cracking cultural change

Pink Elephant – Translating Knowledge into Results

Cracking Cultural Change

Presented by: Helen Windle, ITSM Consultant

Pink Elephant EMEA

Pink Elephant EMEA Ltd

Think Differently. Think Pink

Cracking Cultural Change © Pink Elephant 2016 unless otherwise stated. All Rights Reserved.

Introduction

ITSM Instructor

IT Service Transformation

Change Management

Experience within organisations small

to large

Helen Windle

2


A Background in Cultural Change

3


Pain Points

1995 Kotter published research showing that only 30% of

change programs were successful

2008 McKinsey report indicates that success rate for change

projects is just 30%

2011 Standish Group report that the success rate still just is

34%

2013 The Economist reported that the success rate had risen

to 56%

So that is a 26% increase in success in around 20 years

4


Growing up – The Greiner Curve

5

Growth through creativity

- Crisis of leadership


Growing up

6

Growth through direction

- Crisis of autonomy


Growing up

7

Growth through delegation

- Crisis of control


Growing up

8

Growth through co-ordination


Growing up

9

Crisis of red tape


Growing up

10

Growth through Collaboration

Internal Growth

- Crisis of identity

Cracking Cultural Change © Pink Elephant 2016 unless otherwise stated. All Rights Reserved. 11

Organizational Development Stages

1

Network

2

Directive

3

Delegation

4

Coordination

5

Collaboration

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3 Prongs

12

The Vision

The People

The Reinforcement


The Vision

The Strategy


The Golden Circle

14


Keep the Vision Aligned

15

Business Objectives

The Why

Urgency

Make it a Project

Time

Budget

Resources

Metrics

Start


The People

The Communication Plan


Emotional Cycle Of Change


1250

people

‘Resistance’ – The Top Ten

Saying ‘Yes’; meaning ‘No’

No management commitment

ITIL is the objective not what it should achieve

Never mind about following procedures just do

what we normally do

ITIL Never work here

Throwing (ITIL) Solutions over the wall and

HOPING people will follow them

IT thinks it doesn’t need to understand the

Business to make a Business case

Unable to specify VALUE for the business

No understanding of Business impact & priority

Plan, Do, Stop…No real CSI

1

2

3

4

5

6

7

8

9

10


Time for Observation

15

Attitude – how we respond (positively

or negatively) towards a certain idea,

object, person or situation

Behaviour – response of an individual

or group to an action, environment,

person or stimulus

Culture - encompasses all learned

and shared, explicit or tacit,

assumptions, beliefs, knowledge,

norms and values


Identify ALL Stakeholders

Identify anyone outside IT affected by this change

Identify if people need new skills for this to succeed

HR will need to be involved for changes in ways of working,

identifying and confirming roles and responsibilities

Are more resources needed to do this?

Audience


Offsite involving two sets of teams:

Management Role Models

Inter-team Role Models

These teams will need to reconvene to ensure

consistent message

Understanding and Competence

5+ communication plans

Staggered training

Team training

Ensure that there is an open forum for feedback

Universal access to information needed

Consistency


Acknowledge that previous attempts may not have

succeeded

Training documentation should be accessible

Changes to documentation should be recorded

Clear and concise guidelines of processes and procedures

Clear outlines of roles and responsibilities widely available

Not everyone will win

Transparency

Pink Elephant – Translating Knowledge into Results

The Reinforcement

The Tools and Processes


Baselines

Pan out your success

Include in communication plan

The Measurements


Lay The Foundations

25

SERVICE STRATEGY

Strategy Management For IT Services

Service Portfolio Management

Business Relationship Management

Financial Management For IT Services

Demand Management

SERVICE OPERATION

Event Management

Incident Management

Request Fulfillment

Problem Management

Access Management

Functions

Service Desk

Technical Management

IT Operations Management

Application Management

SERVICE DESIGN

Design Coordination

Service Catalog Management

Service Level Management

Availability Management

Capacity Management

IT Service Continuity Management

Information Security Management

Supplier Management SERVICE TRANSITION

Transition Planning & Support

Change Management

Service Asset & Configuration

Management

Release & Deployment Management

Service Validation & Testing

Change Evaluation

Knowledge Management

CONTINUAL SERVICE

IMPROVEMENT

Seven Step Improvement


Other Methods In ITSM


IT o

rgan

isati

on

al

matu

rity Value chain

Business

Customer

Product / Service

Technology

Business influence

Where Is Your Organisation?

© Crown copyright 2007 Reproduced under license from OGC Figure 8.2 Service Design, page 212


Where Are Your Processes

Optimising

1

2

3

4

5

In terms of:

-vision and steering

-people

-processes

-technology

-cultureInitial

Repeatable

Defined

Managed

Pro

cess M

atu

rity

© Crown copyright 2007 Reproduced under license from OGC Figure 8.3 Service Design, page 212


A good fable

Set the Stage

Decide What to Do

Make it Happen

Make it Stick


J. P. Kotter’s ‘Eight Steps…’

Set the Stage

1. Create a sense of urgency

2. Pull together the guiding team

Decide What to Do

3. Develop the Change Vision and Strategy


J. P. Kotter’s ‘Eight Steps…’

Make it Happen

4. Communicate for understanding and buy in

5. Empower others to act

6. Produce short term wins

7. Don’t let up!

Make it Stick

8. Create a new culture


Things to Think About

Micromanaging is a no

Keep things simple – leave red tape at the door

Think about risks

PEOPLE PEOPLE PEOPLE

Change is expensive - do not underestimate this

Time


Questions?

Contact Us:

+44 (0)118 324 0620

[email protected]

www.pinkelephant.co.uk

33

Follow us:

Watch this webinar on the Pink Elephant UK BrightTALK channel

https://www.brighttalk.com/webcast/10001/198411

Other related links:

http://pinkelephant.co.uk/consultancy/organisational-change/

http://pinkelephant.co.uk/business-simulation/

http://pinkelephant.co.uk/

https://www.brighttalk.com/webcast/10001/198411

http://pinkelephant.co.uk/consultancy/organisational-change/

http://pinkelephant.co.uk/business-simulation/

cracking cultural change

Leadership & Management