change management strategy

Change Management Strategy

2 /GE Title or job number /

04/20/23

Changing Systems & Structures

CurrentState

TransitionState

ImprovedState

Creating A Shared Need

Shaping A Vision

Mobilizing Commitment

Making Change Last

Monitoring Progress

Leading Change

InitiateChange

Sustain Change

Change Acceleration Process - Model


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Q x A = EQuality

Acceptance

Effectivene

ss

Why Are We Here?

Change Acceleration Process - Implementing Change


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High

Medium

Low

Crea

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Shar

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Nee

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Shap

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Vis

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obili

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Com

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Mak

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Chan

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Last M

onitor

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Prog

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Chan

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Syst

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Stru

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Systems & Structures

Cu

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tate



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SAMPLE AGENDA

Day 1

8:30-9:30am Introduction/Objectives9:30-12:00am Creating a Shared Need(includes break) -Threat vs. Opportunity

-3 D’s Matrix12:00-1:00 Lunch1:00am-2:30pm Shaping a Vision

-In/Out of Frame-More of/Less of-Vision Statement-Elevator Speech

2:30-3:00 Break3:00-4:00pm Mobilizing Commitment(includes break) -Key Constituents Map

-Stakeholder Analysis



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AGENDA

Day 2

8:30-12:00 Mobilizing Commitment(includes break) -TPC Analysis

-Influence Strategy12:00-1:00 Lunch1:00-3:00 Report Outs with All Groups3:00-6:00 Changing Systems & Structures(includes break) -Project Impact on Systems & Structures

-Assess Control & Influence on Systems & Structures

-Prioritization of Systems & Structures



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AGENDA

Day 3

8:30-12:00am Changing Systems & Structures(includes break) -Staffing & Development12:00-1:00 Lunch1:00-2:30pm Changing Systems & Structures

-Rewards & Measures2:30-3:00pm Break3:00-4:00pm Changing Systems & Structures

-Organizational Design4:00-5:30pm Changing Systems & Structures

-Communication5:30-6:00pm Review Final CAP Strategy



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Why bother to create a shared sense of need?Forces any resistance or apathy to be addressed head-on.Validates why the project is important and critical to do.Builds the momentum needed to get the cross-sell initiative

launched.

What are we after?A shared recognition, by both the team and key constituents,

of the need and logic for change.Dissatisfaction with the status quo (greater than the natural

resistance).The ability to frame the need for change as both a threat and

an opportunity.

What should I do?

Choose information from the Threat/Opportunity Matrix and the 3D’s Matrix to make a case for the shift to a CROSS-SELL CULTURE!Creating A Shared Need produces the "WAKE-UP CALL",

building early momentum for the change initiative

Creating a Shared Need


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Assessment

1. Are all members of your team aligned in terms of the need for change?

2. Has your team framed the need for change in such a way to reflect the

concerns of customers and key suppliers?

3. Would each team member deliver essentially the same "message"

regarding the need for change if asked by someone outside of the team?

4. Who are the key constituencies affected by this initiative, and how much

importance does each give to the initiative?

5. How can we help others increase their sense of the need for change?

Creating a Shared Need involves framing the need to appeal to the interest of key constituents



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Short Term Threats Short Term Opportunities



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Long Term Threats Long Term Opportunities



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Data / Diagnosis (that support the need for

change):

• Internal Sources

• External Sources

Demonstration:• Who (internal) is leading by example?• Industry Best Practices• Benchmarking other Organizations

Demand:

• Who is demanding the change?

• What standards are expected?

3-D’s Matrix: Taking our Threat-Opportunity Matrix information, this tool helps us “flesh out” the need for change in a way that uses data to build a case for the change that is hard to dispute.



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3 D’s MatrixVariety of Approaches … Techniques For Project

Data / Diagnosis (that support the need for

change):

• Internal Sources

• External Sources



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Variety of Approaches … Techniques For Project

3 D’s Matrix

Demonstration:• Who (internal) is leading by example?• Industry Best Practices• Benchmarking other Organizations



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Demand:

• Who is demanding the change?

• What standards are expected?

Variety of Approaches … Techniques For Project

3 D’s MatrixCreating a Shared Need


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Why bother Shaping a Vision?

Visions paint a picture that appeals to both the "head" and the "heart" and answers the question, "Why change?".

Clear statement of the future state helps gain genuine commitment.

A well-articulated vision helps establish the milestones to monitor progress and change systems and structures.

What are we after?

A clear statement about the outcomes of the change effort.

A view of the future state that is:

- Customer focused - Not just one person's dream

- Challenging - Evolving, not static- Easy to understand - Behavioral &

actionable

Visions provide direction and motivation for change!

Shaping a Vision


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In & Out of Frame: Identifies what aspects of this project (people, products, sites, issues, topics, etc) are within the scope of us addressing, AND which are out of scope and will not be addressed in this strategy.

In Scope:In Scope:Certain itMust Be

Addressed

Not In Scope:Not In Scope:Should Not Be

Addressed

Put on Edge of Frame if You Are Not SurePut on Edge of Frame if You Are Not Sure

Shaping a Vision


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Shaping a VisionIn Scope Out of Scope


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Crafting A Vision: (1 Hour-In Breakout Groups: A, B, C)

1. 15-Word Flip Chart: Create a vision statement using 15 words or less on a flipchart. What does it look like when mid-managers have successfully implemented the cross-sell initiatives?

2. More of/Less of Behaviors: To make this vision a reality, what will mid-managers in this organization do MORE OF, or LESS OF? Use Post-Its to capture ideas, highlight most critical items.

3. Elevator Speech: Ensures that team members see the project the same way and spread a unified consistent message.

• What the project is about…• Why it is important…• What success looks like…• What we need from you…

Each Team will Share Their Work in Brief Presentations.Discussion will Combine Work of All 3 Teams into a Common Vision!

Shaping a Vision


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Shaping a VisionDesired Behaviors – More Of Desired Behaviors – More Of


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Shaping a VisionDesired Behaviors – Less Of Desired Behaviors – Less Of


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Vision Statement

Shaping a Vision


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Shaping a Vision

Elevator Speech

This project is about….

It is important because…..

Success will look like…..

What we need from you….


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Overview

Why bother?

• Need sufficient support and involvement from key stakeholders

• Critical mass must be won-over

• Key differentiator between success and failure

What are we after?

• Coalition of committed supporters

• Identification of potential resistance

• Conversion of key influencers

Assessment

How well has the team:

- Identified key constituents/stakeholders?

- Analyzed sources of resistance?

- Maximized win/wins through conflict resolution?

- Developed problem solving processes to build commitment?



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Assessment

How well has the team:

- Identified key constituents/stakeholders?

- Analyzed sources of resistance?

- Maximized win/wins through conflict resolution?

- Developed problem solving processes to build commitment?



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Key Constituents Map



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Stake Holder Analysis: X = Current State, O = Future State

Stakeholder Strongly Against Against Neutral Supportive Strongly Supportive



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Tool: Technical-Political-Cultural Analysis - Seeks to identify, label and understand sources of resistance as either Technical (sunk costs, lack of skills, lack of critical resources, etc.) Political (issues of power and authority, threats to the "old guard", etc.), or Cultural (norms, mindsets, habits, etc.). This tool helps the team to more clearly understand the nature of the support and resistance they will likely face and begin to develop a strategy to eliminate or lessen the resistance.

Sources ofResistance

Definition/Causesof Resistance

Examples Rating

Technical

Political

Cultural

Uses: We often assume that once we've "pegged" a given population relative to the "attitude" toward change they currently exhibit, we are ready to develop an effective strategy for winning their support. Too often however, our analysis of the reason is shallow or inaccurate. This tool enables the team to thoroughly understand the nature of resistance and the specific strategy to use to influence and gain support.

Timing: Though usually used early on in the change initiative cycle, this tool can and should be used whenever a new source of resistance is identified. Even during the "home stretch," resistance should be expected. This tool can save the team valuable time in understanding the nature of the resistance.



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Technical Political Cultural



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Who To DoWhen To DoWhat To Do“Wins”Resistance/

Issues

Stakeholder

Influencing Strategy


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Why bother?

• When we change the way we organize, train, develop, reward, compensate, and promote people, we are likely to see individual behavior change

• Successful changes usually involve significant realignment of “organizational infrastructure”

• Need to develop the capacity to change, not just the ability to change - “Can we build this change into our ongoing systems?”

What are we after?

• Identification of key System & Structures areas that must be addressed to assure long-lasting project completion and implementation

• Utilization of Systems & Structures Best Practices

• Alignment of Systems & Structures with desired behaviors



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Six aspects: Changing Systems & Structures involves using/modifying…

1. Staffing (How we acquire/place talent)

2. Development (How we build competence/capability)

3. Measure (How we track performance)

4. Rewards (How we recognize/reward desired behavior)

5. Designing (How we organize to support the change initiative)

Organizations

6. Communication (How we use information to build and sustain momentum)



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High

Medium

Low

Staffi

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Dev

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Mea

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Rew

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Com

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Org

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Job

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Systems & Structures

Imp

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Control

Influence

No Control


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Staffing & DevelopmentStaffing & Development

•What critical knowledge, skills, and personal characteristics are required for this change?•How will we obtain or develop the talent we need?•How effective have we been at developing talent in the past?•To what extent do these qualities exist?



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Staffing & DevelopmentStaffing & Development

Role Role Role

What critical skills will employees need to drive this change in our business?



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System Sales Skills Compliance / Legal

Policy / Procedure

Product Knowledge

Client Branding

Role

Role

Role

Role


High Level Summary of Performance GapsStaffing & DevelopmentStaffing & Development


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Development

Development


As Is To Be Barriers Drivers Performance Objectives

Performance Gaps

Audience: ABC


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Rewards & MeasuresRewards & Measures


1. Existing measures?2. Which existing measures provide little or no

information about any of the desired behaviors?3. Which desired behaviors cannot be reliably measured

by any existing measures?4. How could we measure those desirable behaviors not

now being measured?5. If you achieve your desired changes, which existing

measures will emit false signals erroneously indicating that performance is degrading?

6. If an employee carries out each of the desired behaviors, what is likely to be the organization’s reaction? A. Reward or approval, B. Punishment or Disapproval, C. No reaction, D. Impossible to predict (Consider more of vs. less of)

7. Existing Rewards: A. Financial, B. Non-financial8. How could we reward these desired behaviors not now

being rewarded?


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Org. DesignOrg. Design


BoundarylessQuestion Examples AssessmentVertical

How well have we removed the vertical boundaries in our organization?

Horizontal How well have we removed walls between groups within our business?

ExternalHow well have we removed barriors between our business suppliers, customers, and competitors?


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Communication

Communication


Steps to Develop a Communication Plan:1. Understand who I need to communicate

with2. Identify what results I need from the

communication (purpose)3. Understand/identify specific messages to

communicate4. Select the best channel of

communication to achieve the purpose.


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Communication

Communication


AudiencePurpose Timing Channel OwnerMessages

change management strategy

Documents

job number

change initiativecreating

shared sense of need

shared needshaping

shared needtitle

shared recognition

team member

key suppliers