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The Change Management Holistic
Approach
Prepared by: Fatima Beach
Senior Vice President AST Corporation
Session ID#: 10157
Introductions
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Change management and training experience since 1992
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Oracle project and training delivery experience since R10.7
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Prosci Change Management Certification
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Presented at other industry conferences
▪ Collaborate, OHUG, NCOAUG, NEOAUG, AERO, CLEAR
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OAUG Education Committee Member
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Multi-industry experience
Introductions
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Background
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Project experience
INTRODUCTION:
Agenda
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Change Management
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Community Needs
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Holistic Approach
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Overall Process & Affect
What Are Some of the Challenges You’ve
Faced?
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Failed adoption
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Still follow old methods
We're not adapted to any one
environment, but to many; we
What is Change Management
“
Change management is the application of a
structured
process and tools
to enable
individuals or groups
to transition from a
current state to a future state
, such that a
desired outcome
is achieved.”
Evolution of Change Management
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Linda Ackerman
4 ENLIST
Volunteer Army
John Kotter – 8 Step Change Model
Why is it important?
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Dramatic improvements in business operations
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Implementation of a corporate innovation culture is nearly
impossible
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Implementation of complex systems will fail or will fall short of
Why is there resistance?
Change Objections Business Change Drivers
We always did it that way The work method is no longer effective I like doing work my way The way we accomplished tasks is not
Change Adopter Distribution
0% 5% 10% 15% 20% 25% 30% 35% 40%#1 Reason for Project Failure
Change Leader
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Driving change forward
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Decides the reason for change
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Leading change
Stakeholders
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Influenced by a range of relationships
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Key facet of organization’s management
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Central to change management and ability to realize the
benefits the change
Maslow’s Hierarchy of Needs
Underlying Need
WIIFM
Holistic Definition
Holism (from Greek holos “all, whole, entire”) is
the idea that natural systems (physical, biological,
chemical, social, economic, mental, linguistic, etc.)
and their properties should be viewed as wholes,
not as collections of parts.
This often includes the view that systems function
as wholes and that their functioning cannot be fully
understood solely in terms of their component
parts.
Basic Principles of a Holistic Thinking
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Made up of interdependent parts
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They cannot be separated
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All needs to work at its best
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Constantly interacting with everything in the surrounding
Holistic Wellness as a Continuum
Step 1. Assess Change Readiness
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Purpose
▪ Determine organizational resistance to, and ability to implement, the proposed change before proceeding blindly
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Process/People
▪ Survey and interview various levels of the organization
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Tools
▪ Readiness assessment survey, survey analysis tools, executive reports and dashboards
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Outcomes
Step 2. Establish Change Sponsorship
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Purpose
▪ Without sponsorship, the change will not be taken seriously or considered a business imperative
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Process/People
▪ Assign change sponsor based on area of responsibility, personality profile
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Tools
▪ Sponsorship communication plan, set of sponsor roles, rules & responsibilities
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Outcomes
Step 3. Measure Present Capability &
Culture
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Purpose
▪ Enables the company to benchmark current capabilities and culture vs. industry leaders and best practices
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Process/People
▪ Survey and interview various levels of the organization
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Tools
▪ Change benchmark assessment survey, survey analysis tools, executive report and dashboard
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Outcomes
Step 4. Define Future State & Determine
Change Strategy
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Purpose
▪ Enables the company to develop a profile of desired organizational capabilities and plan to deliver them
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Process/People
▪ Through a series of workshops and capability vision sessions
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Tools
▪ Capability visioning workshop plan and analysis tools
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Outcomes
Step 5. Develop Sustaining Sponsorship
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Purpose
▪ Enables the firm to institutionalize a culture of change in order that change and innovation becomes part of the company’s on-going DNA
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Process/People
▪ Assign change leaders/sponsors, change the organizations
KPIs to align with change and monitor change’s progress via on-going management meetings
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Tools
▪ Sponsorship communication plan, set of sponsor roles, rules and responsibilities
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Outcomes
Step 6. Develop Team Capabilities and Plan
the Change
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Purpose
▪ Enables the organization to understand key roles, role gaps, what the detailed organizational change plan and playbook will look like and how it will be executed
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Process/People
▪ Assessment of current team capabilities vs. needed future capabilities, mapping of key roles to future needed capabilities
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Tools
▪ Skills and capability assessment matrix
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Outcomes
Step 7. Implement the Change & Capability
Improvement
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Purpose
▪ Transitions the company from the current state to the future capability state, including all team roles
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Process/People
▪ Either pilot and replicate the change in measured increments or roll-out full change depending on scale of change
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Tools
▪ Communication plan, education sessions, pilot plan, success replication model, project plan, metrics
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Outcomes
Step 8. Appraise the Business Value of the
Change
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Purpose
▪ Determines the initial and ongoing ROI of the change,
transitions change & innovation measurement from point-in-time to systematic
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Process/People
▪ Development of change and innovation metrics, measures, management principals and tools
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Tools
▪ Change and innovation metrics, measure tied to KPIs, set of management principals
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Outcomes
“The goal is to achieve maximum well‐
being, where everything is functioning
the very best that is possible.”
"Our deepest fear is not that we are
inadequate. Our deepest fear is that we are
powerful beyond measure. It is our light, not
our darkness, that frightens us most.”
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