change with confidence: answers to the 50 biggest questions that keep change leaders up at night
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7/29/2019 Change with Confidence: Answers to the 50 Biggest Questions that Keep Change Leaders Up at Night
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CONTENTS
Preace xi
PAR 1: FIGURING I OU 1
Te Plan 3
1. What do I bring to the project? 4
2. How do I identiy what needs to change? 7
3. What have we done beore, and did it work? 12
4. What other change projects are going on? 16
Communication 21
5. Who are the stakeholders who can infuence success? 22
6. What is the water cooler talk about your proposed change? 26
Getting Results 31
7. What do I need to know beore I commit to deliverables? 32
8. How do I measure success? 36
9. Will the change actually achieve the desired outcome? 40
10. How do I avoid scope creep? 43
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Contentsviii
PAR 2: PLANNING FOR CHANGE 49
Te Plan 51
11. What does a good plan look like? 52
12. How do I get the budget to do it right? 56
13. What governance is required to run the project? 59
14. How do I prepare people to work in new ways? 65
15. How do I reduce risk? 70
Resources 75
16. How do I know what resources I need? 76
17. What makes a good project manager? 81
18. How do I get the best people to join the project team? 85
19. How do I know i a consultant can help me? 88
20. How do I set up the project team or success? 93
Communication 9921. How do I get the leaders to personally commit
to the project? 100
22. How can I help leaders prepare or their roles? 104
23. How do I describe the better uture my project will bring? 108
24. How do I get people to care about my project? 112
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Contents ix
25. How do I make my project the highest priority? 116
26. How do I communicate to the organization? 119
PAR 3: MANAGING CHANGE 125
Te Plan 127
27. How do I manage my day job, change project, and lie? 128
28. When is the organization ready or big change? 132
Resources 137
29. How should we celebrate wins? 138
30. How do I get more resources i I need them? 143
31. How do I avoid losing team members? 147
32. What do I do i someone is pulled rom my team? 152
33. How do I keep the project team energized? 156
Communication 161
34. How do I manage my stakeholders? 162
35. How can I minimize change atigue? 167
36. How do I overcome resistance? 172
37. How do I know communications are working? 177
38. How do I get a leader back on side? 181
39. How do I get a new business leader’s support? 184
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Contentsx
40. What do I do when I don’t know what to do? 187
41. How do I communicate a delay in the project? 191
42. How do I demonstrate progress? 196
PAR 4: MAKING CHANGE SICK 201
Te Plan 203
43. How do I prevent the return o old ways o working? 204
44. How do I hand over responsibilities to the business? 207
45. How do I record lessons learned? 211
46. How do I reenter the business? 215
Resources 21947. How do I plan or post-launch support? 220
48. How do I reward the team? 225
Getting Results 229
49. How do I keep the change alive? 230
50. How do I show that the project was a success? 234
Aferword 239
Acknowledgments 241
Notes 243
Index 247
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The Plan
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CHAPTER 1
What Do I Bring to the Project?
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Part 1 Figuring It Out: The Plan 5
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Change with Confidence6
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Page numbers in italics indicate templates.
INDEX
A
accountability, 10
Adams, 61, 94, 216
Airborne Express, 17
American Express, 129
AR Accessories Group, 60–61
assessment
o business environment, 18
o change requirements, 7–11
colleague readiness, 134–136
o communication, 177–180o impact, 11
leader readiness, 133–134
post-launch, 230–233
readiness, 128–131
risk, 73
o team members, 33
o work environments, 7–11
Australian IT Magazine, 23
Aventis Pharma, 27
Axon Solutions, 144
B
behaviors
identication o, 4–6
returning to old ways, 204–206
Beijing 2008 Olympics, 148–149
Bell Canada, 208
Blair, Tony, 185
Boeing, 34
Bournville, 90
British Airways, 66
budget, 56–58
Business Development Bank o Canada
(BDC), xi, 182
business environment assessment, 18
C
Cadbury, xiii, 8, 33–34, 41, 71, 116–117,
120, 129, 132–133, 178, 188, 212,
216, 235Cadbury Adams Canada, 12–13, 82, 85–86,
101–102, 152–153, 157, 188, 205, 221
Cadbury Adams North America
integration, 163–164, 188, 197–198,
212
Cadbury Adams USA, 17, 44, 53, 70–71,
76–77, 144, 192
Cadbury Chocolate Canada, 36–37, 44,
113, 120–121, 139–140
Cadbury Schweppes, 52–53, 57, 61, 94,
104–105, 120–121
Cadbury Trebor Allan, 90, 117–118, 174,
226
Cameco, 208–209
Canada Firearms Centre, 8
Canada Post, 172–173
capability gap analysis, 9
capability plan, 67
celebration o milestones, 138–142
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Index248
challenges, reaction to, 187–190
change atigue, 167–171change projects
multiple, 16–19
phases o, xvi
Château-Gai Wines, 129
Cisco Systems, 94–95
Coca-Cola, 231–232
colleague interview guide, 28
colleague validation summary, 134
colleagues
challenge o, xvi–xvii
communication with, 119–124, 177–180
eect on, 32–33
importance o, xiv
involvement o, 112–115
preparation or change adoption, 65–69
readiness assessment, 134–136
views o, 26–29
communication
assessment o, 177–180o delays, 191–195
to the organization, 119–124
prior to project implementation, 22–29
o progress, 196–199
or reentering the business, 215–217
communications organizer, 194
communications plan, 123
consultant interview guide, 92
consultants, 88–92
County Administrative Boards (CoAs), 4–5
D
dashboards
project, 198
stakeholder update, 166
data, 64, 97
decision rights, 63
delays, 191–195
Deloitte Consulting, 89–90
DHL, 17
Dr Pepper Snapple Group, 105Dr Pepper/Seven Up, 132–133, 156–157
E
Elizabeth II (Queen), 65–66
employee survey, 180
environment, 96–97
Euromoney magazine, 182
executive sponsors
role o, xii
support o, 33
experiences, identication o, 4–6
F
Farina Group, 108–109
atigue, 167–171
eedback, 230–233
Figuring It Out
in change ramework, xvi
summary, 1nancial needs, 56–58
FoxMeyers Drugs, 113
uture vision o project, 108–111
G
General Motors, 205–206
German Federal Ministry o Youth, 163
governance, 59–64
Grameen Bank, 77–78
H
handover process, 207–210
Harmon Hotel, Spa and Residences, 196–197
humor, 93
I
Idaho Department o Health and Welare,
220–221
impact assessment, 11
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Index 249
implementation. See post-launch
International Association o BusinessCommunicators, 121
K
Kennedy, John F., 175
kicko meeting agenda, 95, 186
Kirklees Primary Care Trust, 216–217
Kraf Foods, xiii–xiv, 8, 71, 120, 178–179,
212, 235
L
Lake, Greg, 41
LBB-Kaiserslautern, 235
leader role summary, 107
leaders
change in, 184–186
commitment o, 100–103
divergent behavior, 181–183
preparation o, 104–107
readiness assessment, 133–134lessons learned
record o, 211–214
review o, 12–15
lessons learned summary, 214
Loblaw, 168–169
London 2012 Olympics, 153
London Development Agency, 153
London Heathrow Terminal, 5, 65–66
Los Angeles Unied School District
(LAUSD), 81–82
M
Making Change Stick
in change ramework, xvi
summary, 201
Managing Change
in change ramework, xvi
summary, 125
Marin County, Caliornia, 89–90
Marriott International, 23
Mayne Logistics Loomis, 17McDonald’s, 44
meeting schedule, 64
meetings
guidelines or, 63–64
kicko meeting, 95–96
kicko meeting agenda, 95, 186
post-launch eedback meeting agenda,
232
project closure meeting agenda, 236
project handover meeting agenda, 210
Merck & Company, 5
message, communication o, 119–124
metrics list, 39
Microsof Netherlands, 169
milestones, recognition o, 138–142
Millennium Dome, 185
modications, post-launch, 230–233
Molina Healthcare Inc., 221
N
National Health Services, England,
216–217
Neilson Cadbury Canada, 27–28
New South Wales, Australia, government
o, 184–185
new team member orientation plan, 155
New United Motor Manuacturing Inc.,
205–206
O
Oak Park, Illinois, 56–57
Olympic Delivery Authority, 153
Olympics
Beijing, 148–149
London, 153
O’Neal, Shaquille, 27
organization design process, 62
organization interview guide, 15
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Index250
organizational change
mechanics o, xii–xiiireadiness or, 128–131
outcome
achievement o, 40–42
assessment, 230–233
measurement o success, 36–39, 234–237
Overstock.com, 230–231
P
Peltz, Nelson, 52–53
people. See colleagues
personal commitments, 128–131
plan, development o, 52–55
Planning or Change
in change ramework, xvi
summary, 49
post-launch
assessment, 230–233
demonstration o success, 234–237
lessons learned record, 211–214returning to old ways, 204–206
support, 220–224
transer o responsibilities, 207–210
post-launch eedback meeting agenda, 232
post-launch resource plan, 224
priority grid, 130
problem overview, 190
problems, reaction to, 187–190
processes, 64
progress, demonstration o, 196–199project charters, 45, 46
project closure meeting agenda, 236
project dashboard, 198
project handover checklist, 209
project handover meeting agenda, 210
project managers
interview guide, 84
role o, xii
selection o, 81–84
project milestone chart, 141
project plan, development o, 52–55project team, set up o, 93–97
See also project managers; team members
project timeline summary, 170
promotion o project, 116–118
Q
Qantas, 22–23
R
readiness assessment, 128–131
recognition o achievements, 138–142,
225–227
reentering the business, 215–217
requirements or change, assessment o,
7–11
resistance, 172–176
resistance analysis, 176
resource allocation summary, 19
resource plan, 79resource request summary, 145
resources
determining team member
requirements, 76–80
planning nancial needs, 56–58
requirement changes, 143–146
responsibilities, transer o, 207–210
rewards, 138–142, 225–227
risk, reduction o, 70–74
risk analysis, 74risk assessment, 73
S
Sabritas, 27
Sales Perormance Group, xii
San Diego, City o, 144
Sano-Synthélabo, 27
SAP, 144
Saudi Aramco, 105–106
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Index 251
schedules, 128–131
Schering-Plough Corporation, 5Science Applications International
Corporation (SAIC), 147–148
scope creep, 43–47
skills, identication o, 4–6
Southern Seawater Desalination Plant
(SSDP), 13–14
St Marys Cement, 226
stakeholder analysis, 25
stakeholder analysis update, 165
stakeholder dashboard update, 166
stakeholders
alignment o, 54–55
management o, 22–25, 162–166
State Bank o India (SBI), 109–110
Stengel, Casey, 154
success, measurement o, 36–39, 234–237
Sunderland, John, xiii
Swedish Road Administration (SRoA), 4–5
Sydney Opera House, 184–185
T
team activity plan, 159
team development plan, 150
team members
assessment o, 33
changes in, 152–155
determining needs, 76–80, 143–146
maintaining motivation, 156–159
retention o, 147–151rewards, 225–227
role o, xii
selection o, 85–87
Teleónica de Argentina, 37
Texas Children’s Hospital, 66time management, 128–131
top-down approach, xiv
Toronto-Dominion (TD) Bank, 182
Toyota, 205–206
training, 65–69
training pyramid, 68
Trebor Allan, 36–37, 120–121, 139–140
U
Unisys, 220–221
U.S. Air Force, 235
U.S. Department o Deense, 235
U.S. Federal Bureau o Investigation,
147–148
U.S. Internal Revenue Service, 101
U.S. News, 66
V
vision o project, 108–111Volvo 3P, 85–86
W
water cooler talk, 26–29
Water Cube, 148–149
Whirlpool Corporation, 192
work environments, assessment o, 7–11
Y
Yunus, Muhammad, 77
Z
Zack’s Famous Frozen Yogurt, 139