Change Management Initiatives That Ensure Smooth Program Transition and Deliverables

North America | Latin America | Europe | Middle East & Africa | Asia-PacificNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2016 1North America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2015 1

DELIVERING THE PROMISE …

© Chazey Partners 2016

Shared Services in Higher EducationWorkshop C: Change Management

Initiatives That Ensure Smooth Program Transition And Deliverables

San Diego, CA | April 18 | 12:30pm-2:00pm

North America | Latin America | Europe | Middle East & Africa | Asia-PacificNorth America | Latin America | Europe | Middle East | Africa | Asia©Chazey Partners 2016 2

Session Description: Change Management Initiatives That Ensure Smooth Program Transition And Deliverables

Developing and managing clear-cut, yet flexible change management program initiatives is essential to your Shared Services center’s short and long-term success. By establishing strategic partnerships that encourage optimal communication and understanding between your faculty, departments, and stakeholders, change management can be effectively managed. By attending this session, you will learn how to:• Develop and maintain a flexible approach toward your change management

programs – so to ensure continual improvement• Create the proper messaging, based upon your audience type and how to

ensure message consistency• Develop and implement change management programs that will engage and

excite your very diverse workforce• Incorporate a positive work environment that enhances work productivity

and efficiency


Agenda

Chazey Partners Profile

Breakout 1 – Goals for Workshop

Shared Services Concepts

Change Management Concepts & Case Studies

Breakout 2 – Your Successes & Challenges

Change Management Models

Stakeholder Management

Wrap Up


Chazey Partners ProfileWho We Are: Founded 2006 • Global offices headquartered in California • Over 50 full-time and 70 specialist resources

What We Do: Strategic advice • Project management • Technical & domain expertise • Business continuity

Where We Focus: Transformation of the back office • Human resources • Finance • IT • Procurement • Facilities

The Chazey Difference: Continuity of staff • Practitioners first • Knowledge transfer • Engage client in transformation


Who We Have Worked With


Agenda








Wrap Up


Goals for the Workshop

Breakout 1At your tables – ideally groups of 6-8

Designate note taker/speakerIntroductions – name, title/role and organizationShare your goal for the workshop

Report OutWe’ll ask a few tables to share their goals with the groupThen we’ll ask the broad group for any additional comments


Agenda








Wrap Up


• Treats its internal clients as if they were an external client. Treats them with the same level of respect and service that external clients expect

Elevator Speech

• Provides non-core services to the “business”, employing a specialist team, geographically unconstrained, and focusing on the requirements of the internal client. This involves a philosophy and approach totally unlike traditional “corporate-driven” centralization.

Definition

• Has the goal of providing high quality, non-core, but mission critical services (which can include both repetitive common processes and more specialized professional services) to the business at lower cost and more efficiently than the business could otherwise provide for itself.

Goal

• Achieves cost savings and higher quality of service by leveraging organizational re-alignment, economies of scale, technology, lower cost locations, client interaction framework, standardized end-to-end processes, and best practices.

How-To

What Exactly is Shared Services?


Structures have Benefits & Challenges

Remote from business

Unresponsive and inflexible

No Business/ Operational control over costs

Viewed as central overhead

Prevalence of shadow operations

Centralized

Challenges Disparate

processes Multiple

standards Duplication

of effort Different

control environments

High cost and costs unclear across the business

Not scalable

Decentralized

Challenges Responsive

to Business and Operational needs

Business/ Operations control decisions

Customized solutions to meet Business/ Operational requirements

Benefits Shared Highly client

focused Commercially

driven Service

Partnership Agreements

Clear unit costs

Flexible delivery

Clear understanding of drivers and activities

Common systems and support

Consistent standards and controls

Tight control environment

Economies of scale

Benefits


Agenda








Wrap Up


Be clear on your purpose/intent, and understand the different potential components of “Change Management”.

Remember the 3 C’s

CommunicationYou own the message, generally one-way information transfer

ConsultationRecipient can influence/impact message, but you have ultimate veto/decision

CollaborationYou do not control or ultimately own the final outcome. You agree to agree with the outcome and direction to be taken.

The Three C’s of Effective Change Management


Change Management Overview

Change is personal, affects you individually and benefits the organization collectively. “What’s in it for me?”

Shared services (as with many other similar programs) is about transformation, about continuously looking at your processes, policies, technology and ways of working together with the best skills and people available.

Being successful with “Change Management” actually requires there to be an actual change. Maintaining the status quo means you haven’t changed anything!

This is all about “doing things differently”


Best Practices in Change Management

5 Tips from the American Society for Training & Development (ASTD)

Personal reputations are at stake in the midst of organizational change. Clarify where and when possible.Need for Certainty - Lack of information triggers threat. Perceived helplessness associated with the change effort. Helplessness causes emotional responses such as depression and apathy. Reinforce pre-existing group relationships Highlight equity of decision making

Source: http://www.astd.org/Publications/Blogs/Human-Capital-Blog/2013/02/How-Could-Neuroscience-Change-the-Way-We-Manage-Change


Why Change Management? Business Expectations

Effective transition - maintain business stability/minimise business disruption

Delivery of the business case

Increased efficiency, improved control

High expectations for a higher quality/efficiency of service

Low tolerance for lengthy ‘stabilization’


Change Management vs Project Management

ImplementInstall

Let’s make surepeople are actually

using the newtechnology to deliver

results

Let’s just get thetechnology in ontime and deliver

some training

The problem with the simple “on time/on budget” mentality of traditional project management


Roadmap with supporting business case• Provides framework to achieve executive buy-in & sign-off; Acts as essential control mechanism • Key activities: stakeholder interviews, Activity Based Analysis, Leading Practices Diagnostics

Design• Provides all templates, plans and frameworks to support actual deployment• Key activities: Design processes & technology, plans for training, hiring & employee transition

Build• Building processes & technology, training staff, and set-up of end-state location• Key Activities: Configure processes, build technology, recruitment & training

Deploy• Full operationalization of new end-state across organization with new processes and systems• Key activities: Detailed deployment plan, testing, Service Partnership Agreements

Stabilize• All functions fully integrated, process-orientated, client-focused, culture of continuous improvement• Key Activities: Optimize work allocation, continuous training, comprehensive feedback review

Change Management & Phased Transformation

Change Management is part of all stages

of a project

…although most work is undertaken through the Design and

Build phases


Current State

Future State

Take personal responsibility

Use in Daily Work

Buy-in

Realize is good idea

Understand the change

Hear about the change

Change Management CurveWhat We Think It Looks Like


Change Management CurveWhat It Really Looks Like


Goal of a Change Management Program

The goal is not to eliminate effects of change…

Managed Change

Unmanaged Change

Accelerating Change

Reducing Negative ConsequencesIn

crea

singl

y Po

sitive

Impa

ct

Time


“Real Life” ExamplesGovernment of New Brunswick Internal Services Agency

Collaboration criticalDanger of over-collaborating

Coca-Cola Enterprises’ Implementation of a New SSC Greenfield site in BulgariaCompletely new approach for the companyRequired significant sellingUnderstanding of culture impact was criticalRecognized these points in change management approach

May Gurney addressed resistance to changeIdentified resistance pointsExposed resistance points and managed change

International Baccalaureate – poorly managed changeRecovery Strategy necessary due to poor initial start

Need to constantly “sell” the change


Agenda








Wrap Up


Change Management Successes and Challenges

Breakout 2At your tables – ideally groups of 6-8

Designate note taker/speakerShare an example of an effective change management tool or practice in your organizationShare a change management challenge from your current projectChoose 1 or 2 of the challenges to share with the entire group

Report OutWe’ll ask a few tables to report outThen we’ll ask the broad group for any additional tools, practices and/or challenges they would like share


Agenda








Wrap Up


Change Management ModelsChazey Approach

• Change Management is critical to success

• Our experience confirms that an early focus on change management is essential to develop, secure and maintain Sponsorship and Stakeholder buy-in

• Successful change management addresses the human elements throughout the development of a robust Shared Services model including:

• Communication Plan• Stakeholder Management • Employee transition • Process Design • SSO Enabling Technologies • Shared Services Organization • Client Interaction Framework (CIF)• Governance approach • Training • Hiring • Shared Service office/facilities


Change Management ModelsChange Acceleration Process (CAP) Model

Insight from GE: astonishing high number of failed

projects had excellent technical

plans

Authentic, committed leadership | Need for change must outweigh resistance | Clear, legitimate vision described in observable, measureable terms | Execute influence strategy, including pilots | Early wins, lessons learned, integration | Set benchmarks & accountability | Existing systems designed to support current state – modify them!


Change Management ModelsADKAR Model by Prosci

• ADKAR – the milestones an individual must achieve for the change to be successful: sequential and cumulative

• ADKAR can help you plan effectively for new change or diagnose why a current change is failing


Change Management ModelsKotter’s 8-Step Change Model

Kotter suggests that for change to be successful 75% of management needs to “buy into” the change

Many change projects fail because victory is declared too early


Agenda








Wrap Up


The Value of Stakeholder ManagementStakeholder identification and analysis highlights:

What are my Stakeholders' interests and opinions?What degree of influence and impact would these stakeholders have?Potential risks associated with any stakeholder and associated response planningGroups that should be encouraged to participate in different stages of the projectCommunication and stakeholder management planning requirements throughout the projectStakeholder expectations, how to best manage these and to encourage their involvement in the project


WINN Model

Effective Stakeholder

Management

WHO are the Stakeholders to

the change?

What is their level of

INTEREST & SUPPORT?

Understanding their

communication NEEDS and

delivering these

Assessing their level of

INFLUENCE over a successful

outcome

WHO are the Stakeholders to

the change?

Driving support across the

organization


Stakeholder Analysis

Level of support & drive to change

Leve

l of i

nflue

nce

over

succ

essf

ul ch

ange

Low support,Low influence

Neutral support,High influence

Low support,Some influence

Neutral support,Low influence

Low support,High influence

Neutral support,Some influence

High support,Little influence

High support,Some influence

High support,High influence


Stakeholder Analysis

Level of support & drive to change

Leve

l of i

nflue

nce

over

succ

essf

ul ch

ange

Low support,Low influence

Neutral support,High influence

Low support,Some influence

Neutral support,Low influence

Low support,High influence

Neutral support,Some influence

High support,Little influence

High support,Some influence

High support,High influence

Road-blockers

Drivers


Resistance Assessment


“Real Life” ExamplesCendant – the “Command and Control” Approach

Initially may help drive the project forward, but without “proper” change management the project (and change) will falter“Shared Services” isn’t shared services just because you call it so

Large Medical Company – Senior Stakeholder ManagementSolid plan allows communication and consistency when Senior Leadership changes

Aeromexico – Answering a Key QuestionStrong senior level executive supportNeeded to answer the “what’s in it for me” question to support the implementationAnswering this question is key to developing internal resources and showing new opportunities

“Selling the Change” is critical to future success


Agenda








Wrap Up


Top Three Takeaways

1. Change is personal

2. Three C’s of effective change management

3. Maintain a practical, not theoretical approach

Leverage our Experience for Your Success


Contact us

[email protected]

mailto:[email protected]

http://www.linkedin.com/company/chazey-partners

https://twitter.com/ChazeyPartners

https://www.facebook.com/ChazeyPartnersConsultancy?fref=ts