Valuing Change, Inc. Organizational Change Through Collaboration Valuing Change, Inc. Organizational Change Through Collaboration Change Acceptance Process

Valuing Change, Inc.Organizational Change Through Collaboration

Valuing Change, Inc. Organizational Change Through Collaboration

Change Acceptance ProcessA Best Practice of Managing Organizational Change


Challenges of Change

Internal factors:

Leadership, employees set in their waysComplexity causing paralysisTakes too long to innovateTechnology Lag Lack of willingness to do what it takes

External factorsIncreased competitionRapidly changing market conditions


A Change Methodology

A change methodology is a consistent philosophy and approach to change.

It consists of a common language, framework, process and tools used throughout an organization.

It sets expectations for the attitudes, behaviors and actions that any employee will take regarding a change initiative.


Why Have a Change Methodology?

Most large and/or decentralized organizations have more than one approach to change operating within their organization.

This causes inefficiencies, misunderstanding and miscommunication resulting in slower or no adoption of a change across the organization.


Foundations for this Change Methodology

General Electric researched effective change initiatives when they were having challenges with implementing large-scale change.

Result was the “Change Acceleration Process”, which was deployed across all GE businesses, starting in 1993, and to customers in 1995.

The current Change Acceptance Process methodology represents an evolution based on application in well over 300 companies & organizations worldwide and on a wide variety of change initiatives.


Components of Effective Change

Q x A = E

Your change initiative needs both a high “Q” and a high “A” score to be successful

Q = The “Quality” of the chosen solution (i.e. the solution will address the problem or opportunity at hand)

A = The “Acceptance” of the solution by key stakeholders

E = The overall “Effectiveness” of the change execution to solve the problem, challenge or opportunity


Reasons Change Fail

Not establishing a great enough sense of urgency

Not translating the vision into meaningful terms

Not having visible leadership for the change

Not identifying and understanding key stakeholders

Not systematically planning to deal with resistance

Not anchoring the change in the company / organization culture and infrastructure

Declaring victory too soon

Focusing on the launch and not the long-haul

The ‘A’ Factor


Ongoing Change Research

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

Over 98% of all changes evaluated as “unsuccessful” also had a good solution or approach

What is the differentiating factor between success and failure?


CAP Model

IntegrateThe Change

FocusedLeadership

CompellingBusiness

Need

SharedVision

Map theTransition

EngageSupport

AndResistance

MobilizedCommitment

Copyright Demeter Matrix Alliance & Sun Microsystems, Inc., 2004


Engage Support and Resistance:Actively seeking out resistance and leveraging the support of those behind the change enhances the change effort by learning from and responding to differing input.

IntegrateThe Change

FocusedLeadership

CompellingBusiness

Need

SharedVision

Map theTransition

EngageSupport

AndResistance

MobilizedCommitment

Assess and Adjust:Throughout the change there is constant movement,

collecting and learning from the input of key stakeholders and adapting the change effort in response to the input.

Map The Transition:Just as a topographical map depicts the lay of the land and provides direction to a destination, so too must a change be charted and planned, providing steps toward the vision.

Focused Leadership:Leadership, whether as sponsoring

executives or team leaders, provides focus and motivates commitment through

visible actions and behaviors around communication, resourcing, and time and

attention to the change.

Compelling Business Need:The change must originate from a

business requirement that is either a response to a threat or a movement toward an opportunity and must be

articulated in a way as to provide motivation to get others on board.

Shared Vision:The future is expressed in such a way

that it creates a picture of what the change will look like and people can see what they will be doing differently when

the change is fully functioning and in place.

Mobilized Commitment:At the heart of any change effort are people who make individual commitments to move the change forward. The objective of the change acceptance work is to have that individual effort mobilized and committed. All of the other CAP elements touch it,

are linked to it and drive toward it.

Integrate the Change:Driving the change into the DNA of the organization to ensure staying power involves replacing old mindsets, systems and structures and inserting new actions and behaviors.

CAP Model

Copyright Demeter Matrix Alliance & Sun Microsystems, Inc., 2004


Using the Model

Provides a ‘Pilot’s Checklist’ for change

A flexible, non-linear model – all principles used repeatedly throughout a change

Contains tools to creates conversations and opportunities to apply strategic thought to the influencing of others

Helps teams identify ways to achieve behavioral change and enhance their action planning



Change Model & MethodologyImplementation Approach


Leadership

Alignment

Leadership

Alignment

Stakeholder Involvement

Time

Limited

Entire Organizatio

n

BusinessApplicationBusiness

Application

Our Approach to Introduce & Implement a Change Methodology

BusinessIntegrationBusiness

Integration

BusinessTransitionBusinessTransition

Go/No Go?

Go/No Go?


Leadership

Alignment

Leadership

Alignment

Sta

keh

old

er In

volv

emen

t

Time

BusinessApplication

BusinessApplication

BusinessIntegration

BusinessIntegration

BusinessTransition

BusinessTransition

Go/

No Go?

Go/

No Go?

An explicit process focused on creating shared understanding and buy-in among the leadership team and action plans with accountability placed on both the leaders and the implementation team.

Stakeholder Involvement: Senior Leadership Change implementation team

Outcomes: Define the Business Case Build agreement with leadership Create roll out strategy & implementation plan Identify target processes and desired outcomes Determine competency development needed Design/customize Change Effectiveness training &

toolkit Identify difficult conversations inherent in targeted

processes Coach key leaders & stakeholders

Leadership Alignment


Leadership

Alignment

Leadership

Alignment

Sta

keh

old

er In

volv

emen

t

Time

BusinessApplication

BusinessApplication

BusinessIntegration

BusinessIntegration

BusinessTransition

BusinessTransition

Go/

No Go?

Go/

No Go?

Pilot application of Change methodology on select business processes/projects to determine applicability and feasibility of expanded business application.

Stakeholder Involvement:Select Leadership Select process / project owners and teamsChange implementation team

Outcomes:Model application of Change Effectiveness

methodology Launch of initial suite of training programsTrain initial group of Change Effectiveness facilitators*Ensure difficult conversations are surfaced and addressed

with candor and integrityEvaluate effectiveness of pilot efforts Create expanded roll out strategy & implementation planCoach leaders & change facilitators

Business Application

* Depending on rollout strategy, selecting and equipping initial wave of Change Facilitators may be pushed to phase 3.


Leadership

Alignment

Leadership

Alignment

Sta

keh

old

er In

volv

emen

t

Time

BusinessApplication

BusinessApplication

BusinessIntegration

BusinessIntegration

BusinessTransition

BusinessTransition

Go/

No Go?

Go/

No Go?

Expand rollout of Change Effectiveness methodology to selected or all business functions / units

Stakeholder Involvement: Entire Business or subset as define by rollout strategy Change implementation team

Outcomes: Application within business functions / units Revise and finalize Change Effectiveness model,

toolkit and initial suite of training Expand network of trained Change Effectiveness

facilitators Design/develop Change Mastery and/or Practitioner’s

Clinics Develop on-line tools / aids Monitor roll out plan and business impact Consult on Change Effectiveness initiatives Coach leaders & change facilitators

Business Integration


Leadership

Alignment

Leadership

Alignment

Sta

keh

old

er In

volv

emen

t

Time

BusinessApplication

BusinessApplication

BusinessIntegration

BusinessIntegration

BusinessTransition

BusinessTransition

Go/

No Go?

Go/

No Go?

An explicit process focused on integration with key HR & business processes and transition of competency & skill development to internal resources.

Stakeholder Involvement: Select process owners Change implementation team

Outcomes: Integrate skills and competencies into Systems and

Structures Transfer training competency to internal resources Assess need for additional Change approaches and

models (e.g. Org Design, Systems Thinking) Process for continuous improvement Coach process owners & all levels of change users

Business Transition



For more information, contact:

Valuing Change, Inc.

[email protected]

www.Valuing-Change.com

Documents

Valuing Change, Inc. Organizational Change Through Collaboration Valuing Change, Inc. Organizational Change Through Collaboration Change Acceptance Process