© 2009 lamarsh
TRANSCRIPT
© 2009 LaMarsh & Associates, Inc.
Tools & Techniques to Incorporate into Lean & Six Sigma to Support your business improvement initiatives
K. J
udge
K. Judge
June 23, 2009
2© 2009 LaMarsh & Associates, Inc.
Our Objectives today
• Develop a working knowledge of the Managed Change™ process and how it supports Lean Sigma’s efforts to improve software design & implementation
• Identify the potential resistance that will impact the success of these efforts
• Understand the role that Communication, Learning, and Reward/Recognition action plans play in reducing that resistance and how to build them.
3© 2009 LaMarsh & Associates, Inc.
Managed Change™ Defined
The organized, systematic application of the knowledge, tools and resources needed to effect change in the people who will be impacted by it.
Use Managed Change™ to:
• Identify and predict the source, degree, type and intensity of potential target resistance
• Accelerate the change by implementing the actions steps to reduce that resistance.
4© 2009 LaMarsh & Associates, Inc.
Resistance to Change Must be Addressed in Lean Sigma
Lean Sigma must include a process for the systematic identification of the people who will have to change and the potential reasons they might resist the change. Additionally there must be design and deployment of action steps to reduce that resistance.
5© 2009 LaMarsh & Associates, Inc.
Managed Change™ & DMAIC
Define Measure Analyze Improve Control
The Six Sigma approach DMAIC offers us an opportunity to examine how the steps of Managed Change™ fit into the process. As we explore the elements of change management, we will relate them to the process and highlight the tools that support each item. Lean Sigma and other approaches can be similarly integrated for a quality change experience.
6© 2009 LaMarsh & Associates, Inc.
Prepare a Framework for Data Collection Determine the Willingness and Ability of
Leaders and the Project Team to Play Their Roles as Sponsors and Change Agents
Examine the Burden of Too Many Changes Design and Implement the Communication Plan
Gather a Full Set of Data Regarding the Current State Determine the Source and Degree of Resistance
for the Various Target Populations Update and Review the Key Role Map Continue to Implement the Communication Plan
Gather a Full Set of Data Regarding the Desired State Options
Assess the Impact of Previous Attempts to Change Update and Review the Source and Degree of Resistance
for the Various Target Populations Determine the Potential Delta Dip for each Desired State Options Update and Review the Key Role Map Design the Learning and Reward Plans Continue to Implement the Communication Plan
Key Role Map / InfoMatrixSponsor/Change Agent AssessmentsGovernance Charters
Fishbone/ Change Impact Analysis Communication Plan
Current State AnalysisInfoMatrix
Key Role MapCommunication Plan
Desired State Design
History AssessmentInfoMatrix
Delta Dip AnalysisKey Role MapLearning/Reward PlansCommunication Plan
Learning/Reward PlansCommunication PlanSustainment Plan
Implement the Learning and Reward Plans Continue to Implement the Communication Plan Design the Sustainment Plan
Six Sigma Managed Change™
Define
Measure & Analyze
Improve
Control
Tools
Six Sigma and Managed Change™
7© 2009 LaMarsh & Associates, Inc.
Managed Change™ ModelExterna
l Change Drivers
Internal
Change
DriversPrepare to Change
ResistanceResistance
SponsorSponsor TargetTargetChange Agent
Change Agent
CultureCulture HistoryHistory
Identify the Change
DeltaDeltaCurrentCurrent DesiredDesired
Plan the Change
RewardRewardCommunicationCommunication LearningLearning
Implement the Change
Sustain the Change
8© 2009 LaMarsh & Associates, Inc.
The Four Threes
Stages of Change: Current – Desired – Delta
Roles in Change: Sponsor – Change Agent – Target
Critical Variables: Culture – History – Resistance
Change Systems: Communication – Learning – Reward
9© 2009 LaMarsh & Associates, Inc.
Managed Change™ as a Process
Communication System
Communication System
Learning System
Learning System
Reward System
Reward System
3. Generate1. Create 2. Populate
Culture AuditCulture Audit
History AuditHistory Audit
Fishbone of Changes AnalysisFishbone of Changes Analysis
Key Role Map AssessmentKey Role Map Assessment
Delta Dip AssessmentDelta Dip Assessment
Desired State DiagramDesired State Diagram
Current State AnalysisCurrent State Analysis
InfoMatrixInfoMatrix
4. Repeat as necessary until change is sustained
10© 2009 LaMarsh & Associates, Inc.
Managed Change™
Manage change to ...
• Identify the patterns and structures of change in order to control them
• Collect key data to predict source, degree, type and intensity of resistance
The Managed Change™ Model
The InfoMatrix
11© 2009 LaMarsh & Associates, Inc.
InfoMatrix
12© 2009 LaMarsh & Associates, Inc.
External
Change Drivers
Internal
Change
Drivers
Identify the Change
Stages of Change
DeltaDeltaCurrentCurrent DesiredDesired
13© 2009 LaMarsh & Associates, Inc.
Stages of Change
Current State
WHY?WHY?
Desired State
WHAT?WHAT?
Delta StateDelta StateK. Judge
HOW?HOW?
14© 2009 LaMarsh & Associates, Inc.
Current State
Structu
re
Proces
s
Culture People
K. Judge
15© 2009 LaMarsh & Associates, Inc.
Prepare a Framework for Data Collection Determine the Willingness and Ability of
Leaders and the Project Team to Play Their Roles as Sponsors and Change Agents
Examine the Burden of Too Many Changes Design and Implement the Communication Plan
Gather a Full Set of Data Regarding the Current State Determine the Source and Degree of Resistance
for the Various Target Populations Update and Review the Key Role Map Continue to Implement the Communication Plan
Gather a Full Set of Data Regarding the Desired State Options
Assess the Impact of Previous Attempts to Change Update and Review the Source and Degree of Resistance
for the Various Target Populations Determine the Potential Delta Dip for each Desired State Options Update and Review the Key Role Map Design the Learning and Reward Plans Continue to Implement the Communication Plan
Current State Analysis
Implement the Learning and Reward Plans Continue to Implement the Communication Plan Design the Sustainment Plan
Six Sigma Managed Change™
Define
Measure & Analyze
Improve
Control
Tools
Six Sigma and Managed Change™
16© 2009 LaMarsh & Associates, Inc.
Desired State
Structu
re
Proces
s
Culture People
K. Judge
17© 2009 LaMarsh & Associates, Inc.
Prepare a Framework for Data Collection Determine the Willingness and Ability of
Leaders and the Project Team to Play Their Roles as Sponsors and Change Agents
Examine the Burden of Too Many Changes Design and Implement the Communication Plan
Gather a Full Set of Data Regarding the Current State Determine the Source and Degree of Resistance
for the Various Target Populations Update and Review the Key Role Map Continue to Implement the Communication Plan
Gather a Full Set of Data Regarding the Desired State Options
Assess the Impact of Previous Attempts to Change Update and Review the Source and Degree of Resistance
for the Various Target Populations Determine the Potential Delta Dip for each Desired State Options Update and Review the Key Role Map Design the Learning and Reward Plans Continue to Implement the Communication Plan
Desired State Design
Implement the Learning and Reward Plans Continue to Implement the Communication Plan Design the Sustainment Plan
Six Sigma Managed Change™
Define
Measure & Analyze
Improve
Control
Tools
Six Sigma and Managed Change™
18© 2009 LaMarsh & Associates, Inc.
Delta State
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Feel disconnected
Dredge up past failuresBecome
sickFocus on
past
Sabotage
Show short attention span
Cover up / act defensiveIncrease conflict
Feel
confusionFear
19© 2009 LaMarsh & Associates, Inc.
Change Headquarters
State State State
Key Role Maps
Co
mm
un
ica
tio
n
Le
arn
ing
Sy
ste
m S
ys
tem
Project
Plan
InfoMatrix
ID sources of potential resistance
Co
mp
an
y
Vis
ion
Oth
er
Ch
an
ge
s
Oth
er
Ch
an
ge
s
Current Delta Desired R
ew
ard
Sys
tem
TTHE
CHA
NG
E
Oth
er
Ch
an
ge
s
Oth
er
Ch
an
ge
s
Oth
er
Ch
an
ge
s
A COMMUNICATION TOOL
A PLANNING PLACE
20© 2009 LaMarsh & Associates, Inc.
Ripple Effect
The Chang
e
21© 2009 LaMarsh & Associates, Inc.
Integrating the Changes
Amdercom CorporationInitial Public
Offering Supply Chain
Initiative
Tunnel Project
Merger / Acquisition
Growth
The Secret
Delta StateDelta State
100% Customer
Satisfaction
Financial System:
Prophecy
22© 2009 LaMarsh & Associates, Inc.
Dip in the Delta
Productivity
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= without change management
23© 2009 LaMarsh & Associates, Inc.
Prepare a Framework for Data Collection Determine the Willingness and Ability of
Leaders and the Project Team to Play Their Roles as Sponsors and Change Agents
Examine the Burden of Too Many Changes Design and Implement the Communication Plan
Gather a Full Set of Data Regarding the Current State Determine the Source and Degree of Resistance
for the Various Target Populations Update and Review the Key Role Map Continue to Implement the Communication Plan
Gather a Full Set of Data Regarding the Desired State Options
Assess the Impact of Previous Attempts to Change Update and Review the Source and Degree of Resistance
for the Various Target Populations Determine the Potential Delta Dip for each Desired State Options Update and Review the Key Role Map Design the Learning and Reward Plans Continue to Implement the Communication Plan
Fishbone Change Impact Analysis
Delta Dip Analysis
Implement the Learning and Reward Plans Continue to Implement the Communication Plan Design the Sustainment Plan
Six Sigma Managed Change™
Define
Measure & Analyze
Improve
Control
Tools
Six Sigma and Managed Change™
24© 2009 LaMarsh & Associates, Inc.
Prepare to Change
Key Roles
Resistance
SponsorSponsor TargetTargetChange Agent
Change Agent
Culture History
25© 2009 LaMarsh & Associates, Inc.
Key Roles
• Change Sponsors
• Change Agents
• Change Targets
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26© 2009 LaMarsh & Associates, Inc.
New Uniform:Effective Thursday
LAMARSH
MANUFACTURING
LaMarsh Manufacturing
27© 2009 LaMarsh & Associates, Inc.
Relationship Among Roles
DIRECT
Sponsor
Change Agent
Target
COMPLEX
Sponsor
Target ChangeAgent
COMPLEX2
Executive
Sponsor Manager
ChangeAgent
Target
28© 2009 LaMarsh & Associates, Inc.
Key Role Map Name: ________________________________ Sponsor: Yes No _____________________ Change Agent: Yes No _________________ Target: Yes No _______________________ Issues/Concerns: _______________________ ______________________________________ ______________________________________
Name: ________________________________ Sponsor: Yes No _____________________ Change Agent: Yes No _________________ Target: Yes No _______________________ Issues/Concerns: _______________________ ______________________________________ ______________________________________
Name: ________________________________ Sponsor: Yes No _____________________ Change Agent: Yes No _________________ Target: Yes No _______________________ Issues/Concerns: _______________________ ______________________________________ ______________________________________
Name: ________________________________ Sponsor: Yes No _____________________ Change Agent: Yes No _________________ Target: Yes No _______________________ Issues/Concerns: _______________________ ______________________________________ ______________________________________
Name: ________________________________ Sponsor: Yes No _____________________ Change Agent: Yes No _________________ Target: Yes No _______________________ Issues/Concerns: _______________________ ______________________________________ ______________________________________
29© 2009 LaMarsh & Associates, Inc.
Sponsors and Change Agents
Clearly define the roles and responsibilities of the sponsors and those of the change agents
Sponsors Change Agents
Make it clear that resistance will be addressed Systematically identify the target
populations and the sources
of potential resistance
Commit the resources that are required to Identify the actions required to
reduce the resistance reduce the resistance and build the
plan of action
Do the communicating Write the speeches
Provide the rewards and reinforcements Determine what those need to be
30© 2009 LaMarsh & Associates, Inc.
Key Roles in Change
Sponsors, Change Agents & Targets all share the responsibility to:
Understand the change
Manage the change
Deal with people
K. Judge
31© 2009 LaMarsh & Associates, Inc.
Prepare a Framework for Data Collection Determine the Willingness and Ability of
Leaders and the Project Team to Play Their Roles as Sponsors and Change Agents
Examine the Burden of Too Many Changes Design and Implement the Communication Plan
Gather a Full Set of Data Regarding the Current State Determine the Source and Degree of Resistance
for the Various Target Populations Update and Review the Key Role Map Continue to Implement the Communication Plan
Gather a Full Set of Data Regarding the Desired State Options
Assess the Impact of Previous Attempts to Change Update and Review the Source and Degree of Resistance
for the Various Target Populations Determine the Potential Delta Dip for each Desired State Options Update and Review the Key Role Map Design the Learning and Reward Plans Continue to Implement the Communication Plan
Key Role MapSponsor/Change Agent Assessment
Key Role Map
Key Role Map
Implement the Learning and Reward Plans Continue to Implement the Communication Plan Design the Sustainment Plan
Six Sigma and Managed Change™
Six Sigma Managed Change™
Define
Measure & Analyze
Improve
Control
Tools
32© 2009 LaMarsh & Associates, Inc.
Prepare to Change
Prepare to Change
ResistanceResistance
Sponsor TargetChange Agent
CultureCulture HistoryHistory
33© 2009 LaMarsh & Associates, Inc.
Culture – an Element of Change
• How we behave
• What we believe
• Rules we follow:– In rule book
– Unwritten rules
K. Judge
34© 2009 LaMarsh & Associates, Inc.
Culture and the Change Process
• Desired Behaviors• Desired Beliefs• Desired Rules
• New Behaviors
• New Beliefs• New Rules
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• Unwanted Behaviors
• Unwanted Beliefs
• Unwanted Rules
35© 2009 LaMarsh & Associates, Inc.
Be an Architect
• Identify ...– Current beliefs, behaviors, rules
– Negative impacts on the change
• Identify beliefs, behaviors and rules required in the Desired State
• Continue to reinforce beliefs, behaviors and rules that support the change
• Build specific strategies into the plan
36© 2009 LaMarsh & Associates, Inc.
Prepare a Framework for Data Collection Determine the Willingness and Ability of
Leaders and the Project Team to Play Their Roles as Sponsors and Change Agents
Examine the Burden of Too Many Changes Design and Implement the Communication Plan
Gather a Full Set of Data Regarding the Current State Determine the Source and Degree of Resistance
for the Various Target Populations Update and Review the Key Role Map Continue to Implement the Communication Plan
Gather a Full Set of Data Regarding the Desired State Options
Assess the Impact of Previous Attempts to Change Update and Review the Source and Degree of Resistance
for the Various Target Populations Determine the Potential Delta Dip for each Desired State Options Update and Review the Key Role Map Design the Learning and Reward Plans Continue to Implement the Communication Plan
Current State/Culture Assessment
Desired State/Culture Assessment
Implement the Learning and Reward Plans Continue to Implement the Communication Plan Design the Sustainment Plan
Six Sigma Managed Change™
Define
Measure & Analyze
Improve
Control
Tools
Six Sigma and Managed Change™
37© 2009 LaMarsh & Associates, Inc.
What We’ve Taught Ourselves
Targets have learned
that change is either
K. Judge
MANAGED WELL
MANAGED POORLY
OR
38© 2009 LaMarsh & Associates, Inc.
Prepare a Framework for Data Collection Determine the Willingness and Ability of
Leaders and the Project Team to Play Their Roles as Sponsors and Change Agents
Examine the Burden of Too Many Changes Design and Implement the Communication Plan
Gather a Full Set of Data Regarding the Current State Determine the Source and Degree of Resistance
for the Various Target Populations Update and Review the Key Role Map Continue to Implement the Communication Plan
Gather a Full Set of Data Regarding the Desired State Options
Assess the Impact of Previous Attempts to Change Update and Review the Source and Degree of Resistance
for the Various Target Populations Determine the Potential Delta Dip for each Desired State Options Update and Review the Key Role Map Design the Learning and Reward Plans Continue to Implement the Communication Plan
History Assessment
Implement the Learning and Reward Plans Continue to Implement the Communication Plan Design the Sustainment Plan
Six Sigma Managed Change™
Define
Measure & Analyze
Improve
Control
Tools
Six Sigma and Managed Change™
39© 2009 LaMarsh & Associates, Inc.
Resistance
K. Judge
40© 2009 LaMarsh & Associates, Inc.
A Protective Mechanism
Resistance is:
• Natural
• Normal
• Logical
K. Judge
41© 2009 LaMarsh & Associates, Inc.
Resistance
Resistance can come from any AND all of these stages of change
Resistance can come from any AND all of these stages of change
Remember ...
K. Judge
42© 2009 LaMarsh & Associates, Inc.
InfoMatrix
43© 2009 LaMarsh & Associates, Inc.
K. Judge
The Safety Nets
• Communication System
• Learning System
• Reward System
44© 2009 LaMarsh & Associates, Inc.
InfoMatrix
45© 2009 LaMarsh & Associates, Inc.
l a m a r s h & a s s o c i a t e s, I n c.
Current Desired Delta Sponsor Change Agent Target Culture History
EnterpriseThe targets are comfortable with current systems and results.
My job might go awayWe already have too much work to do. We can not add to it to make this change.
Sponsors want to do the right thing
The Change Agents don’t seem to know how hard this is going to be.
Conservative; hesitant to adopt new terminology, skills and knowledge and processes
Previous system implementation failures
Have always had the report format customized for personal need
The new system will not work as well for me as the current one.
It is good to have some one on the team for change management; we have not done that before.
Sponsors don’t want to hear about what it will take to get there.
Management gets whatever system they want
Must have the format of reports customized for personal need
We are used to doing business with the limitations
Everyone will be able to see what I am doing and how well or poorly I am doing it.
We don’t allow complaining about workload.
We've tried this three times already
Regional Analysts
We like generating reports the way we do now.
Many jobs may be redundant. I don't know how to consult.
Insufficient resources to support my function and the implementation
Various degrees and instances of apathy and/or delegation along with multiple sponsors
Do they know what they are doing?
The Targets are pragmatic; they want to see the roadmap
Conservative; hesitant to adopt new terminology, skills and knowledge and processes
Very manual, non-integrated environment
Financial Analysis Management
We can manage the analysts' work today…
How will we manage the performance of our people in their consulting roles.
Takes too much time and effort to learn new skills.
Sponsors have no mediating influence due to the loss of a peer.
We will need Change Agents to make this the new company standard
The Targets are pragmatic; they want to see the roadmap
We get/got whatever system support we want
Must have the format of reports customized for personal need
Critical Variables
Managed Change™ InfoMatrix
Target GroupsStages of Change Key Roles
Organization: Linking the InfoMatrix to the Communication Plan
l a m a r s h & a s s o c i a t e s, I n c.
Target Audience Key Message Desired Result Event Resources Tasks Date/s Feedback Loop
Enterprise You may be comfortable, but custom reports cost us $750,000 per year. If we continue this reporting we will not be profitable this year.
People understand that we can not continue this practice.
Video, and department meetings
Video, all management
Script, record and publish video, brief management, schedule meetings
By end of October Management debriefings - completed November 1, Analysts have significant issues - how will we be trained, compensated and measured?
Analysts You may like generating custom reports, but your customers are asking for more. They are not satisfied with the time it takes, and the lack of analysis they are getting. They can't make good business decisions based on these reports.
Analysts understand why we will be asking them to stop generating the reports and do other things with their time.
Department meetings
Will need some learning for management and a reward system for performance through the reorganization
coordinate with the learning and rewards team
By Mid November Management debriefings - completed November 15, Analysts are on board; must deliver training and rewards plan
Enterprise Acknowledge and learn from history, we have been successful, we want to learn from this, and recognize the team for their successes, while reinforcing the need to be creative
People no longer complain about not having any successes
Posters in hallways Graphic Arts, and content from successful Project Managers
Gather key data, create and hang posters and have management reinforce the message
By January 1 People are excited and want to see more
COMMUNICATION PLAN
46© 2009 LaMarsh & Associates, Inc.
Prepare a Framework for Data Collection Determine the Willingness and Ability of
Leaders and the Project Team to Play Their Roles as Sponsors and Change Agents
Examine the Burden of Too Many Changes Design and Implement the Communication Plan
Gather a Full Set of Data Regarding the Current State Determine the Source and Degree of Resistance
for the Various Target Populations Update and Review the Key Role Map Continue to Implement the Communication Plan
Gather a Full Set of Data Regarding the Desired State Options
Assess the Impact of Previous Attempts to Change Update and Review the Source and Degree of Resistance
for the Various Target Populations Determine the Potential Delta Dip for each Desired State Options Update and Review the Key Role Map Design the Learning and Reward Plans Continue to Implement the Communication Plan
InfoMatrix
Communication Plan
InfoMatrix
Communication Plan
Learning/Reward PlansCommunication Plan
Implement the Learning and Reward Plans Continue to Implement the Communication Plan Design the Sustainment Plan
Learning/Reward PlansCommunication Plan
Six Sigma Managed Change™
Define
Measure & Analyze
Improve
Control
Tools
InfoMatrix
Six Sigma and Managed Change™
47© 2009 LaMarsh & Associates, Inc.
K. Judge
Implement the Change
48© 2009 LaMarsh & Associates, Inc.
Governance Model for a Well Managed Change
Steering CommitteeSteering CommitteeSteering CommitteeSteering Committee
Change Change Management Management
TeamTeam
Change Change Management Management
TeamTeam
Program Program Management Management
TeamTeam
Program Program Management Management
TeamTeam
Project Project 22
Project Project 22
Project Project 11
Project Project 11
Project Project 33
Project Project 33
Project Project 44
Project Project 44
CommunicationCommunication CommunicationCommunication
EnterpriseEnterpriseEnterpriseEnterprise
LearningLearning LearningLearning
RewardReward RewardReward
49© 2009 LaMarsh & Associates, Inc.
K. Judge
Sustain the Change
50© 2009 LaMarsh & Associates, Inc.
Sustain the Change
The Last Actions Required of the Change Agents
The Exit Strategy
The Hand-off
