141212 brochure change management for hp

Brochure Change Management 2

Our approach to change management

As “changers" we act as the guys with brooms in curling

We analyze the dents and bumps in your road

to success (pushbacks etc.) and reduce them.

We support you with individual measures and

take over the fine-tuning.

We put the right communicative spin on your

measures.

We give you feedback on the impacts that can

be valuable input for your next pitch.

Our job: what we do …

You will identify your goals and define your

strategy.

You will initialize the changes (“throw the curl")

and put your energy into it.

You will set a good example by assuming a

visible and active part in the change process.

Your job: what you do…


Our approach to change management:

We facilitate the design and implementation of change processes,

focusing on:

Strategy:

Developing a vision

Developing a mission

Setting objectives

Structure

Fusion

Restructuring

Employee and Leadership development structures

Wage and incentive-structures

Skills & behavior

Team integration & development Leadership development Human resources development Developing Competence profiles Customer/ Service Orientation

Identity and values

Cultural Change

Developing corporate principles, leadership principles, and employee principles

Large group interventions

Post Merger Integration

Processes:

Process management and reengineering

E-Business

Project management

Knowledge management

Innovations management

Quality management (EFQM, CVP, etc.)

Tools and instruments

KPI / Balanced Scorecard

Controlling

IT-System Roll-out: SAP

Customer/ employee survey


cf as service provider as

needed; often times last-

minute change

management support

cf acts as an architect to

build with you the business

transformation of your

company, in particular the

people side

Our approach to change management:

We can serve as fire fighter, process partner or architect

cf supports or manages

the sub-project “change

management“ within a

larger change project

As needed support for changes

Change managementas sub-project

Business transformation

ArchitectFire Fighters Process Partner



Change management as part of a success formula

Successful Program

Sustainable ChangeManagement

EfficientProgram

OrganizationMature content= x x

Module 1: Leadership Alignment Module 2: Communication Module 3: Training

Goal: Commitment of high-level

executives

Integration in the change project

planning process

Establishment of a broad leadership

coalition

Goal: Attention on and appreciation of the

changes

Across projects

Appropriate to the situation

Target-group-specific

Goal: Qualification of those affected

Offer trainings for the new roles,

processes and systems

Reflection on the new roles

Module 5: Monitoring

Goal: Collaboration of those involved in

the project

Common approach and commitment to

the overall program

Optimal cooperation

Mandatory adherence to joint decisions

Goal: Attitude and behavior of the people

affected

Participation of all involved parties

Adjusting behavior to the modified

roles, processes, tasks and systems

Fostering the commitment to the

change process

Goal: Regular adjustment based on the

current status

Evaluation of change readiness,

progress and impact

Feedback for decision makers

Recommendations for adjustments

Module 4: Mobilization



We start by analyzing the change impact of your project

Structured interviews for a picture of the

change seen by the different stakeholders

(Change Management Assessments - CMA)

Stakeholder Map

Extrapolation of

people and groups

of people who need

to be involved

Drivers & Barriers

Focus on greatest

barriers and

supporting factors

Change

Requirements

Clarity about

necessary changes

in behavior and

mindset of

associated people

Analysis Planning Implementation Monitoring

Change Management Assessment für _________________________________

Thema / Frage Ihre Notizen

Beschreibung der ZielgruppeAnzahl der Mitarbeiter: Priorität (A-C):

Welche Veränderungen werden durch

das Projekt ausgelöst?

(für diese Zielgruppe)

Was sind kritische Erfolgsfaktoren bei

der Umsetzung der Veränderungen?

(für diese Zielgruppe)

Wurden bereits Veränderungs-

maßnahmen für diese Zielgruppe

durchgeführt?

Wie ist der aktuelle Wissensstand

dieser Zielgruppe?

Was könnten geeignete

Veränderungsmaßnahmen

für diese Zielgruppe sein?

Die Blocker

Die Irritierten Die Freundlichen

Die Verbündeten

Einsicht und Initiative zum Veränderungsprogramm hochniedrig

Ein

fluss a

uf

andere

ho

ch

nie

drig Angestellte in Linien-Funktionen

Linienmanagers

Lokale

Recruiting

Manager

Zentrale

Recruiting

Manager2

3

1

Welche Werte und Einstellungen sind

dafür notwendig?

Welche neuen Fähigkeiten soll die Zielgruppe

besitzen?

Welches konkrete Verhalten soll in Zukunft

gezeigt werden?

Was werden die Umfeldveränderungen

für die Zielgruppe sein?

WerteEinstellungen

Identität

Fähigkeiten

Verhalten

Umfeld

Welches neue Selbstbild ist für die Zielgruppe

notwendig?Kulturelle

Identität

Werte,

Normen,

Leitlinien

Wissen,

Fähig-

keiten

Vision,Ziele,

Strategie

Produkte,

Leistungen

Struktur,

Prozesse,

Schnittstellen

Tools,

Systeme,

Messgrößen

Verhalten

HARD FACTS SOFT FACTS

Welche Werte und Einstellungen sind

dafür notwendig?

Welche neuen Fähigkeiten soll die Zielgruppe

besitzen?

Welches konkrete Verhalten soll in Zukunft

gezeigt werden?

Was werden die Umfeldveränderungen

für die Zielgruppe sein?

WerteEinstellungen

Identität

Fähigkeiten

Verhalten

Umfeld

Welches neue Selbstbild ist für die Zielgruppe

notwendig?Kulturelle

Identität

Werte,

Normen,

Leitlinien

Wissen,

Fähig-

keiten

Vision,Ziele,

Strategie

Produkte,

Leistungen

Struktur,

Prozesse,

Schnittstellen

Tools,

Systeme,

Messgrößen

Verhalten


Treibende Kräfte / Veränderungstreiber

Was sind die treibenden Kräfte für diese

Zielgruppe?

Veränderungsdruck von den Kunden

Einbeziehung der Mitarbeiter

von Anfang an

Klare Projektdefinition und eindeutige

Aufgabenzuteilung

Breite Akzeptanz der Projektteammitglieder im

ganzen Unternehmen

Erste, symbolträchtige Erfolge in einem Bereich

Hemmende Kräfte / Veränderungsbarrieren

Was sind hemmende Kräfte für diese Zielgruppe?

Festgefügte Verhaltensnormen

Überlastung der Mitarbeiter

Schlechte Erfahrung mit früheren

Veränderungsprojekten

Angst, Fehler zu machen

Mangelndes Vertrauen in das

Top-Management

Kaum Erfahrung mit Feedback



In particular we assess the necessary soft facts changes

Identity

Values,

Beliefs

Knowledge,

Skills

Vision,Goals,

Strategy

Products,

Services

Structure,

Processes,

Interfaces

Tools,

Systems,

Parameters

Behavior


“Which basic attitude is necessary for a spirited

and successful strategy & organization?“

"What are the guidelines for our

cooperation so that the new structure

can develop effectively?“

"Which skills do we need for the

successful implementation of

these new processes?"

“How will the new structure

affect our leadership?“

"Which behavior shall

characterize our

cooperation?"

New IT-systems in

accounting

New KPIs

New organization with different

roles/ responsibilities

New processes with interface

agreements

New customer segmentation

New strategic alignment using

a new strategy map

Example of a reorganization




The analysis provides a clear picture of the change success factors


Attractive &

comprehensible

vision of change

Broad,

visible

leadership

coalition &

ownership

Anchoring

in culture

Empowering

for

broad-based

action

"Mature“

contents

Powerful

communication

Sense of

urgency

Perseverance

in execution

Credible

short-term

wins



We design a change master plan based on the analysis results

The analysis tools are used to identify and

define target-group-specific ideas for change

measures. All necessary and affordable

measures are organized chronologically and

logically in the Change Management Master

Plan before being synchronized with the

project plan (if existing).

The master plan offers an overview of all

necessary change management

interventions. It is also used for the planning

of the necessary resources and for the

organization of change measures.

It generally differentiates between the

following working streams: project content,

leadership alignment, communication &

mobilization, training and monitoring.


Oct 11 Nov 11 Dec 11 Jan 12 Feb 12 March 12 Apr 12

Overall Project

planning

Leadership

Alignment

Mobilization of

the project team

Communication

Training

Change

MonitoringChange Barometer 1

14

Multiplier

Workshop

Team workshop:

Lessons

Learned5 4Team-

workshop

4

One-on-one

interviews)

1

Moderated

debate III

(Lessons

Learned)

Moderated

debate IIInfo event for heads of divisions

2 3 2

Launch date product sales Concept

MultiTrainings

Inst./Config.

DocumentationCustom/Config Test Trainings

Inst. Prod

LA

Newsletter or Article in ZD-Info Short Newsletter II

9

Go Live Annoucement

Article in ZD-Info

9

Roadshow Presentation

10

8

Info on the status in deptartments

7Design

documentation

(FAQ, argumenter,

articles)

6

8

11

Update Intranet

TrainingsMultiplier-TtT

13

12

Change Barometer 2 Change Barometer 3

Drivers & Barriers

Success Factors

Stakeholder

Change Requirements



The change master plan

Example of the introduction of an IT solution Analysis Planning Implementation Monitoring

Oct 11 Nov 11 Dec 11 Jan 12 Feb 12 March 12 Apr 12

Overall Project

planning

Leadership

Alignment

Mobilization of

the project team

Communication

Training

Change

MonitoringChange Barometer 1

14

Multiplier

Workshop

Team workshop:

Lessons

Learned5 4Team-

workshop

4

One-on-one

interviews)

1

Moderated

debate III

(Lessons

Learned)

Moderated

debate IIInfo event for heads of divisions

2 3 2

Launch date product sales Concept

MultiTrainings

Inst./Config.

DocumentationCustom/Config Test Trainings

Inst. Prod

LA

Newsletter or Article in ZD-Info Short Newsletter II

9

Go Live Annoucement

Article in ZD-Info

9

Roadshow Presentation

10

8

Info on the status in deptartments

7Design

documentation

(FAQ, argumenter,

articles)

6

8

11

Update Intranet

TrainingsMultiplier-TtT

13

12

Change Barometer 2 Change Barometer 3



We use different change management activities in implementation

Information Dialogue and Mobilization Support and Enabling

Deliver knowledge and provide

orientation

Reduce uncertainty

Meet the needs of the relevant target

groups

Create trust and understanding

Enable all affected: approach, tools,

methods

Inform employees via classical media and

interactive platforms

Interactive dialogue with the affected

people

Train all people affected, in particular the

managers for effective leadership during

implementation

Information Push Dialogue Events Trainings

Newspapers/Billboards/Posters

Information brochures, flyers

E-Mail newsletters

Intranet Site

Podcasts, Blogs, Twitter Wall

Simpleshow Videos

„Guerilla Marketing“ activities

Workshop/ conference for executives

Roadshows

Dialogue forum with employees

Large group events

Section, department and team

meetings with employees

"Straight Talk-Sessions„

Boot camp or train-the-trainer (TtT) for

multipliers or other change agents

Change trainings for leaders

Communication packages, incl. "Talk-

Sheets" for executives

Sparring for decision makers

Classical and blended trainings




We monitor in particular the “soft“ aspects of change

Change Readiness Change Progress Change Success

Can we start with the change process? Where are we in the change process? Is the change process effective?

Preconditions, for example Examples: Examples:

Management Commitment in the

affected units

Maturity of the project concepts

Definition of change mgt. activities as

part of the project concept

Enabling of change agents

Change status

Implementation of CM measures

Employees reached by CM measures

implementation

Results achieved, need for action

Implementation of the new processes,

systems, structures …

Identification with the change

process/contents

Cost-benefit ratio

Quick Polls/Surveys

Interviews

Workshop Results

Change Monitoring

Projektmeilensteine

12/0811/0810/0809/0808/0807/0806/0805/0804/0803/0802/0801/08Interventionsebenen

Change Management

Meilensteine

Qualifizierung

Kommunikation

Mobilisierung

und

Partizipation

Leadership Alignment

FB über-

greifend

Experten-

teams

Change Monitoring

Projektmeilensteine

12/0811/0810/0809/0808/0807/0806/0805/0804/0803/0802/0801/08Interventionsebenen

Change Management

Meilensteine

Qualifizierung

Kommunikation

Mobilisierung

und

Partizipation

Leadership Alignment

FB über-

greifend

Experten-

teams

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OFK Tag "Straight Talk" mit Vorstand

BK Freigabe mit OFK

Zielvereinbarungen Baukasten mit OFK

Fachbereich Zielvereinbarung Baukasten Nutzungskonzept Fachbereiche/Produktlinien

Buy-in der Expertenteams als Multiplikatoren (inkl. evtl. Teamentwicklung)

Buy-in ausgew. MFK/AFK als Multiplikatoren

MultiplikatorenauftaktkonferenzKonzeption, Enabling

Multipl. Toolkit

ggf. Vorber. BK-Klausuren

Zielvereinbarungsgespräche MFK, AKF, MA

Vorstandsbrief "Baukästen und ihre Bedeutung für BMW"

Plakat: Kernbotschaften Baukästen Artikel BMW-Zeitung

Forumsveranstaltung BaukästenForumsveranstaltung E³

Flyer "Erfolgsstories"

1. Change Monitor (Basis CMA) Update Change Monitor (Basis MA Befragung)Konzeption

Readiness Check: Basis BK-Klausuren)Update

Change Monitor

Update

Change Monitor

ggf. Q-Bedarfsanalyse, Q-Planung, Q-Durchführung

Newsletter Baukästen ggf. E³-Projekte gesamthaft

Set up/ Vernetzung Prozessstellen (Ex-12)

Set up/ Vernetzung E³-Projekte bzw. E³-Ex-Steuerkreis

Set up/ Vernetzung Ex-Bereichsentwicklung, ES-13 und PM-32/PM-2

Steuerung und Erfahrungsaustausch Multiplikatoren

Statusberichte der Expertenteams in Ex-Kreisen

Freigabe Change Monitoring

Freigabe CM Gesamtkonzept

Projektstatusbericht

Präsentation Change Status in Baukastensteuerkreis

Update CM-Detailplanung

Kick-off Change Team/Projektteam

ggf. Konzeption und Aktualisierung Intranetauftritt

Entwicklung Kernbotschaften

Baukastensteuerkreis

Vorbereitung BK-Klausuren BK Klausuren

Quest ions on the percept ion of CHANGE w ithin the organizat ion

1.In my opinion, the GDSA management supports

CHANGE.

2.In my opinion, managers in my w orking

environment support CHANGE.

3.There is a suf f icient number of mult ipliers for

CHANGE (e.g. key user) at GDSA.

4.

All members of the project team strongly

ident ify w ith the targets and contents of

CHANGE.

5.At GDSA there is an overall commitment to the

scheduled changes.

6.In my opinion, all employees at GDSA are

suf f icient ly informed about CHANGE.

1.In my opinion, the GDSA management supports

CHANGE.

2.In my opinion, managers in my w orking

environment support CHANGE.

3.There is a suf f icient number of mult ipliers for

CHANGE (e.g. key user) at GDSA.

4.

All members of the project team strongly

ident ify w ith the targets and contents of

CHANGE.

5.At GDSA there is an overall commitment to the

scheduled changes.

6.In my opinion, all employees at GDSA are

suf f icient ly informed about CHANGE.


A project example.


A project example

The initial situation

The initial situation:

The trading subsidiary of a manufacturer of capital goods is planning the introduction of a new pricing tool covering a wide range of process changes inculding everything from end customer contact to incoming orders. All activities are combined in the project “Pricing“. The go-live is planned for the summer of 2012. Currently content concepts are being prepared and a IT tool is being developed. Almost all employees in the sales areas of all branches in Germany will be affected.

Out approach and procedure:

Dec 13, 11 Kickoff-Workshop with the core project team Common understanding of the challenges and the gained experiences Identification of the important persons and groups that are involved/affected (Stakeholder Map) Definition of a strategy for further Change Management Assessments Planning of immediate Change Management activities for the pilot projects

Jan. 04.-31,12

Change Management Assessments (CMA) 24 interviews with selected stakeholders and representatives from affected groups: perceived impact

of the changes as well as commenting on planned activities

Feb. 01.-06,12

Evaluation of the CMAs Analysis of the perceived barriers and potential success factors of those affected (sales reps, branch

managers, back office people, pilot project participants) Proposals for Change Management activities for a large-scale rollout

Feb 08, 12 Workshop with the project team and key stakeholders Presentation of the results from the Change Management Assessments Evaluation of the change situation

Focus on the biggest barriers and success factors Common understanding and clarity on the necessary changes of behavior and mindset of the

involved parties Discussion/ Selection of Change Management activities Design master plan for rollout (version 1.0)

1

2

3

4


A project example

The most important change barriers

Barriers Possible measures

Low acceptance by branch managers

Run target agreement with each branch leader

Conduct central opening events

Leverage change agents from pilot projects

Branch managers are not prepared for a

new leadership style

Offer best practices from pilot projects for the management process

(evaluating, tracking, monitoring, motivating, ...)

Write manual how to utilize the pricing tool in different market situations

IT projects generally have a negative

connotation

Show strong willingness and perseverance to change

Provide optimal information flow

Deliver quick response to questions & problems

Involved parties are afraid of being

patronized

Stress that price delivered by pricing tool is not binding

Reinforce that tool delivers a price range and sales reps have the last word

High scepticism regarding the value of

the tool

Tell the truth about the system maturity: data quality not yet at 100%

Give many examples to make data processing transparent

Secure resources to respond to inquiries and problem reports

Provide ongoing information on updates

Those affected are not yet working much

with IT

Have in some branches a „warm-up project“ w. paperless office and make a

readiness-check prior to project start


A project example

A rollout in several waves

Pilots 1. Wave 2. Wave 3. Wave

Time

Pilot phase at

3 branches

Testing the system

Lessons learned

Selection of change

agents for the first

phase

1st phase with

6 further branches

Testing the system

Lessons learned

Selection of change

agents for the first

phase

2nd phase

with an additional

12 branches

Employ change

agents from the first

phase

3rd phase with

holding companies

Employ change

agents from the first

phase

Branches

Gone Live3 9 21 24

01.05. 01.06. 01.07.Until end of

April 2012


Q1/2012 Q2/2012 Q3/2012

Feb March Apr May June July Aug Sep

ProjectMilestones

CM Planning & Management

Leader-ship Align-ment

Top Manage-ment

Product Manage-ment

Mobilzation at Branches

General Communication

A project example

Change management master plan rollout pricing

Release of CM

master plan

Workshop Pricing

Strategy

Alignment w. board

Basic information on the intranet

1. Newsletter

with simpleshow

video

FAQ

1st wave: 6 branches

Central opening event w.

branch manager 1s.wave

User support (hotline,..)

1st Change

Monitor

2nd wave: Rest of the trade organization (at least 12 branches)

3rd wave: Holding companies

Creation of communication

package

„Readiness“ check

1st wave „Readiness“ check

2nd waveReporting prepared

R&R defined

2nd

Newsletter

Best practice

sharing

„Readiness“ check

3rd wave

Status reports

1st wave

2nd wave of

branches

3thrd wave of

branches

Management meetings at

each branch 1.wave

Department events at

each branch 1.wave

Target agreement w. branch managers 1.wave

Select change agents for 1st phase

change factory

at a glance.


change factory at a glance

Us in “a nutshell”

change factory is the partner-driven company for “leading the people side of change“.

We are focused on business areas:

– leadership development: for all levels, strategically focused, effective over the long-term.

– change management consulting: from kick-off to change “architecture”, to mobilizing employees, communications planning and follow-through, to qualification.

Our capabilities are a product of the collective skills and experiences of our team of approximately 30 international colleagues. We offer pragmatic, implementable solutions, and we accompany the projects through the successful completion of the implementation.

Our headquarters are in Munich, but our work for our clients takes us all over the world: for companies both large and small, within all industries.

For every project, we use a wide combination of methodologies to combine the right hard factors (business-driven elements and metrics) with the right soft factors (psychological, political, social). Our holistic approach is the basis for our mission:

We ensure that our clients focus on the right changes, and that these are effectively implemented.

In doing so, we prepare people and organizations for success in the future.


change factory at a glance

We have broad experience in change projects

Project Customer Time frame

Provide support for acceptance management in a company-wide

IT transformation

Public

Research Facility 2011

Provide support for a world-wide reorganization Automotive Supplier 2011

Provide support for the cultural integration of two merging

corporate divisionsUtility 2009

Provide change support for a world-wide project on the

introduction of optimized processes and standardized IT

Global

Technology Group2008

Provide change support for the introduction of a competency

management

Automotive Supplier2007 – 2008

Provide change support for the introduction of SAP as the basis

for process harmonization worldwideOil Company 2006 – 2007

Provide change management support including communication

for the introduction of a new pricing strategySteel Retail 2012

Some examples

141212 brochure change management for hp

Leadership & Management

subproject change management

change managementas

process management

larger change projectas

leadership principles

leadership alignmentmodule

projectcommon approach

people sideour approach