Change Management Assessment Framework (CMAF)
An assessment of your change management capability
© Copyright 2014 Molten Group.
Do you have a change management methodology in place that is supported by practical tools and examples of good practice?
Do you have an active, engaged and visible
leadership team from the executive sponsor through to the programme and wider business leaders?
Is there a clearly defined strategy in place for each change programme and does the leadership team agree with each strategy?
Do leaders in your organisation live and breath the change? Are they the face of the change management programme?
Is there an integrated programme plan to help you coordinate change activities?
Do you have the right people in place to run your change activities?
Which part of the business should have accountability for delivering the change?
What metrics do you use to measure the
effectiveness of change and whether the change has been embedded?
How do you develop change management expertise in your organisation?
Are your change programmes delivering the benefits that you expected at the outset?
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Managing change in any organisation is difficult, but the current generational shift in the Energy sector work force is making it doubly so. In our experience the challenge of delivering significant change programmes targeted at improving efficiency, effectiveness or to support M&A activities is often compounded by a lack of change management skills and experience. This is in part due to the generational shift where companies are experiencing a loss of critical experience and knowledge in a short period of time. However many organisations still fail to give the right level of attention to the fundamentals of successful change programmes.
The organisations who are successful focus time and effort on developing a culture that is open to change.
They work hard to develop their employees to have the expertise to deliver programmes that are continuing to increase in scale, complexity and pace.
They also ensure that change is properly resourced and our experience shows that success means typically between 7–12% of total project spend is focused on specific, planned change management activities.
At Molten we understand the change management challenges that are being faced by the Energy sector. The sector is in the midst of a drive to improve margins and reduce costs while improving the efficiency of assets. Molten has developed a comprehensive framework that allows you to assess the current state of your approach to change management and then define and implement a tailored method to ensure you reap maximum value from the change effort. Let us tell you more about it.
Irene Molodtsov, Managing Partner
Welcome
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Talent challenges
Shortages of key technical skills compounded by
‘Baby Boomers’ leaving and ‘Millennials’ joining the workforce.
Limiting Factors Enablers
Change programame effectiveness
Economic pressure
Drive for efficiency and effectiveness and programmes that deliver fast results.
Industry-level changes
Technological, environmental and social changes alongside security and diversity of supply.
Change Impact
Understanding the impact of the change on the business in terms of people, systems, process and governance.
Measuring and addressing the scale of the change in a consistent way.
Change Readiness
Ensuring the business is ready for the change to happen at the required
pace. Communicatingeffectively with different audiences and managing all stakeholders.
Change Delivery
Managing the complexity of the programme.
Developing change
management expertise and delivering the benefits of the change.
Change programme effectiveness
There are particular limiting factors at play in the Energy sector today. By putting in place three core enablers, these can be addressed.
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5. Communicating effectively
to the audience impacted by the change improves engagement in those affected by the change and reduces the risk of highly skilled professionals leaving your organisation or performance deteriorating. Done well it can help to foster staff engagement in the wider organisation.
4. Realising the benefits
of any change as soon as possible builds business value and improves confidence in decision making. Short-term quick wins are important and delivering something within six months demonstrates real progress.
6. Developing a core of change expertise ensures future
programmes can be better delivered in-house and reduces the reliance on external
consultants or contractors.
1. Planning for change
increases the chances of the change being successfully received and the business improvements promised in the business case being realised. Understanding how the change will impact different stakeholders is crucial to developing effective change plans.
2. Ensuring business readiness for the change
mitigates the risk of things going wrong when the change is implemented. On many occasions, where organisations have implemented change and not readied the business, major risks become reality and the wider business is adversely impacted.
3. Managing your
stakeholders carefully helps
prepare people for the change in the organisation, fosters and supports better leadership through the change process and mitigates the risk of losing key individuals along with their knowledge and experience.
Change Management builds business value and
mitigates risk using six high-impact components
Shorter attention span Different generations expect different styles and channels Contradiction between requests for more content, but limited attention span to actually read it
Less tolerance for projects that don’t deliver business results quickly and effectively Greater demand for
demonstrable return on investment, even from
‘softer’ more intangible change programme
More demand for people to have the right mix of change skills and the experience of change in the energy sector
Fewer smaller change programmes to enable the development of change skills Challenge for change
management to be seen as a valued skillset of it’s own
Communications Benefits Realisation Change expertise development Change Planning
Change is a constant and so the lines between Change and Business as Usual are blurred
Competing agendas across departments
Requirement for everything to happen very quickly
Generations in the workforce have different attitudes to change.
Costs are constrained on programmes
Increase in the number of interested stakeholders Definition of a key
stakeholder has broadened Culture in organisations has become much more collaborative and stakeholders expect more engagement
Be clear on who has the responsibility for the change programme, develop RACIs to help clarify
Take an holistic view of all change programmes and resolve competing demands
Implement a simple checklist and tracker for business readiness and change impact
Target different groups using different communications interventions that resonate with each
Business Readiness Stakeholder Engagement
HOW TO ADDRESS
Use a mix of communication channels to target different employees and give people choice in what ands how they access information
Use new communication channels to employees such as internal social media
Consider how video and podcasts can play a part in the communications mix
Develop a map that links change activities to the delivery of strategy and business results (directly and indirectly)
Develop a realistic business case with figures that are achievable Ensure that quick wins are in place to show the immediate benefits that are being delivered
Focus on developing leadership’s understanding of change
management
Develop learning programmes for employees to develop their change skills and become accredited
Raise awareness of the value of change management skills (“change as a constant”) Question the number of
stakeholders who need to be involved in each decision i.e. those who need to be consulted or merely informed
Develop a detailed stakeholder map and spend some time exploring how to engage in a targeted way
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CHALLENGE 4 CHALLENGE 5 CHALLENGE 6
CHALLENGE 1 CHALLENGE 2 CHALLENGE 3
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2 The enabling factors are
those that we consider in developing a targeted change management approach.
Change Readiness
Ensuring the business is ready for the change to happen at the pace it needs to happen. Effectively communicating to the audience and managing stakeholders.
Change Impact
Understanding the impact of the change on the business in terms of people, systems, process and governance. Measuring and addressing the scale of the change in a consistent way.
Change Delivery
Managing the complexity of the programme.
Developing change management expertise and delivering the benefits of the change.
There will always be a core of change management effort required for any project or programme, but it will differ depending on the dimensions of scale, pace and complexity of the challenge.
Developing a targeted
Change Management approach
Pace
How fast does the change need to happen for the project to meet it’s objectives? Does it need to happen quickly in order to (for instance) maximise profits this period or meet a near term regulatory requirement, improve profitability or meet regulatory requirements?
Scale
What is the scale of the change for the business? Is the change a small shift from the current state or a transformational change? Is it enterprise-wide or localised?
Complexity
How complex is the change activity in terms of it’s
scope and does it require expertise that don’t exist in
the business?
What is the likely scale, complexity and pace of your change
programme?
Are your change programmes set up in the most effective way to deliver success?
How does the way you deliver change programmes compare to sector best practice?
Are your current change
management activities delivering the benefits that you expect ?
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We have a proprietary
Change Management
Assessment Framework
(CMAF)
Communications strategy and plans
Communications team structure, roles and responsibilities
Communications processes – continuous improvement
Communications channels / collateral
Communications KPIs
Benefits realisation strategy and plans
Governance
Benefits realisation processes – continuous improvement
Benefits tracking
Change management learning strategy (internal vs. external)
Change management centre of excellence
Change expertise development – continuous improvement
Change management learning programmes
Change management strategy and plans
Change management team structure, roles and responsibilities
Change planning processes – continuous improvement
Change planning KPIs
Technology and tools supporting change planning
Change impact analysis
Change Planning Business Readiness Stakeholder
Engagement Benefits Realisation Change Expertise
Development Communications
Business readiness strategy and plans
Business change agent network structure including roles and responsibilities
Business readiness policies and processes – continuous improvement
Business readiness scorecard and sign off criteria
Culture (support of top
management and acceptance of employees)
Business readiness – technology and tools
Stakeholder engagement strategy and plans
Stakeholder engagement team structure, roles and responsibilities
Stakeholder engagement processes – continuous improvement
Feedback analyses and actions
Stakeholder / deliverable tracking tools
Stakeholder engagement KPIs
Molten Capability Diagnostic Model
Molten has developed a best practice model based on our experience of major
programmes across many clients
Our Change Management Assessment Framework challenges you to think about how well you are set up for success on your change programme.
We can tailor this to your context in the early part of any project or programme to support scoping, planning and prioritisation. It can also assist you in engaging the leadership and programme team and help increase your understanding of how to manage the change.
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CMAF – assessing the
current state of Change
Management within your
business
Busine ss Readiness
Stakeholder Engagement
nge Cha an Pl
g nin Cha
Exp nge ertis eve e D men lop t
Benefi
ts Realisatio
n Communica
tions
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Understanding your Change Management capability helps you answer these questions:
Do we allocate enough time and effort to change management activities?
Can better change management ensure the success of our strategic projects and programmes?
How much more could we benefit by ensuring projects are delivered and embedded
effectively?
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CMAF – assessing your current capability in
Change Management
Why Molten?
We help your people to minimise the risk and maximise the value of your change programme.
We understand change and our business is built on our capability to help clients in this area.
Unique combination
Molten has a combination of energy sector and organisational change experience on international and complex assignments with different clients.
Understanding of the role and value of change management in the Energy sector
Molten understands how important effective change management is for energy companies and can help you articulate a compelling case to senior leaders for including it as part of your overall transformation programme.
Change management proprietary tools
Molten has developed a set of robust tools for every stage of a change programme.
Time to value
We help our clients accelerate the value from their change programmes by quickly tailoring and deploying a change management approach.
Independence
Molten is not associated with any software vendors or delivery houses, so our advice is unbiased.
“We selected Molten, a specialist
organisational change consultancy and energy sector specialist, to partner with us on the project. Their team brought significant experience and expertise to us, but above all an approach and style that allowed us to take the lead and to develop the skills and confidence to undertake this type of project again”
Change Programme Manager UK affiliate – global energy company
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Molten has developed a framework with six decisive components all of which work together to deliver what you need from your change
programme. Molten is a transformation consultancy that is focused on business
performance improvement in the Energy Sector. We help companies deliver major business transformations. To do this, Molten draws on a range of tools, methodologies and disciplines, with particular expertise in:
Organisation
– Operating Model Development – Organisation Design
– Talent Management – Change Management Technology and Data
– IT Technology – Oilfield Technology – Data Analytics
– Data Management Process
– Improvement Assessment and Strategy – Process Improvement
– Performance Benchmarking and Design – Systems Diagnostics and Design
Contact us:
Irene Molodtsov
Managing Partner, Molten Group
22 Grafton Street
Mayfair
London W1S 4EX T: +44 20 7629 0403
Honor Guiney
Partner and CEO of Molten Americas
4306 Yoakum St., Suite 350
Houston, TX 77006 USA T: +1 281 785 8199
About us
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