Change Management

Making Change Stick

Céline Tendero (Novartis)

Sam Warden (d-Wise)

Beate Hientzsch (Accovion)

When the winds of change blow, some people build walls

and others build windmills

Chinese proverb

Change Management

• The Why? New challenges our industry faces

• Change principles – Curve

– Stakeholder : • Analysis

• Engagement

– Communication Planning

• Exercise

• Good questions!

• Conclusion

Agenda

• New challenges in our industry : • Evolution of drugs : new analysis/new data available

(genomics for example)

• Evolution of the competition

• Merge of company or reorganization in your company (separate functions or merge them)

• CDISC – electronic submission

• Data transparency

Why this session at PhUSE?

• New challenges in our industry => answers proposal

• Evolution of drugs => results of the research

• Evolution of the competition=> more drugs on the market

• Merge of company or reorganization in your company (separate functions or merge them)=> economic condition/model changed

• CDISC – electronic submission=> Technology evolution/Speed the job/facilitate safety issues detection

• Data transparency=>Share data with others

Why this session at PhUSE?

Define the Change

Start With Why Sense of Urgency

Guiding Team(s)

Vision & Strategy

Start with the Why: Simon Sinek (see also https://www.youtube.com/watch?v=IPYeCltXpxw)

Start with Why

Principles : The curve

Keep Satisfied

Engage Closely and Influence Actively

Monitor (minimum effort)

Keep Informed

Power

Interest

Low

Low

High

High

Principles : Stakeholder Analysis

Principles : Stakeholder engagement

1. Exercice

Communication Planning

•Current Status - Advocate, supporter, neutral, critic, blocker •Desired Support - High, medium or low •Messages Needed •Actions and Communications

•Actions Desired (if any) •Communications Approach

Stakeholder Current Status Desired Status / Support

Messages needed Actions & Communications

Project Sponsor Supporter Advocate / High They are important, you are detained through an unexpected event and will arrive a little late, but the meeting will still go ahed

Ensure someone else will meet them Call them to explain your situation

Admin Advocate Supporter/ Advocate /High

Reassurance Clear instructions on what needs to be done Regular updates on your progress

Call them to work through the plan Always answer if they call you

Team Supporter Supporter Reassurance Email from the admin

Exercise

• Please look at your handouts

• Exercise 1 uses the Stakeholder Analysis we

talked about on slide 9

• Exercise 2 Uses the communciation plan we

talked about on slide 11

• You will split into groups according to the colour

of the chocolate you picked up on your way into

the room

• Facilitators are available to help you with the

exercise

Exercise

Situation Summary

• New System implementation

• SAS on Unix with Enterprise Guide

• CROs to work directly on the system (no need for integration)

• YOU are the Change Manager

• Why the change?

– BETTER PERFORMANCE

– Quicker integration with CROs

Your Key Stakeholders

Management

Sytem Users Support Group Data

Integration

Project Implementation Team including the training group

Keep Satisfied

Engage Closely and Influence Actively

Monitor (minimum effort)

Keep Informed

Power

Interest

Low Low

High

High

•Current Status - Advocate, supporter,

neutral, critic, blocker •Desired Support - High, medium or low •Messages Needed •Actions and Communications

•Actions Desired (if any) •Communications Approach

Stakeholder

Current Status

Desired Status / Support

Messages needed

Actions & Communications

Project Sponsor

Supporter Advocate / High

They are important, you are detained through an unexpected event and will arrive a little late, but the meeting will still go ahed

Ensure someone else will meet them Call them to explain your situation

• Major issues with the Zopinerol submission

• Our IDB programs are taking 36 hours to run

• Our competitor is due to submit 2 weeks after

us, and we are at risk of being the 2nd drug in the

door

• We will never make it on time if this continues

• We need to move the Zopinerol team to the new

programming environment in 3 weeks if we

stand a chance of meeting our goals

STOP PRESS

• Who do you need to work with?

• What messages need to change?

• What is your action plan for the next 48 hours?

Your Mission

1. Why does your project exist? 2. Who are your stakeholders? 3. Where are they positioned? Where do you need them to

be? 4. Where are you on the change curve? Where are they? 5. Do you regularly ask for feedback on a specific deliverable

or interaction? Do you regularly offer feedback? 6. What is your Communication & Training Plan?

Should be answered at regular timeframe

The list of good questions which will help you

manage change in your projects

• Conclusion of the exercise :

• Overall Conclusion :

• Change Management is a new set of skills to be learned & a toolbox to build

• And then used constantly (not just as an OCM effort)

• Professional development opportunities

Conclusion

• Who Moved My Cheese : Spencer John (see also https://www.youtube.com/watch?v=16hxCB1Dvd4)

• Start with the Why: Simon Sinek (see also https://www.youtube.com/watch?v=IPYeCltXpxw)

• Taking People With You: David Novak

• Leading from the Emerging Future : C. Otto Scharmer & Katrin Kaufer

• Creative Problem Solving (Buffalo)

Further Viewing / Reading