaging change is growing
failing to make tough decisions
failing to clarify and simplify objectives
forgetting that people support what they help create
neglecting the competition and business environment
using confusing terminology and language
failing to integrate planning at all levels of the organization
conducting ldquobusiness as usualrdquo after the ldquo strategic planning eventrdquo
Pitfalls are also related to the actual implementation namely
frequently changing priorities
inconsistent decisions and directions
an ineffective implementation process
poor project management
difficultly in building and keeping momentum
low commitment
failure to provide the needed resources
conflicts
politics
weak re-enforcement or consequences
With a closer inspection of these pitfalls you will note
that many are related to people and culture In an on-
going study1 with top CEOs regarding their
perspective on managing large scale change CEOs
shared their expectations (see Figure 2) This
research showed that there is a significant gap with
the rate of business change and the ability to actually
manage the change Furthermore this ldquochange gaprdquo
has widened three times over the last two years This
provides additional support to why there is a need for
business leaders to manage change effectively if they are to remain competitive However so few
initiatives include a comprehensive organization change strategy and management plan
Best Practices and Critical Success Factors in Change Management
Prosci is an independent research company who are well known for their extensive research on
organization change Their research spans ten years of study includes over 1000 organizations and 59
countries In their best practice study23 Prosci showed that the critical success factors for change
management are
1 active and visible executive sponsorship
2 a structured change management approach
3 the need and vision for change was widely communicated
4 dedicated change management resources
5 employee involvement
Organization Change Revisited How to get plugged in
Shirley A Williams
Shirley Williams page 3 November 24 2008Principal Consultant William Pearl amp Associatesshirleywilliampearlcomcopy Copyright 2008 William Pearl amp Associates
58
49
35
33
32
20
18
16
15
12
8
Change mindsets and attitudes
Corporate culture
Complexity underestimated
shortage of resources
Lack of mangement commitment
Lack of change know how
Lack of transparency
Lack of involved employees
Change of process
Change of IT systems
Technology barriers
FIGURE 4 MAJOR CHANGE CHALLENGESIBM GLOBAL BUSINESS SERVICES CHANGE MANAGEMENT STUDY 1The most significant challenges when implementing change project s are people oriented
Soft factors
Hard factors
92
72
70
65
55
38
36
33
19
Top management
sponsorship
Employee involvement
Honest and timely
communication
Corporate culture for
change
Change agents
Training programs
Performance measures
Organization structure
Incentives
FIGURE 3 WHAT MAKES CHANGE SUCCESSFULIBM GLOBAL BUSINESS SERVICES CHANGE MANAGEMENT STUDY 1Leadership employee engagement and open communication are prer equisites forsuccessful change
Soft factors
Hard factors
In a similar but separate study1 IBM Global Business Services showed similar findings (Figure 3) Both
research efforts showed that top executive sponsorship is the number one critical success factor to
succeed in large scale initiatives
In addition to the critical success factors for
change Prosci 23 also showed the key
obstacles to change they are
1 ineffective sponsorship from senior
leaders
2 employee resistance
3 poor support and alignment with middle
management
4 lack of change management resources
and planning
Again IBMrsquos findings (shown in Figure 4)
were similar These studies support the fact
that change management is not one personrsquos
role it is a shared accountability and
engagement As highlighted here top
executive sponsorship is crucial This
sponsorship is required throughout the
duration of an initiative It is not enough to
introduce or provide a short presentation at a
kick-off meeting and then only surface at the
end of the initiative It is critical that the
sponsor is visibly active and engaged for the
long run of the project with their teams and
employees
Change Management Models and Value
In the mid- 90s Dr Michael Hammer was the driving force behind leading the charge on corporate re-
engineering4 Hammer turned the business world upside down as he drove the concept of business
process transformation and organization change Dr Hammer recognized that if organizations are to
succeed in their quest of large scale transformation it required a deliberate focus and attention to the
human dimension and complexity of the change Over ten years later research continues to validate this
position This is shown in Figure 4 This data indicates that when the complexity of an initiative is not
understood it becomes a serious hurdle to the change implementation It is evident that change
complexity drives the need for appropriate resources however there is an additional human dimension to
this factor It is the potential emotional burnout associated with the implementation that could easily occur
This can also be linked to the lack of any tangible visible benefit generated during the implementation
Understanding the complexity and value of the sub-projects provides a method of phasing the project
such that incremental project benefits can be generated at predetermined intervals as the project is
Organization Change Revisited How to get plugged in
Shirley A Williams
Shirley Williams page 4 November 24 2008Principal Consultant William Pearl amp Associatesshirleywilliampearlcomcopy Copyright 2008 William Pearl amp Associates
Reinforcement to sustain the changeR
Ability to implement required skills andbehaviorsA
Knowledge of how to changeK
Desire to support and participate in the changeD
Awareness of the need for changeA
FIGURE 5 ADKAR MODEL3reg
Prosci
HR and Training
Managers andsupervisors
K
D
A
R
A
Project Team
Leadershipcoalition
Primary Sponsor
FIGURE 6 ADKAR MODEL AND CHANGE MANAGEMENT PLAYERS3reg
Prosci
SW recommended SW recommended
deployed throughout the duration of the endeavor When a project is phased in this manner it naturally
builds momentum and energizes the organization during the project implementation Furthermore as
successes are experienced it drives the conversion of skeptical stakeholders This is one tactic to reduce
resistance to a project Delivering small ldquopackets of valuerdquo throughout the implementation builds
confidence within the organization
Prosci has an excellent model to specifically manage
the change process3 The Prosci ADKAR model
provides a framework for understanding change at an
individual level and consequently provides a pragmatic
approach for organization change The ADKAR model
has five elements or objectives as shown in Figure 5
Awareness represents a personrsquos understanding of the
nature of the change including the internal and external
drivers that created the case for change This
incorporates the change vision and the ldquowhatrsquos in if for
merdquo Desire represents the willingness to support and
engage in the change Knowledge represents the information training and education necessary to know
how to change Ability represents the realization of the change Ability is turning knowledge into action
Reinforcement represents those internal and external factors to sustain the change The model stipulates
that you need to address all five components to manage the change process and ultimately to succeed
The model provides a methodology to help move people from their current state and transition them to
their future state The organization levers to enable these components are sponsorship communication
coaching training and resistance management The simplicity of the ADKAR model makes it a very
flexible tool that is readily scaleable to the scope of any change program Prosci also provides guidelines
on required change management roles (Figure 6) which includes the primary sponsor the change
leadership coalition managers supervisors Human
Resources Training and the project team Building on
these guidelines I would offer that the project team also
plays a role in Awareness and Desire in that they should
work closely with their functional team and leaders They
provide valuable information for the messaging and the
bridge for collaboration I like to think of these roles and
responsibilities as a Change Matrix with key stakeholders
having key accountabilities These stakeholders need to
be ldquoplugged-inrdquo and know their role in order to drive a
successful change
Summary
A Google search for ldquochange management modelsrdquo will provide over 9000 hits There is an ever growing
list of change management models to choose from I have personally used the above data and models
successfully when I have led change programs or initiatives In summary I would like to leave you with
Organization Change Revisited How to get plugged in
Shirley A Williams
Shirley Williams page 5 November 24 2008Principal Consultant William Pearl amp Associatesshirleywilliampearlcomcopy Copyright 2008 William Pearl amp Associates
these final points 1) Regardless of the change management model you use it is important that it is
planned very early in the program ideally during the strategy discussions If this is not feasible it should
be integrated very early in the planning stages of the initiative Integration is key to success 2) You must
marry the right tool with the right scope thus it is important to assess the change complexity early in the
initiative 3) As the above research showed it is critical to have an engaged and visible primary sponsor
4) Use simple language to articulate the change vision and business drivers 5) You should also remember
people implement what they believe they have created So as well as having an excellent communication
plan it is advantageous to facilitate some level of stakeholder involvement 6) There is significant
advantage to phasing an initiative to deliver incremental value and excitement throughout the duration of
the program 7) An integrated comprehensive change management program will significantly increase the
chances of success to deliver value of that new business and organization reality
References
1 Making Change Work IBM Business Consulting Services Hans Henrik Jogensen Lawrence Owen
and Andreas Neus 2008 (httpwww-935ibmcomservicesusindexwssibvstudygbsa1030541cntxt=a1005266 )
2 Best Practices in Change Management Prosci Benchmarking Report Time Creasey and Jeff Hiatt
2007 (httpwwwchange managementcombest-practices-reporthtm )
3 ADKAR A Model for Change in Business Government and Our Community Jeffrey Hiatt 2006
4 The Reengineering the Corporation Michael Hammer and James Champy 1993
About the Author
Shirley Williams has more than 20 years experience in organization business change and project management
She has led numerous initiatives with a geographical scope that has included Canada US The South Americas
Europe and Australia Shirleyrsquos professional career spans Biotechnology Brand amp Generic Pharmaceuticals and
IBM Business Consulting Services She currently provides leadership in Strategy Organization Change and
Project Management as a Principal Consultant at William Pearl and is also the Vice-Chair for Toronto
BioPharmaPM Shirley is a certified practitioner and professional of Change (Prosci) and Project Management
(PMPPMI) She may be reached at shirleywilliampearlcom
Organization Change Revisited How to get plugged in
Shirley A Williams
Shirley Williams page 2 November 24 2008Principal Consultant William Pearl amp Associatesshirleywilliampearlcomcopy Copyright 2008 William Pearl amp Associates
EXPECT SUBSTANTIAL CHANGE
CHANGED SUCCESSFULLY IN THE PAST
EXPECT SUBSTANTIAL CHANGE
CHANGED SUCCESSFULLY IN THE PAST
2006
2008
8
22
CHANGE
GAP
CHANGE
GAP
65
57
83
61
FIGURE 2 THE CHANGE GAP
IBM GLOBAL BUSINESS SERVICES SURVEY OF CEOs 1
The gap between the expectation of change and an organizationrsquos history ofmanaging change is growing
failing to make tough decisions
failing to clarify and simplify objectives
forgetting that people support what they help create
neglecting the competition and business environment
using confusing terminology and language
failing to integrate planning at all levels of the organization
conducting ldquobusiness as usualrdquo after the ldquo strategic planning eventrdquo
Pitfalls are also related to the actual implementation namely
frequently changing priorities
inconsistent decisions and directions
an ineffective implementation process
poor project management
difficultly in building and keeping momentum
low commitment
failure to provide the needed resources
conflicts
politics
weak re-enforcement or consequences
With a closer inspection of these pitfalls you will note
that many are related to people and culture In an on-
going study1 with top CEOs regarding their
perspective on managing large scale change CEOs
shared their expectations (see Figure 2) This
research showed that there is a significant gap with
the rate of business change and the ability to actually
manage the change Furthermore this ldquochange gaprdquo
has widened three times over the last two years This
provides additional support to why there is a need for
business leaders to manage change effectively if they are to remain competitive However so few
initiatives include a comprehensive organization change strategy and management plan
Best Practices and Critical Success Factors in Change Management
Prosci is an independent research company who are well known for their extensive research on
organization change Their research spans ten years of study includes over 1000 organizations and 59
countries In their best practice study23 Prosci showed that the critical success factors for change
management are
1 active and visible executive sponsorship
2 a structured change management approach
3 the need and vision for change was widely communicated
4 dedicated change management resources
5 employee involvement
Organization Change Revisited How to get plugged in
Shirley A Williams
Shirley Williams page 3 November 24 2008Principal Consultant William Pearl amp Associatesshirleywilliampearlcomcopy Copyright 2008 William Pearl amp Associates
58
49
35
33
32
20
18
16
15
12
8
Change mindsets and attitudes
Corporate culture
Complexity underestimated
shortage of resources
Lack of mangement commitment
Lack of change know how
Lack of transparency
Lack of involved employees
Change of process
Change of IT systems
Technology barriers
FIGURE 4 MAJOR CHANGE CHALLENGESIBM GLOBAL BUSINESS SERVICES CHANGE MANAGEMENT STUDY 1The most significant challenges when implementing change project s are people oriented
Soft factors
Hard factors
92
72
70
65
55
38
36
33
19
Top management
sponsorship
Employee involvement
Honest and timely
communication
Corporate culture for
change
Change agents
Training programs
Performance measures
Organization structure
Incentives
FIGURE 3 WHAT MAKES CHANGE SUCCESSFULIBM GLOBAL BUSINESS SERVICES CHANGE MANAGEMENT STUDY 1Leadership employee engagement and open communication are prer equisites forsuccessful change
Soft factors
Hard factors
In a similar but separate study1 IBM Global Business Services showed similar findings (Figure 3) Both
research efforts showed that top executive sponsorship is the number one critical success factor to
succeed in large scale initiatives
In addition to the critical success factors for
change Prosci 23 also showed the key
obstacles to change they are
1 ineffective sponsorship from senior
leaders
2 employee resistance
3 poor support and alignment with middle
management
4 lack of change management resources
and planning
Again IBMrsquos findings (shown in Figure 4)
were similar These studies support the fact
that change management is not one personrsquos
role it is a shared accountability and
engagement As highlighted here top
executive sponsorship is crucial This
sponsorship is required throughout the
duration of an initiative It is not enough to
introduce or provide a short presentation at a
kick-off meeting and then only surface at the
end of the initiative It is critical that the
sponsor is visibly active and engaged for the
long run of the project with their teams and
employees
Change Management Models and Value
In the mid- 90s Dr Michael Hammer was the driving force behind leading the charge on corporate re-
engineering4 Hammer turned the business world upside down as he drove the concept of business
process transformation and organization change Dr Hammer recognized that if organizations are to
succeed in their quest of large scale transformation it required a deliberate focus and attention to the
human dimension and complexity of the change Over ten years later research continues to validate this
position This is shown in Figure 4 This data indicates that when the complexity of an initiative is not
understood it becomes a serious hurdle to the change implementation It is evident that change
complexity drives the need for appropriate resources however there is an additional human dimension to
this factor It is the potential emotional burnout associated with the implementation that could easily occur
This can also be linked to the lack of any tangible visible benefit generated during the implementation
Understanding the complexity and value of the sub-projects provides a method of phasing the project
such that incremental project benefits can be generated at predetermined intervals as the project is
Organization Change Revisited How to get plugged in
Shirley A Williams
Shirley Williams page 4 November 24 2008Principal Consultant William Pearl amp Associatesshirleywilliampearlcomcopy Copyright 2008 William Pearl amp Associates
Reinforcement to sustain the changeR
Ability to implement required skills andbehaviorsA
Knowledge of how to changeK
Desire to support and participate in the changeD
Awareness of the need for changeA
FIGURE 5 ADKAR MODEL3reg
Prosci
HR and Training
Managers andsupervisors
K
D
A
R
A
Project Team
Leadershipcoalition
Primary Sponsor
FIGURE 6 ADKAR MODEL AND CHANGE MANAGEMENT PLAYERS3reg
Prosci
SW recommended SW recommended
deployed throughout the duration of the endeavor When a project is phased in this manner it naturally
builds momentum and energizes the organization during the project implementation Furthermore as
successes are experienced it drives the conversion of skeptical stakeholders This is one tactic to reduce
resistance to a project Delivering small ldquopackets of valuerdquo throughout the implementation builds
confidence within the organization
Prosci has an excellent model to specifically manage
the change process3 The Prosci ADKAR model
provides a framework for understanding change at an
individual level and consequently provides a pragmatic
approach for organization change The ADKAR model
has five elements or objectives as shown in Figure 5
Awareness represents a personrsquos understanding of the
nature of the change including the internal and external
drivers that created the case for change This
incorporates the change vision and the ldquowhatrsquos in if for
merdquo Desire represents the willingness to support and
engage in the change Knowledge represents the information training and education necessary to know
how to change Ability represents the realization of the change Ability is turning knowledge into action
Reinforcement represents those internal and external factors to sustain the change The model stipulates
that you need to address all five components to manage the change process and ultimately to succeed
The model provides a methodology to help move people from their current state and transition them to
their future state The organization levers to enable these components are sponsorship communication
coaching training and resistance management The simplicity of the ADKAR model makes it a very
flexible tool that is readily scaleable to the scope of any change program Prosci also provides guidelines
on required change management roles (Figure 6) which includes the primary sponsor the change
leadership coalition managers supervisors Human
Resources Training and the project team Building on
these guidelines I would offer that the project team also
plays a role in Awareness and Desire in that they should
work closely with their functional team and leaders They
provide valuable information for the messaging and the
bridge for collaboration I like to think of these roles and
responsibilities as a Change Matrix with key stakeholders
having key accountabilities These stakeholders need to
be ldquoplugged-inrdquo and know their role in order to drive a
successful change
Summary
A Google search for ldquochange management modelsrdquo will provide over 9000 hits There is an ever growing
list of change management models to choose from I have personally used the above data and models
successfully when I have led change programs or initiatives In summary I would like to leave you with
Organization Change Revisited How to get plugged in
Shirley A Williams
Shirley Williams page 5 November 24 2008Principal Consultant William Pearl amp Associatesshirleywilliampearlcomcopy Copyright 2008 William Pearl amp Associates
these final points 1) Regardless of the change management model you use it is important that it is
planned very early in the program ideally during the strategy discussions If this is not feasible it should
be integrated very early in the planning stages of the initiative Integration is key to success 2) You must
marry the right tool with the right scope thus it is important to assess the change complexity early in the
initiative 3) As the above research showed it is critical to have an engaged and visible primary sponsor
4) Use simple language to articulate the change vision and business drivers 5) You should also remember
people implement what they believe they have created So as well as having an excellent communication
plan it is advantageous to facilitate some level of stakeholder involvement 6) There is significant
advantage to phasing an initiative to deliver incremental value and excitement throughout the duration of
the program 7) An integrated comprehensive change management program will significantly increase the
chances of success to deliver value of that new business and organization reality
References
1 Making Change Work IBM Business Consulting Services Hans Henrik Jogensen Lawrence Owen
and Andreas Neus 2008 (httpwww-935ibmcomservicesusindexwssibvstudygbsa1030541cntxt=a1005266 )
2 Best Practices in Change Management Prosci Benchmarking Report Time Creasey and Jeff Hiatt
2007 (httpwwwchange managementcombest-practices-reporthtm )
3 ADKAR A Model for Change in Business Government and Our Community Jeffrey Hiatt 2006
4 The Reengineering the Corporation Michael Hammer and James Champy 1993
About the Author
Shirley Williams has more than 20 years experience in organization business change and project management
She has led numerous initiatives with a geographical scope that has included Canada US The South Americas
Europe and Australia Shirleyrsquos professional career spans Biotechnology Brand amp Generic Pharmaceuticals and
IBM Business Consulting Services She currently provides leadership in Strategy Organization Change and
Project Management as a Principal Consultant at William Pearl and is also the Vice-Chair for Toronto
BioPharmaPM Shirley is a certified practitioner and professional of Change (Prosci) and Project Management
(PMPPMI) She may be reached at shirleywilliampearlcom
Organization Change Revisited How to get plugged in
Shirley A Williams
Shirley Williams page 3 November 24 2008Principal Consultant William Pearl amp Associatesshirleywilliampearlcomcopy Copyright 2008 William Pearl amp Associates
58
49
35
33
32
20
18
16
15
12
8
Change mindsets and attitudes
Corporate culture
Complexity underestimated
shortage of resources
Lack of mangement commitment
Lack of change know how
Lack of transparency
Lack of involved employees
Change of process
Change of IT systems
Technology barriers
FIGURE 4 MAJOR CHANGE CHALLENGESIBM GLOBAL BUSINESS SERVICES CHANGE MANAGEMENT STUDY 1The most significant challenges when implementing change project s are people oriented
Soft factors
Hard factors
92
72
70
65
55
38
36
33
19
Top management
sponsorship
Employee involvement
Honest and timely
communication
Corporate culture for
change
Change agents
Training programs
Performance measures
Organization structure
Incentives
FIGURE 3 WHAT MAKES CHANGE SUCCESSFULIBM GLOBAL BUSINESS SERVICES CHANGE MANAGEMENT STUDY 1Leadership employee engagement and open communication are prer equisites forsuccessful change
Soft factors
Hard factors
In a similar but separate study1 IBM Global Business Services showed similar findings (Figure 3) Both
research efforts showed that top executive sponsorship is the number one critical success factor to
succeed in large scale initiatives
In addition to the critical success factors for
change Prosci 23 also showed the key
obstacles to change they are
1 ineffective sponsorship from senior
leaders
2 employee resistance
3 poor support and alignment with middle
management
4 lack of change management resources
and planning
Again IBMrsquos findings (shown in Figure 4)
were similar These studies support the fact
that change management is not one personrsquos
role it is a shared accountability and
engagement As highlighted here top
executive sponsorship is crucial This
sponsorship is required throughout the
duration of an initiative It is not enough to
introduce or provide a short presentation at a
kick-off meeting and then only surface at the
end of the initiative It is critical that the
sponsor is visibly active and engaged for the
long run of the project with their teams and
employees
Change Management Models and Value
In the mid- 90s Dr Michael Hammer was the driving force behind leading the charge on corporate re-
engineering4 Hammer turned the business world upside down as he drove the concept of business
process transformation and organization change Dr Hammer recognized that if organizations are to
succeed in their quest of large scale transformation it required a deliberate focus and attention to the
human dimension and complexity of the change Over ten years later research continues to validate this
position This is shown in Figure 4 This data indicates that when the complexity of an initiative is not
understood it becomes a serious hurdle to the change implementation It is evident that change
complexity drives the need for appropriate resources however there is an additional human dimension to
this factor It is the potential emotional burnout associated with the implementation that could easily occur
This can also be linked to the lack of any tangible visible benefit generated during the implementation
Understanding the complexity and value of the sub-projects provides a method of phasing the project
such that incremental project benefits can be generated at predetermined intervals as the project is
Organization Change Revisited How to get plugged in
Shirley A Williams
Shirley Williams page 4 November 24 2008Principal Consultant William Pearl amp Associatesshirleywilliampearlcomcopy Copyright 2008 William Pearl amp Associates
Reinforcement to sustain the changeR
Ability to implement required skills andbehaviorsA
Knowledge of how to changeK
Desire to support and participate in the changeD
Awareness of the need for changeA
FIGURE 5 ADKAR MODEL3reg
Prosci
HR and Training
Managers andsupervisors
K
D
A
R
A
Project Team
Leadershipcoalition
Primary Sponsor
FIGURE 6 ADKAR MODEL AND CHANGE MANAGEMENT PLAYERS3reg
Prosci
SW recommended SW recommended
deployed throughout the duration of the endeavor When a project is phased in this manner it naturally
builds momentum and energizes the organization during the project implementation Furthermore as
successes are experienced it drives the conversion of skeptical stakeholders This is one tactic to reduce
resistance to a project Delivering small ldquopackets of valuerdquo throughout the implementation builds
confidence within the organization
Prosci has an excellent model to specifically manage
the change process3 The Prosci ADKAR model
provides a framework for understanding change at an
individual level and consequently provides a pragmatic
approach for organization change The ADKAR model
has five elements or objectives as shown in Figure 5
Awareness represents a personrsquos understanding of the
nature of the change including the internal and external
drivers that created the case for change This
incorporates the change vision and the ldquowhatrsquos in if for
merdquo Desire represents the willingness to support and
engage in the change Knowledge represents the information training and education necessary to know
how to change Ability represents the realization of the change Ability is turning knowledge into action
Reinforcement represents those internal and external factors to sustain the change The model stipulates
that you need to address all five components to manage the change process and ultimately to succeed
The model provides a methodology to help move people from their current state and transition them to
their future state The organization levers to enable these components are sponsorship communication
coaching training and resistance management The simplicity of the ADKAR model makes it a very
flexible tool that is readily scaleable to the scope of any change program Prosci also provides guidelines
on required change management roles (Figure 6) which includes the primary sponsor the change
leadership coalition managers supervisors Human
Resources Training and the project team Building on
these guidelines I would offer that the project team also
plays a role in Awareness and Desire in that they should
work closely with their functional team and leaders They
provide valuable information for the messaging and the
bridge for collaboration I like to think of these roles and
responsibilities as a Change Matrix with key stakeholders
having key accountabilities These stakeholders need to
be ldquoplugged-inrdquo and know their role in order to drive a
successful change
Summary
A Google search for ldquochange management modelsrdquo will provide over 9000 hits There is an ever growing
list of change management models to choose from I have personally used the above data and models
successfully when I have led change programs or initiatives In summary I would like to leave you with
Organization Change Revisited How to get plugged in
Shirley A Williams
Shirley Williams page 5 November 24 2008Principal Consultant William Pearl amp Associatesshirleywilliampearlcomcopy Copyright 2008 William Pearl amp Associates
these final points 1) Regardless of the change management model you use it is important that it is
planned very early in the program ideally during the strategy discussions If this is not feasible it should
be integrated very early in the planning stages of the initiative Integration is key to success 2) You must
marry the right tool with the right scope thus it is important to assess the change complexity early in the
initiative 3) As the above research showed it is critical to have an engaged and visible primary sponsor
4) Use simple language to articulate the change vision and business drivers 5) You should also remember
people implement what they believe they have created So as well as having an excellent communication
plan it is advantageous to facilitate some level of stakeholder involvement 6) There is significant
advantage to phasing an initiative to deliver incremental value and excitement throughout the duration of
the program 7) An integrated comprehensive change management program will significantly increase the
chances of success to deliver value of that new business and organization reality
References
1 Making Change Work IBM Business Consulting Services Hans Henrik Jogensen Lawrence Owen
and Andreas Neus 2008 (httpwww-935ibmcomservicesusindexwssibvstudygbsa1030541cntxt=a1005266 )
2 Best Practices in Change Management Prosci Benchmarking Report Time Creasey and Jeff Hiatt
2007 (httpwwwchange managementcombest-practices-reporthtm )
3 ADKAR A Model for Change in Business Government and Our Community Jeffrey Hiatt 2006
4 The Reengineering the Corporation Michael Hammer and James Champy 1993
About the Author
Shirley Williams has more than 20 years experience in organization business change and project management
She has led numerous initiatives with a geographical scope that has included Canada US The South Americas
Europe and Australia Shirleyrsquos professional career spans Biotechnology Brand amp Generic Pharmaceuticals and
IBM Business Consulting Services She currently provides leadership in Strategy Organization Change and
Project Management as a Principal Consultant at William Pearl and is also the Vice-Chair for Toronto
BioPharmaPM Shirley is a certified practitioner and professional of Change (Prosci) and Project Management
(PMPPMI) She may be reached at shirleywilliampearlcom
Organization Change Revisited How to get plugged in
Shirley A Williams
Shirley Williams page 4 November 24 2008Principal Consultant William Pearl amp Associatesshirleywilliampearlcomcopy Copyright 2008 William Pearl amp Associates
Reinforcement to sustain the changeR
Ability to implement required skills andbehaviorsA
Knowledge of how to changeK
Desire to support and participate in the changeD
Awareness of the need for changeA
FIGURE 5 ADKAR MODEL3reg
Prosci
HR and Training
Managers andsupervisors
K
D
A
R
A
Project Team
Leadershipcoalition
Primary Sponsor
FIGURE 6 ADKAR MODEL AND CHANGE MANAGEMENT PLAYERS3reg
Prosci
SW recommended SW recommended
deployed throughout the duration of the endeavor When a project is phased in this manner it naturally
builds momentum and energizes the organization during the project implementation Furthermore as
successes are experienced it drives the conversion of skeptical stakeholders This is one tactic to reduce
resistance to a project Delivering small ldquopackets of valuerdquo throughout the implementation builds
confidence within the organization
Prosci has an excellent model to specifically manage
the change process3 The Prosci ADKAR model
provides a framework for understanding change at an
individual level and consequently provides a pragmatic
approach for organization change The ADKAR model
has five elements or objectives as shown in Figure 5
Awareness represents a personrsquos understanding of the
nature of the change including the internal and external
drivers that created the case for change This
incorporates the change vision and the ldquowhatrsquos in if for
merdquo Desire represents the willingness to support and
engage in the change Knowledge represents the information training and education necessary to know
how to change Ability represents the realization of the change Ability is turning knowledge into action
Reinforcement represents those internal and external factors to sustain the change The model stipulates
that you need to address all five components to manage the change process and ultimately to succeed
The model provides a methodology to help move people from their current state and transition them to
their future state The organization levers to enable these components are sponsorship communication
coaching training and resistance management The simplicity of the ADKAR model makes it a very
flexible tool that is readily scaleable to the scope of any change program Prosci also provides guidelines
on required change management roles (Figure 6) which includes the primary sponsor the change
leadership coalition managers supervisors Human
Resources Training and the project team Building on
these guidelines I would offer that the project team also
plays a role in Awareness and Desire in that they should
work closely with their functional team and leaders They
provide valuable information for the messaging and the
bridge for collaboration I like to think of these roles and
responsibilities as a Change Matrix with key stakeholders
having key accountabilities These stakeholders need to
be ldquoplugged-inrdquo and know their role in order to drive a
successful change
Summary
A Google search for ldquochange management modelsrdquo will provide over 9000 hits There is an ever growing
list of change management models to choose from I have personally used the above data and models
successfully when I have led change programs or initiatives In summary I would like to leave you with
Organization Change Revisited How to get plugged in
Shirley A Williams
Shirley Williams page 5 November 24 2008Principal Consultant William Pearl amp Associatesshirleywilliampearlcomcopy Copyright 2008 William Pearl amp Associates
these final points 1) Regardless of the change management model you use it is important that it is
planned very early in the program ideally during the strategy discussions If this is not feasible it should
be integrated very early in the planning stages of the initiative Integration is key to success 2) You must
marry the right tool with the right scope thus it is important to assess the change complexity early in the
initiative 3) As the above research showed it is critical to have an engaged and visible primary sponsor
4) Use simple language to articulate the change vision and business drivers 5) You should also remember
people implement what they believe they have created So as well as having an excellent communication
plan it is advantageous to facilitate some level of stakeholder involvement 6) There is significant
advantage to phasing an initiative to deliver incremental value and excitement throughout the duration of
the program 7) An integrated comprehensive change management program will significantly increase the
chances of success to deliver value of that new business and organization reality
References
1 Making Change Work IBM Business Consulting Services Hans Henrik Jogensen Lawrence Owen
and Andreas Neus 2008 (httpwww-935ibmcomservicesusindexwssibvstudygbsa1030541cntxt=a1005266 )
2 Best Practices in Change Management Prosci Benchmarking Report Time Creasey and Jeff Hiatt
2007 (httpwwwchange managementcombest-practices-reporthtm )
3 ADKAR A Model for Change in Business Government and Our Community Jeffrey Hiatt 2006
4 The Reengineering the Corporation Michael Hammer and James Champy 1993
About the Author
Shirley Williams has more than 20 years experience in organization business change and project management
She has led numerous initiatives with a geographical scope that has included Canada US The South Americas
Europe and Australia Shirleyrsquos professional career spans Biotechnology Brand amp Generic Pharmaceuticals and
IBM Business Consulting Services She currently provides leadership in Strategy Organization Change and
Project Management as a Principal Consultant at William Pearl and is also the Vice-Chair for Toronto
BioPharmaPM Shirley is a certified practitioner and professional of Change (Prosci) and Project Management
(PMPPMI) She may be reached at shirleywilliampearlcom
Organization Change Revisited How to get plugged in
Shirley A Williams
Shirley Williams page 5 November 24 2008Principal Consultant William Pearl amp Associatesshirleywilliampearlcomcopy Copyright 2008 William Pearl amp Associates
these final points 1) Regardless of the change management model you use it is important that it is
planned very early in the program ideally during the strategy discussions If this is not feasible it should
be integrated very early in the planning stages of the initiative Integration is key to success 2) You must
marry the right tool with the right scope thus it is important to assess the change complexity early in the
initiative 3) As the above research showed it is critical to have an engaged and visible primary sponsor
4) Use simple language to articulate the change vision and business drivers 5) You should also remember
people implement what they believe they have created So as well as having an excellent communication
plan it is advantageous to facilitate some level of stakeholder involvement 6) There is significant
advantage to phasing an initiative to deliver incremental value and excitement throughout the duration of
the program 7) An integrated comprehensive change management program will significantly increase the
chances of success to deliver value of that new business and organization reality
References
1 Making Change Work IBM Business Consulting Services Hans Henrik Jogensen Lawrence Owen
and Andreas Neus 2008 (httpwww-935ibmcomservicesusindexwssibvstudygbsa1030541cntxt=a1005266 )
2 Best Practices in Change Management Prosci Benchmarking Report Time Creasey and Jeff Hiatt
2007 (httpwwwchange managementcombest-practices-reporthtm )
3 ADKAR A Model for Change in Business Government and Our Community Jeffrey Hiatt 2006
4 The Reengineering the Corporation Michael Hammer and James Champy 1993
About the Author
Shirley Williams has more than 20 years experience in organization business change and project management
She has led numerous initiatives with a geographical scope that has included Canada US The South Americas
Europe and Australia Shirleyrsquos professional career spans Biotechnology Brand amp Generic Pharmaceuticals and
IBM Business Consulting Services She currently provides leadership in Strategy Organization Change and
Project Management as a Principal Consultant at William Pearl and is also the Vice-Chair for Toronto
BioPharmaPM Shirley is a certified practitioner and professional of Change (Prosci) and Project Management
(PMPPMI) She may be reached at shirleywilliampearlcom