Change Acceleration Process Enabling Effective Change in GE-Carpenter and Love

GE Capital

CHANGE ACCELERATION PROCESS (CAP):

Enabling effective change in GE

Copyright © 2013 General Electric Capital Corporation. All rights reserved. This publication provides general information and should not be used or taken as business, financial, tax, accounting, legal or other advice, or relied upon in substitution for the exercise of your independent judgment. For your specific situation or where otherwise required, expert advice should be sought. The views expressed in these articles reflect those of the authors and contributors and not necessarily the views of General Electric Capital Corporation.

Keven Carpenter Bobby Love June 7, 2013

These materials may not be reproduced or distributed without first obtaining approval from General Electric Capital Corporation. All information contained herein is proprietary. ©2013 General Electric Capital Corporation. All rights reserved.

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Introductions

Keven Carpenter Chief Quality Officer GE Capital, Americas

Bobby Love Quality Leader GE Capital, Americas


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Objectives

• To introduce or amplify your understanding of the CAP Model, Concepts, Tools and Techniques

• Begin the dialogue of where you can utilize these tools within your role

• Walk away with some completed CAP tools for a problem you are currently facing or will face in the future

“The human mind treats a new idea the same way the body treats a strange protein … it rejects it.”

- Immunologist P.B. Medawar


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Change Acceleration Process (CAP): Increase success and accelerate change

Strategy & Growth: IB’s, CECOR, Lean, Customer Centric, Execution

Work-Out / Town Meetings: Empowerment, action – Expert-Driven Decision-Making, Action Work-Outs, Customized Work-Outs

Productivity / Best Practices: Benchmarking External Organizations, Sharing Best Practices

Process Improvement: Process-mapping, re-engineering, Bullet Train Approach

Key Strategic Initiatives: QMI**, NPI**, OTR**, SP**, Productivity, Globalization

Make Customers Winners: GE Tool-Kit

Six Sigma Quality: Productivity, Span, Data-Driven Decision-Making

Digitization: Sell, Buy, Make using Technological Tools

ACFC (At the Customer For the Customer): Faster, Better, Closer to the Customer

Imagination at Work: Imagine, Solve, Build, Lead

**New Product Introduction, Quick Market Intelligence, Order to Remittance, Supplier Partnership

1989

GE’s change culture • Using change as a strategic and

competitive advantage

• Optimizing change effectiveness

• Building a culture that drives change

1992

1996

1998

2000

2003

2004

Lean Six Sigma Speed & Quality

2005

SimpLean* Engagement 2011

*Trademark of General Electric Company

Leveraging

employee base

Formal

program

Engaging

employees


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GE’s change research

100% of all changes evaluated as “successful” had a good

technical solution or approach

Over 98% of all changes evaluated as “unsuccessful” also had a

good technical solution or approach

What is the differentiating factor between

success and failure?


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From your change experiences

Elements that distinguish successful from unsuccessful change:

____________________________

____________________________

____________________________

____________________________

____________________________

____________________________

____________________________


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Technical Strategy

People Strategy

(cultural acceptance)

Sustained Change

(effectiveness ratio)

Effective change equation

Q x A = E Q = Qualitative / technical solution

A = Acceptance, engagement, commitment

E = Overall effectiveness


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CAP focuses on the “A”… Acceptance

“The most important thing in communication is to hear what isn't being said.” – Peter Drucker

Change initiative

focused on

customer needs

(target)

Effective

leadership


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CAP: The basics

• Provides a ‘Pilot’s Checklist’ for change leadership

• A model for change leadership and employee engagement

• Flexible non-linear methods used throughout a change process

• A strategy and tools to influence actions and commitment of

others through team dialog and action

A

B C


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The GE CAP model

CURRENT STATE FUTURE STATE

Systems and Structures

Leading change

TRANSITION STATE

Monitoring Progress

Mobilizing Commitment

Shaping a Vision

Creating a Shared Need

Making Change Last


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CAP: A model for change

Leading change Having a sponsor / champion and team members who demonstrate visible,

active, public commitment and support of the change.

Creating a shared

need

The reason to change, whether driven by threat or opportunity, is instilled within

the organization and widely shared through data, demonstration or demand.

The need for change must exceed its resistance.

Shaping a vision The desired outcome of change is clear, legitimate, widely understood and

shared; the vision is shaped in behavioral terms.

Mobilizing

commitment

There is a strong commitment from constituents to invest in the change, make it

work, and demand and receive management attention; Constituents agree to

change their own actions and behaviors to support the change.

Making change last Once change is started, it endures, and learning's are transferred throughout the

organization. Change is integrated with other key initiatives; early wins are

encouraged to build momentum for the change.

Monitoring progress Progress is real; benchmarks set and realized; indicators established to

guarantee accountability.

Changing systems

and structures

Making sure that the management practices (staffing, development, rewards,

measures, communication, organizational design and information technology

systems) are used to complement and reinforce change


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When we use CAP

• Project has strategic / critical importance

• Competing corporate priorities

• Yields significant, measurable pay-off

• Brings together resources from multiple functions / perspectives.

• When significant progress is needed within a short time period

ASK YOURSELF:

• How can we accelerate the planning for…

• How can we accelerate the implementation of...

What project can YOU use CAP tools for right now?


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When to apply CAP to drive change effectiveness

Building acceptance of …


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Setting up for success Off to a “good start”

• A "good start" is essential to long-term success

• Even straightforward projects must be "scoped" to ensure attention is focused on essential elements & deliverables

• Effective teams are formed through deliberate actions, starting with clarification of roles, responsibilities and expectations.


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Goals

Roles

Processes

Interpersonal

Tro

ub

les

ho

otin

g

Pla

nn

ing

• Team is clear about key results and short/intermediate/long range goals

• Team is clear about who should be on the team and which responsibilities should be assigned to which members

• Team has a shared understanding of how they will work together

• Ground rules

• CAP Tools

• Project Plan, Measures, Milestones

Time invested up-front pays rich rewards downstream

The GRPI Model


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The GRPI Model template 0 1 2 3 4 5 6 7 8 9 10

G (Goals)

Purpose & Outcomes

We understand and agree on our project mission and

the desired outcome (vision)

Customer & Needs

We know who the project stakeholders are, what they

require, and why this project is really needed.

Goals & Deliverables

We have identified specific, measurable & prioritized

project goals & deliverables linked to our business goals.

Project Scope Definition

We understand/agree on what is in/out of our project

scope & tasks. The project scope is “set.”

R (Roles)

Roles & Responsibilities

We have defined & agreed on our roles, responsibilities, required skills & resources for

the project team.

Authority & Autonomy

Our team is clear on the degree of authority/

empowerment we have to meet our project mission.

P (Processes)

Critical Success Factors

We know & are focusing on the key factors needed to

meet the project goals & mission

Plans & Activities

We have an effective game plan to follow that includes the right tasks; clearly

defined/assigned.

Monitoring & Measures

We have an effective monitoring process & specific

metrics linked to progress & goals.

Schedule/Milestones

We have defined our project schedule and know what the key phases & milestones are.

I (Interpersonal)

Team “Operating Agreement”

We have shared expectations, agreed & followed

guidelines for how our team works together.

Interpersonal/Team

We have the necessary relationships, trust, openness,

participation & behaviors for a healthy & productive

Low High


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Critical roles in the CAP process Sponsor or

Champion

• Sets direction/ deliverables / expected results.

• Assigns resources and removes barriers required

for success.

• Supports the team through the continual interface

with the team leader.

Team Leader • Accountable for team’s results.

• Drives towards objectives.

Team

Member(s)

• Empowered to make decisions.

• Responsible for implementing actions.

• Based on complementary expertise and skills, not

availability.

CAP Coach/

Facilitator

• Process expert and consultant for the team.


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Project team composition • Involve key stakeholders plus individuals who can contribute to

and are necessary for the completion of the project.

• Represent a "diagonal" slice of the organization.

• Be based on complementary expertise and skills, not on availability.

• Involve people willing to make the investment necessary to participate fully in the Change Project.

CAP team members serve as role models

and are leaders of change


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Team charter checklist Key result areas: • What results are essential?

• What are the milestones and measures?

Boundaries: • Who should we involve/consult with?

• What outside approvals are needed?

• What isn’t in our scope of work (though others might think it is)?

• Can we act independently?

Roles and responsibilities: • Reporting relationship to Team Sponsor?

• Team Members Roles & Responsibilities?

• Team Leader Responsibilities?

• Time Keeper, Record Keeper, Facilitator, etc., during meetings?

Guiding principles: • What team behaviors are essential to

creating effective team environment?

Operating agreements: • How will we make decisions; resolve

conflicts?

• What are acceptable / unacceptable levels of involvement?

• How often and how long will we meet as a team?


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Project selection criteria • Project has strategic and critical importance

(A need-to-do, not a nice-to-do).

• Yields a significant, measurable pay-off.

• Brings together resources from multiple functions with multiple perspectives.

• Project parameters defined to allow for significant progress within cap program time period.

Employees are motivated when …

• they feel they have the ability to complete the task

• it is important to the business

• their contribution is recognized.


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In the Frame / Out of the Frame Flip Charts

Draw a large square "picture frame" on a flip chart (or use tape on a wall) and use this metaphor to help the team identify what falls inside the picture of their project and what falls out. This may be in terms of type and extent of end results, people impacted, time frame, product lines, sites, etc.

15-Word Flip Chart

Each team member is given a flip chart page and marker. They must write, in 15 words or less, the project definition. Post all and check for agreement. Double check all fuzzy words by circling them and asking "What does it look like?" or "How will we know it when we have it?".

Project scoping tools In and out of the frame Used for:

• Creating a visual picture of the elements in “Scope” (frame) and out of “Scope” for the project

15-Word Flip Chart Used for:

• Developing a Project

• Definition Statement


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In and out of the frame Help the team to brainstorm the impacts, resources, or results that may or may not be included in the scope of their project. Use a large “picture frame” to discuss and distinguish those items that the team agrees will be in or out of scope.

Consider:

• Which people

• Extent of impact

• Timing

• Product lines

• Functions

• Sites, etc.


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Project

Definition

Project

Definition

Project

Definition

15-Word flipchart: Alignment On flip-chart paper team members write, in 15 words or less, the project definition. Post all and check for agreement. Double check ‘fuzzy’ words by circling and asking "What does it look like?" or "How will we know it when we have it?” Pick out and use any key words to form a common definition statement that reflects the teams work.

Try It Out!


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Assessment To what extent …

• Do all parties understand and agree what is and isn’t in the “project scope of work? Why project is critical to do?

• Have the Champion, Team Leader and Coach “contracted” with one another regarding roles, responsibilities and expectations?

• Are the Champion’s expectations of milestones, timeframes and key deliverables known to all members of team?

• Has the group of people assigned to complete the project begun to come together as a “team?”


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Leading change



Leading change

TRANSITION STATE

Monitoring Progress


Shaping a Vision


Making Change Last


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What is the outcome? • Visible, active and public commitment/support.

• Willingness to take personal initiative and challenge the status quo.

• High levels of attention to the project through the time, passion and focus given to the project by leaders at all levels.

• Leaders actively modeling CAP concepts, language and tools.

Successful change initiatives require strong, committed

leadership throughout the entire project life-cycle


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Key mindsets for change leaders

• Change is life (that which lives… changes/adapts)

• In all change there is some loss (letting go…)

• Resistance is normal, natural, and necessary

• Resistance is directly proportional to investment in the past or current state

• Resistance increases with pressure

• Pressure yields compliance, not commitment

• Investment and participation yield commitment

• All change is choice … individual choice

• Each individual must find their own way/journey


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1. Identify 4-5 things you feel very strongly about (at home or work).

2. Check your calendar for the last 2-3 months to see what % of your time is spent on those things you say are important to you

Change Acceleration Process Self-Assessment

1 2 3 4

5

1 2 3 4

5

1 2 3 4

5

1 2 3 4

5

1 2 3 4

5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

Leads change

Creates a shared need

Shapes a vision

Mobilizes commitment

Makes change last

Monitors progress

Changes systems & structures

Leadership assessment tools Calendar Test (Time Audit) Used for:

• Stimulating thinking and team discussion about the degree of attention and commitment change leaders are modeling.

CAP Self-Assessment Used for:

• Assessing current capacity to show specific competencies in each of the seven core CAP processes.


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Leading change

Effective change leadership must build rapidly and be sustained over the entire change initiative

Effective Change Leaders Pitfalls to Avoid

• Consistently lead by example

• Demonstrate the ability to make

the tough decisions

• Clarify roles & responsibilities for

accomplishing change

• Pay attention to change (focus +

time + passion)

• Demonstrate personal competencies

across the 7 core CAP processes

• Fail to engage in leadership

behaviors necessary for change

• Leaders are transferred too

quickly before change has

occurred

• Shift to other goals before

completing the change

(“Flavor of the Month”)

• Try to do it all alone without

involving others

• Allow the change process to be

diluted by other priorities


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Creating a shared need



Leading change

TRANSITION STATE

Monitoring Progress


Shaping a Vision


Making Change Last


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What is the outcome? • Awareness of the dissatisfaction with the current state.

• A shared recognition, by both the team and key stakeholders, of the need and logic for change.

• High levels of attention to the project through the time, passion and focus given to the project by leaders at all levels.

• Leaders actively modeling CAP concepts, language and tools.

Creating a shared need produces the ‘urgency’ to

build momentum for acceptance of the change

initiative


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Creating a shared need tools

Threat / Opportunity Matrix

Used for:

• Framing the need for change as a combination of threat and opportunity over the short and long term

Three D’s Matrix

Used for:

• Building your case for change with evidence using data, demonstration & demand

• Answers the question: “Can I prove it?”


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Short

Term

Long

Term

Threat (if we don’t make this change)

Opportunity (if we do make this change)

Threat/Opportunity Matrix: Motivation


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3 D’s Matrix: Communicating need

Types of proof Have now: Need to get:

Data/ Facts: • Numbers / Trends / Statistics

• Graphs / Financials

• Benchmark / Competitive data

H

___________________

L

H

___________________

L

Demonstrate: • Best Practices

• Visiting other Organizations /

Panels / Pilots / Testimonials

H

___________________

L

H

___________________

L

Demand: • Dynamic Leadership (Setting

High Standards/ Accountability)

• Customers / Suppliers /

Competition (Int. / Ext.)

H

___________________

L

H

___________________

L


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Creating a shared need

Creating a shared need involves framing the need to appeal to the interests of key stakeholders

Successful When Pitfalls to Avoid

• Understand who the key

stakeholders are (internal and

external) affected by this initiative

• Each team member is essentially

delivering the same “message”

regarding the need for change

• We have framed the need for

changed to reflect the concerns of

all stakeholders involved

• We help others increase their

sense of the need for change

• Assume the need for change

is obvious

• Fail to frame the need for change

in a meaningful way

• Assume that when others fail to

appreciate the need for change

that it’s “their” problem

• Underestimate the resistance

to change

Shaping a vision



Leading change

TRANSITION STATE

Monitoring Progress


Shaping a Vision


Making Change Last


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What is the outcome? • A clear statement about the outcomes of the change

• A view of the future state that is:

– Customer focused

– Not just one person’s dream

– Challenging

– Evolving, not static

– Behavioral and actionable

– Easy to understand

Visions provide direction and motivation for change


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1. Individually jot down key phrases that capture the essence of why the team exists.

2. Collect and collate into vision statement.

3. "Test" on customers, vendors, employees.

4. Modify as necessary.

1. Imagine a point in the future when the project has been very successful.

2. Find words to describe what you would see, hear, feel as you observe key stakeholders functioning in the new, changed state.

3. Collate, debate, reach consensus on your vision statement, "test" on others and modify

Shared visions come from collective efforts that reflect individual perspectives

Shaping a vision tools Key Phrases Exercise

Used for:

• Involving all team members and capturing individual perspectives

Backward Imaging Exercise

Used for:

• Helping team members think about the future they are working to create


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Focusing vision on behaviors Bull's Eye Chart Exercise

Used for:

• Developing a Vision that is stated in actionable, behavioral terms

More of/Less of Exercise

Used for:

• Clarifying what the team expects from the new state in behavioral terms

Vision _________________________

Behaviors

More of Less of

• •

• •

• •

• •

• •

Vision

Mindset

Behavior

Making a Vision Actionable

Stating the vision in actionable, behavioral terms helps the team gain commitment and identify sources of resistance


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Elevator speech worksheet: Shaping a vision 1. A “reality check” to ensure that team members see the project

the same way.

2. To ensure that the team members spread a unified consistent message. "Here's what our project is about…” (Charter, Project Definition Tools)

"Here's why it's important to do…” (Shared Need Tools)

"Here's what success will look like …” (Shaping a Vision Tools + Milestones)

"Here's what we need from you…” (Responsibilities, Commitments, Project Plans)

"Here's what you can count on from me …” (Commitments, Action, Follow-up)

(Output may change by stakeholder – one size does not fit

all)


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Shaping a vision

Can everyone explain and reflect the vision in behavioral terms?


• Vision is simple and

straightforward

• Vision is motivating and energizing

• Vision is actionable and

measurable

• Vision is aligned with key business

values and initiatives

• Multiple visions exist without

efforts to gain alignment

• Vision remains at “lofty” level and

no-one pushes back

• Vision is too complex to be

understood and translated in to

day-to-day behaviors

• Vision fails to reflect the interests

and needs of customers and key

suppliers.


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Mobilizing commitment



Leading change

TRANSITION STATE

Monitoring Progress


Shaping a Vision


Making Change Last


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What is the outcome? • Understand the key stakeholders whose support and

commitment will “make or break” the change effort

• Coalition of committed stakeholders.

• Identification of potential resistance and a strategy to overcome it.

Mobilizing the commitment of key stakeholders

can be the difference between success and

failure


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HR

ENG

MFG

FIN

Innovators Resistors %

of

Po

pu

lati

on

Late

Adopters

Early

Adopters

Overall strategy is to define pockets of resistance and support.

Mobilizing commitment tools Key Constituents Map

Used for:

• Identifying and clustering key constituents

Attitude Charting

Used for:

• Graphically displaying attitudes toward change


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Sources of Resistance

Definition Causes of Resistance

Examples Rating

Technical

Political

Cultural

Names Strongly

Against

Moderately

Against

Neutral Moderately

Supportive Strongly

Supportive

Stakeholder Analysis for Change

People resist or support change for a variety of reasons.

Mobilizing commitment tools Stakeholder Analysis For Change

Used for:

• Identifying stakeholders and their current level of commitment to the change initiative

Technical-Political-Cultural Analysis

Used for:

• Identifying, labeling and understanding sources of resistance


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Names

Strongly

Against

--

Moderately

Against

-

Neutral

0

Moderately

Supportive

+

Strongly

Supportive

++

Reasons for Rating

T

P

C

Stakeholder analysis

Action plan

• Plot where individuals are with regard to desired change

(O = current).

• Ask for the reason why they are (assumed) to be there.

• See if this reason is Technical - Political - Cultural

• Plot where individuals need to be (X = desired) to

accomplish desired change – identify gaps between current

and desired.

• Indicate how individuals are linked to each other, draw lines

to indicate an influence link using an arrow to indicate who

influences whom.

• Plan action steps for closing gaps


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Names

Strongly

Against

--

Moderately

Against

-

Neutral

0

Moderately

Supportive

+

Strongly

Supportive

++

Reasons for Rating

T

P

C

Stakeholder analysis

Try It Out!


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TPC Analysis of change resistance

Source of

Resistance

Definition of Sources

of Resistance

Examples from Our Project Rating*

Technical People fear or lack skills &

resources to change.

Habit, fear of the unknown, prior

investment/sunk costs.

Political People fear the loss of Power,

Influence, Resources and Decision

Making Authority.

Power struggles, turf, relationships,

who gets to talk to who…

Cultural People resist because it is different

from “how we do things around

here”.

Old cultural mindsets, the good old

days, blinders, afraid to let go….

* Rating – Divide 100 points by how often this type of resistance exists in your business. 100%

Understanding the sources of resistance helps to focus effective actions.


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Influence strategy

Strategy for driving new behaviors to support the vision.

Influence Strategy

Stakeholder Desired New Behaviors

(More of/ Less of)

Issues/ Concerns

(Personal Threats)

Identify “Win / Win”

(Personal Opportunities.)

What Who By When Measures


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Mobilizing commitment

Mobilizing commitment demands heightened sensitivity and professional/ethical use of the tools


• Identified Key Stakeholders

• Analyzed sources of resistance

• Maximized win/wins through

influence strategy

• Developed and Implemented

strategies to build commitment

• Having little political sensitivity

• Assuming technical solution is

sufficient

• Not including everyone impacted

by the change

• Fail to appreciate the human side

of change


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More of Less of

Influencing

Strategy

Threat vs. Opp.

3D Matrix

D

D

D

TPC Analysis

T

P

C

Stakeholder

Analysis Visioning

Elevator Speech

CAP toolkit


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Making change last



Leading change

TRANSITION STATE

Monitoring Progress


Shaping a Vision


Making Change Last


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What is the outcome? • Time made available for launch is equal to time available to

institutionalize

• Ensuring that new behaviors will not revert back to the old habits

• Consistent, visible, tangible reinforcement of the change initiative

• Integration of new initiative becomes the way we work

Launching a change is just the beginning …

It must become the way of life.


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Making change

last

Integration

Resources

Excitement

Commitment

Early successes

Learn from experience

Components of sustained success


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Components of sustained success Early successes

• Were they communicated to other functions and locations?

• Were early successes built into the project plan?

• Were they linked to larger, longer term outcomes?

Commitment

• Did there continue to be visible, impactful sponsorship?

• Was there a continuing sense of energy and excitement? (Did the business continue to let everybody know project was important?)

• Did sufficient funds continue to be committed?

• Did sufficient employee time continue to be committed?

• Were appropriate deadlines honored? (or was the project completion date advanced, or were people diverted to other work?)


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Components of sustained success Excitement

• Does the CAP sponsor maintain a high level of personal enthusiasm?

• Does the CAP team visibly show its excitement & enthusiasm?

• Is their excitement genuine & dramatic?

• Is the excitement broadly communicated through words and action?

Resources

• Are adequate resources available throughout project?

• Have new resource needs been identified in a timely fashion?

• Do resource allocation decisions leverage CAP processes?

• Has timing of resource allocation been linked to life cycle of project team?


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Components of sustained success Integration with other initiatives

• Were the efforts of the project well integrated with other initiatives?

• Was there a systematic effort to communicate the connection of project to other initiatives?

• Was attention paid to the consequences of the project on the organization's "systems and structures?

Learning from experience

• Did "downstream" project activities reflect and benefit from key learnings gained early on?

• Were project learnings and best practices shared throughout organization?

• Does it sound as though team members have grown in their capacity to act as leaders of change? (Is it likely another CAP project launched by them would be successful?)


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Making change last

To make change last, change initiative must be a series of commitments instead of “assignments”


We have accurately estimated…

• Magnitude of total change effort

• Level of resistance this initiative

will face

• The amount of time required to

implement the change

• Resources needed to

institutionalize the change

• Underestimating the time

• Competing distractions

(competition for attention,

resources and time)

• Lack of support for the initiative

• Poorly coordinated activities or

action items

• Dismissing complaints (or

resistance) outright


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Monitoring progress



Leading change

TRANSITION STATE

Monitoring Progress


Shaping a Vision


Making Change Last


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What is the outcome?

• Measuring key events and milestones to maintain focus, direction and momentum throughout the change process

• Baseline data and milestone results of the change process tracked and widely communicated.

• Increasing momentum as people see progress and results being realized.

Corrective action can only occur if you know you’re off

track


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Behavioral change analysis

Date:

Stakeholders (from Stakeholder

Analysis)

Desired Behaviors (from More of / Less of)

Progress (Rate progress towards

desired behaviors on scale of

1-5) 1=no change 5=desired

behaviors are apparent *

Actions (e.g. review

stakeholder analysis, TPC

Matrix, Influence Strategy, etc.)

*Option: write the actual behaviors you are observing at this stage of the project


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Monitoring progress

Laying the foundation for monitoring progress must begin early and continue throughout the project


• Clearly stated the objectives in

measurable terms

• Set milestones that are understood

and agreed upon

• You have obtained accurate and

timely baseline data

• Identified which measures will

show progress toward the goal

• Simply too busy to track progress

• Wanting results too soon and fail

to look for long-term indicators of

progress (“Ready, Fire, Aim”

• Assume stakeholders know how

things are going and fail to keep

them informed

• Assume some things are too “soft”

to measure…Only look at “hard”


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Systems and structures



Leading change

TRANSITION STATE

Monitoring Progress


Shaping a Vision


Making Change Last


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What is the outcome? • Realignment and leveraging of the way we organize,

communicate, measure, train, develop, reward, compensate, promote and other systems within the organization to support the change effort.

• Alignment of Systems & Structures with desired behaviors

• Desired new behaviors (More of… Less of…) are reinforced through consistent attention to the organizational Systems & Structures

Identifying and re-aligning key systems & structures are necessary for successful, long-

lasting change


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Factors to consider

Staffing (Acquiring/placing talent)

Development (Building competence/capability)

Measures (Tracking performance)

Rewards (Recognizing/rewarding desired behavior)

Communication* (Using information to build and sustain

momentum)

Organization Design (Organizing to support the change initiative)

IT Systems (Utilizing IT technology to enable changes to be

successful and sustained)

Resource Allocation (Adjusting or planning for financial and other

resources to support the change project)

*Separate tool for communication plan


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0

50

100 Project: ______________________________

25

75 • Use this tool to assess which Systems & Structures

most impact the new behaviors. Similar to the CAP

Profile. To what degree ….will Staffing impact our

projects success?

• Be sure to ask “How well would we do if nothing

changes?”

• Identify the key stakeholder of that System & Structure.

• Not a statistical tool – a discussion generator.

Systems and structures profile


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Time

Deg

ree o

f D

iffi

cu

lty

• Which systems & structures

most impact the new

behaviors?

• Identify the key stakeholder(s)

of that s&s.

• What’s missing?

• Identify characteristics of

new systems & structures.

• Determine systems &

structures to remove or

build.

• Identify who to engage and

develop influence strategy.

2. Current Systems &

Structures Assessment

3. Creating future

Systems & Structures

• What about the current S&S

is helping or hindering us

from achieving the desired

state behaviors?

• Develop influence strategy/

action plan.

1. Identify Key Systems &

Structures

Helping Hindering Actions

Three-step alignment process


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Systems and structures assessment System/Structure Helps Hinders Actions

Measures

(how we track performance)

Reward

(how we recognize/reward

behaviors)

Staffing

(how we acquire/place talent)

Development

(how we build

competence/capability)

Organization Design

(how we organize to support the

change initiative)

Information Systems

(e.g. technology, data management)

Resource Systems

(e.g., budget, finance, strategy)


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Systems and structures action plan Based on the results from the Assessment tool or team discussions on Future Systems & Structures, decide what specific actions on each system needs to be taken

Helping/Hindering

What

Who

By When

Profile-%

Complete

Staffing

Development

Measurements

Rewards

Communication

Organization

Design

IT Systems

Resource Allocation

Other


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Communication plan

Audience Objectives Message(s) Media Who When / Where

Who is the

Audience?

What do we

expect them

to do?

What will

they need

to know to

do it?

How many

different

ways can

you reach

them?

Who will

champion

this

element?

When and

where will it

be

delivered?

Try It Out!


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Channel Announce the

CAP Project

Clarify the Vision

Begin to Mobilize

Commitment

Begin to Monitor

Progress

Changing Systems & Structures

Written: • Newsletter • Bulletin Board • V.P. Memo, etc.

Spoken: One-on-many

• All employees meeting • Weekly staff meeting • Operating managers

meeting, etc.

Spoken: One -on-one

Symbolic: • Offsite conference • Press conference, etc.

Communication planning matrix

Used for:

– Communication Strategy (various channels)

Indicate those that are suitable for:

– Providing Information

– Persuading

– Empowering

Include:

– Audience

– Who

– When

– Where


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Systems and structures

Systems and structures are the core determiners of behavior in an organization


• Identified the systems & structures

that will most impact the project

success

• Analyzed current systems &

structures to determine what to

leverage, modify, add, or delete

• Developed action plans to address

key issues for institutionalizing the

change

• Fail to realize new competencies

may be required to fully implement

the project

• Early assessment of the

measurement and reward

systems is not conducted

• Communication about the project

and its progress isn’t started

immediately and maintained

throughout


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The GE CAP model



Leading change

TRANSITION STATE

Monitoring Progress


Shaping a Vision


Making Change Last


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Q&A


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Documents

Change Acceleration Process Enabling Effective Change in GE-Carpenter and Love