building a change capable organization: the blueprint · building a change capable organization:...
TRANSCRIPT
Building a Change
Capable Organization:
The Blueprint (PART 1 OF 2)
LAMARSH.COM
332 S MICHIGAN AVE, 9TH FLOOR | CHICAGO, ILLINOIS 60604 USA
P. 312.464.1349 | F. 413.751.3704
A B L U E P R I N T F O R B U I L D I N G A C H A N G E C A P A B L E O R G A N I Z A T I O N
LAMARSH.COM | P. 312.464.1349 | E. [email protected] | 332 S MICHIGAN AVE, 9TH FLOOR CHICAGO, IL 60604
Today’sleadersunderstandthevalueofbeingable
toquicklyadaptandeffectivelymakechangesthat
willkeepthemcompetitiveandfinanciallyviable.
Theyunderstandthepaceofchangewillnotdiminishandthebusiness
challengestheyfacewillonlybecomemorecomplexanddemanding.
Themosteffectiveleadersknowtheyneedtomanagethesechanges
betterandtheyrecognizethebestwaytoconsistentlygetpositive
resultsistobuildanorganizationthatrespondspositivelytochange,is
abletoquicklyacceptandadoptchange,andcanefficientlyadaptand
integratechangeintoexistingbusinesses.
Establishingchangemanagementcapabilitywithinanyorganizationis
complex.Itmustbeastrategicbusinessgoal.Itmustbeinitiatedand
drivenbyexecutiveleadershipthroughouttheentireorganization.
Leadersatalllevelsmustunderstandandacceptthevalueofdeveloping
thiscapability,appreciatethefutureworthofthereturnoninvestment,
andbewillingtoholdtheiremployeesaccountabletoanewstandard
formanagingchangeandtransformation.
THE CHANGE CAPABLE ORGANIZATION
TheParthenonstandssolidlyontheAthenianAcropolisinGreece.The
ancientsketchesandblueprintsareareminderthatastrongfoundation
willenablethestructureaboveittoenduremostchallenges,
changesinleadershipandunpredicteddisasters.Achangecapable
organizationisbasedonexecutivecommitmentandaclearvision
ofhowtheorganizationwillfunctionwhenthetransformationis
complete.Thisfoundationmustbestrongandsustainable.Ten
enablersestablishagilestructure,process,people,andculture
proficienciesnecessarytodesignandimplementasolidChange
ManagementStrategyandthesupportingtacticsandplans.Asthe
organizationcontinuestoimplementchanges,itcontinuouslylearns
andthecapabilityimproves.Collectively,theindividualchange
projectsuccessesincrementallyincreasetheoverallchange
managementcapabilityuntiltheorganizationachievesitsFuture
StateVision–organizationtransformationcapability.
Whentheorganizationhasachievedandinstalledthedesired
FutureStateVisiontheinfrastructuretodeliver,stewardand
sustaintransformationcapabilityisinplaceintheformofaCenter
ofExcellence(CoE),changemanagementofficeorsomeother
functionalentity,suchasaChangeManagementCommunityof
PracticeorChangeNetwork.Leadersandemployeesatalllevelsin
theorganizationunderstandandapplychangemanagement
philosophy,methodology,processandtoolsappropriatelyas
changesareimplemented.Leadersleadchangeskillfullyand
enthusiastically.ChangeAgentshavebeentrainedandareableto
demonstratedeepskill,knowledgeandexperienceastheyconsult
toprojectteamsandcoachleaders.Theycontinuouslysharpen
theircompetenciesandparticipateincommunitiesofpracticeand
otherdevelopmentactivities.Leadersholdpeers,projectteam
membersandemployeesaccountableforbeingpartnersinthe
changeprocessandrecognizethemfortheirsupportivebehavior.
Overallthecultureoftheorganizationhasevolvedandthe
organizationhasapositiveresponsetochangeandisableto
implementchangequickly,efficiently,andflawlessly.
WHATISMANAGEDCHANGE™?
ManagedChange™istheorganized,systematic
applicationoftheknowledge,tools,andresources
neededtoeffectchangeinthepeoplewhowillbe
impactedbyitdirectlyorindirectly.
FIGURE1
FIGURE2
LAMARSH.COM | P. 312.464.1349 | E. [email protected] | 332 S MICHIGAN AVE, 9TH FLOOR CHICAGO, IL 60604
B U I L D I N G A C H A N G E C A P A B L E O R G A N I Z A T I O N : A B L U E P R I N T
ORGANIZATIONAL CHANGE
MANAGEMENT CAPABILITY MATURITY MODEL
Formostorganizations,buildingorganizational
changemanagementcapabilityismostlyan
evolutionratherthanarevolution.
Evenwithunwaveringleadershipcommitment,appropriate
resourcingandsolidprogrammanagement,thetypicalorganization
spendsthreetofiveyearsonthejourney.Thosewhoareableto
acceleratethetiminghaveaveryclearunderstandingofwhatis
requiredandusetheLaMarshGlobal’sMaturityModelasa
roadmaptoguidethem.TheMaturityModelalsoprovidescritical
inputintothedefinitionoftheFutureStateVisionandtherequired
projectmanagementplan(Figure3).AlthoughtheMaturityModel
ispresentedasasequentiallinearapproach,inrealitymanyofthe
Levelmilestonesandtasksneedtobeimplementedsimultaneously.
Assessingwhereanorganizationisonitsjourneytomaturityis
greatlydependentonthe“Dimensions”beingtrackedand
associatedperformance“Metrics”(Figure4).TheDimensions
identifytheattributesthatwillbeassessedtomeasureprogress.
TheMetricsdefinethetargetperformanceofeachDimensionat
eachLevelwithintheMaturityModel.Dimensionsshouldbe
customizedtoaddressuniquecharacteristicsoftheorganization.
Metricsneedtobedeterminedinpartnershipwithexecutive
leadershipandthechangeexpertswithintheorganization.Periodic
formalobservations,interviews,focusgroups,andsurveyscan
providethedatanecessarytoassessperformancetoDimensions
andtargetedMetrics.EightStandardDimensionsarepresentedin
Figure4.
Dimension DescriptionLevelMetrics
Level
1
Level
2
Level
3
Level
4
Level
5
Utilization Number/percentageofprojectseffectivelyapplyingchangemanagement
methodology,processesandtools.
Value
Perception
BeliefsandbehaviorsregardingOCMasperceivedbyemployeesandthe
commitmentdemonstratedbyleaders.
Process
Integration
DegreetowhichOCMisintegratedintoprojectmanagementandother
businessprocesses,toolsanddisciplines.
OCM
Methodology
DegreetowhichOCMstandardmethodologyisadoptedanduniquely
adapted/customizedtotheneedsoftheorganization.
CompetencyVolumeandqualityoftraining/certificationandabilityofsponsors,change
agentsandemployeestoapplymethodology.
SponsorshipLevelofleadershipcommitmentdemonstratedthroughwordsandactionsand
percentageofleadersdevelopingcompetency.
CapacityRatioofprojectswhereOCMisaSponsorPULLversusaChangeAgentPUSH
andtheabilitytoresourceOCMrequests.
CultureDegreetowhichOCMphilosophy,methodologyandtoolsarenaturally
applied/leveragedincompletingworkassignments.
RESPONSESTOBE
DETERMINEDBYTHE
ORGANIZATION
FIGURE3
FIGURE4
LAMARSH.COM | P. 312.464.1349 | E. [email protected] | 332 S MICHIGAN AVE, 9TH FLOOR CHICAGO, IL 60604
B U I L D I N G A C H A N G E C A P A B L E O R G A N I Z A T I O N : A B L U E P R I N T
SIX PHASES TO ESTABLISHING
ORGANIZATIONAL CHANGE CAPABILITY
Buildingachangecapableorganizationmustbeapproachedlikeanyother
transformationproject.Theorganizationsthataremostsuccessfulfocus
ondefiningaclearandmeasurableFutureStateVision;developing
employeeswhoareskilledandcompetentinmakingchange,and
empoweringthemtobepartnersinthechangeprocesses;adopting
businesspolicies,practices,andstructuresthatareflexibleandenable
changetohappeneasily;andestablishingacultureinwhichpeople
managersareheldaccountableforleadingchangethroughtheir
organization.Intheseorganizationsmanagingchangeefficientlyand
effectivelyisasharedvalueimprintedonemployeesandreinforcedby
leaders.
Establishingtransformationalchangecapabilityisanevolutionformost
organizations.Itrequireslong-termstrategiesandorganizationalstamina
toremainfocusedandappreciatetheevolvingincremental
accomplishmentsandsuccesses.TheevolutionisaSixStepStrategy:
1. ReadytheOrganization–Theorganizationmustevaluateits
readinesstolaunchandimplementthetransformationprojectand
prepareitselftomanagechallengesandleverageopportunities.
2. EstablishExecutiveCommitment–Leadersatalllevelsmustbeheld
accountabletosupportthetransformationandguaranteethe
allocationoftheresourcesrequiredtobesuccessful.
3. DefineFutureStateVision–Executiveleadersmustidentify,
communicateandsocializetheFutureStateVisionandholdthe
organizationaccountabletoachievesuccessmetrics.
4. DevelopChangeManagementProficiencyandOperationalizewith
Agility–Businessprocesses,practices,philosophy,andculturemust
befocusedonresultsandbe“changeready”toenableswiftand
fluentadjustments.
5. ImplementChangeManagementStrategy,TacticsandPlanswith
Discipline–Asolidandprovenchangemanagementmethodology
mustbethefoundationoforganizationalchangemanagement
capability.
6. LeverageIncrementalCapabilities–Eachchangeprojectprovidesthe
opportunityfortheorganizationtoleveragewhathasbeenlearned,
validatethecommitmenttobuildingchangecapability,celebrate
successesandcontinuouslyimproveandrefinetheapproach.
Buildingachangecapableorganizationishardworkthatrequires
constantfocusandleadershipvigilance.Formostorganizations,
theevolutiontobecomingafullyfunctioning,changecapable
organizationisathreetofive-yearjourney.Andlikeanyother
transformationprojecttherewillbeinternalandexternal
pressuresandchangingprioritiesthatwillconstantlytest
leadership’scommitmentandwillingnesstoresourceandfundthe
effort.Leadershipmustalsomanagetheaddedcomplexity--
withinthetransformation(buildingachangecapableorganization)
thattheorganizationwillbesimultaneouslymanagingmany
business-specificchangeprojects.Theorganizationmustconsider
eachbusiness-specificchangeprojectasanopportunitytovalidate
executivecommitmentandthedefinitionoftheFutureState
Visionandrefineandimprovechangeproficienciesand
implementationstrategies,tacticsandplans.
SEELASTPAGE(FIGURE7)FORALISTOFMANAGEDCHANGE™ACADEMYPROGRAMS
SETTING UP A CHANGE
MANAGEMENT CENTER OF
EXCELLENCE
Acoreteamofexperiencedchangemanagementprofessionalsare
charteredtoestablishandoverseetheimplementationand
sustainedapplicationofchangemanagementmethodology,
processesandtools.TheCenterofExcellence(CoE)ismost
successfulwhenitisorganizationallyalignedtotheexecutive
leadershipteam,hasaDirectorlevelexecutiveleadingthe
function,andispositionedtocontributetostrategicbusiness
decisions,policy,andpractices.TheCoEisoftenasharedservice
withintheorganization.Onceestablisheditisresponsiblefor
providingdirectionandleadership,bestpractices,research,
consultingsupport,coachingand/ortraininginallareasofthe
changemanagementdiscipline,andproficienciesacrossthe
enterprise.
MANAGEDCHANGE™COMPETENCY
FRAMEWORK
TheLaMarshGlobalManagedChange™Competency
Framework(Figure5)leveragesabuildingblock,
role-basedstrategytoensureeveryoneengagedin
thechangeprocess(Sponsorsleadingchange,
ChangeAgentsimplementingchange,andTargets
adoptingchange)understandstheirrole,the
associatedresponsibilitiesandtheoutcomesand
actionsforwhichtheywillbeheldaccountable.
FIGURE5
LAMARSH.COM | P. 312.464.1349 | E. [email protected] | 332 S MICHIGAN AVE, 9TH FLOOR CHICAGO, IL 60604
B U I L D I N G A C H A N G E C A P A B L E O R G A N I Z A T I O N : A B L U E P R I N T
GuidelinesforEstablishingaCenterofExcellence
• FormalizetheCoEasabusinessfunctionwithadefinedbusiness
planandbudget.
• OperationalizetheCoEtodirectlyreporttoamemberofthe
ExecutiveLeadershipTeam.
• Researchhighperformingchangecapableorganizationsand
integratebestpractices.
• ChartertheCoEtobeaccountableforestablishing,sustaining,
andimprovingapplicationofthechangemanagementdiscipline.
• AligntheCoEChartertosupportthestrategicgoalsand
objectivesoftheorganization.
• AppointaDirectorlevelleaderwhoistrustedandvaluedbythe
organization.
• StafftheCoEwithexperiencedandexpertchangemanagement
practitioners.
• Adoptandcustomizeaprovenchangemanagement
methodology.
• Avoidfunctionalscopecreep--keepthefocusondevelopinga
narrowanddeepchangemanagementcapability.
• EstablishaChangeNetworkofpractitionersandprovide
guidanceandsupportastheymanagechangeswithintheir
functions.
DEVELOPING A CHANGE
MANAGEMENT COMMUNITY OF
PRACTICE
Establishingandsustainingchangemanagementcompetency
acrosstheorganizationiscritical.Formaltrainingandcertification
providetheframeworkforaconsistentunderstandingand
applicationofthemethodology,processesandtools.Thisisan
acceptableandprovenlaunchstrategy.AstheCenterof
ExcellencequalifiesmoreemployeesasChangeAgents,Sponsors,
andPartnersinthechangeprocess,theiron-goingprofessional
developmentbecomesapriority.ACommunityofPractice(CoP)
providesamechanismtocontinuethedialogueandkeep
everyoneinformedoftheevolutionofthemethodologyincluding
exposuretonewideas,tools,strategies,etc.
ACommunityofPracticeistypicallyaninformalgroup.
Practitionerscometogetheronaregularbasis,typicallyoncea
monthoronceaquarter,tolearnandshare.Inmost
organizations,themechanismforCoPmeetingiseitherawebinar
oraphoneconference.Likeanyothergathering,eventsaremost
successfulwhentheyarepublicizedandmarketedinadvance,
guidedbyaformalagenda,andhaveclearlystatedgoals,
objectivesandoutcomes.Asorganizationalchangemanagement
capabilitycontinuestoevolve,theCenterofExcellencemayfindit
valuabletorefinetheCoPbyestablishingSpecialInterestGroups
orAreasofFocus.Thesegroupswillhaveamoregranularfocus
andtheircharterswillbemorespecificsuchasevolvingelements
ofthemethodology,uniqueapplicationsorSponsorcoaching.
GuidelinesforEstablishingaCommunityofPractice
• ChartertheCoPtobeclearonthefocusandobjectives.
• PositionCoPmembershipasvoluntary.Avoidtakingand
reportingattendance.
• Calibrateexpectationstomeettheneedsofthemembersnot
management.
• Keepitsimpleandinformal.
• Focusgoals,objectives,andmeetingagendasonaddingvalue
toCoPmembers.
• TalkaboutwhatisinterestingandimportanttoCoPmembers.
• KeepthebusinessoftheCoPvaluefrontandcenter–avoidit
becomingaclub.
• Createalearning,sharing,andcollaborativeenvironment
withoutjudgement.
• EncourageandnurtureSponsor/leaderparticipationand
contributions.
• BrokeravailableexpertisetoCoPmemberneeds.
• Reinforcethevalueofcommunityandsharingexperiences,
expertise,andknowledge.
• Avoidthetemptationtoleveragetechnology.
WHAT DOES AN EFFECTIVE CHANGE
NETWORK LOOK LIKE?
TheCenterofExcellencewithinachangecapableorganizationhas
createdandoperationalizedtheinfrastructureandgovernance
necessarytohandleboththecompetencydevelopmentof
employeesandtheconsultingcapacityrequiredtoimplement
changes.EmployeesidentifiedasChangeAgentsaretrainedand
certifiedtoapplythemethodology,customizeresistancedata
collectionstrategiesandtools,andmodifyresistancemitigation
actionstomeettheuniquerequirementsandcultureoftheir
businessunit.Individuallytheysupporttheimplementationof
changewithintheirbusinessunit.TogethertheyformaChange
Networkandcollaboratetoidentifycommonissues,concernsand
challengesanddevelopgenericsolutionsthatwilltransitionthose
impactedbychangefromapositionofresistancetoacceptance
andadoption.
ThereportingrelationshipbetweendesignatedChangeAgentsin
theChangeNetworkisdottedline,matrixedandinformal.Theyare
responsibleforrepresentingtheneedsandinterestsoftheir
functionorbusinessunitastheycollaboratewithothersinthe
ChangeNetwork.TheleadChangeAgentontheprojectordesign
teamcoordinatesthecollectiveresourcesoftheChangeNetwork
andprovidesguidanceandcoachingastheysupporttheirbusiness
unitorfunction(Figure6).
LAMARSH.COM | P. 312.464.1349 | E. [email protected] | 332 S MICHIGAN AVE, 9TH FLOOR CHICAGO, IL 60604
B U I L D I N G A C H A N G E C A P A B L E O R G A N I Z A T I O N : A B L U E P R I N T
TYPICAL CHANGE MANAGEMENT GOVERNANCE STRUCTURE
FORMOREINFORMATION
MANAGED CHANGE™ ACADEMY WORKSHOPS AND TRAINING PROGRAMS
RoleinChange TrainingProgram
LeadershipasSponsors
ofchange
LeaderasSponsorofChange:Ahighlytailored,workingsessiondesignedforindividualexecutivesandleadership
teamswhoseektorecognizethevalueofchangemanagementandhowitcanbecomeacriticalbusinesstoolfor
theorganization.
ChangeAgents
responsiblefor
implementingchange
FacilitationMaster®:anexpertcertificationdesignedforin-housetrainerstoteachManagedChange™
MethodologyMaster®:anexpertcertificationforthosewholeadorconsulttothefulllifecycleofchange
initiatives.
MasterofManagedChange®LevelIandII:anadvancedcertificationprogramforpeoplewhoareresponsiblefor
coachingotherChangeAgentsandprojectteamsintheapplicationofchangemanagement.
ManagedChange™ChangeAgentCertification:afoundationalcertificationforpeoplewhorequirepracticalskills
andcapabilitiesintheapplicationofchangemanagement.
ManagedChange™Workshop:anopportunitytogainanunderstandingoftheManagedChange™model,process,
tools,andtactics.
Employeesasthepeople
impactedbychange
EmployeesasPartnersintheChangeWorkshop:useschangescurrentlyimpactingtheorganization,contemplated
forthefuture,orexperiencedinthepasttohelpemployeesunderstandhowtobecomepartnersinthechange
process.
FIGURE6
FIGURE7