improving quality with change management
DESCRIPTION
Quality is like motherhood and apple pie: something that everyone can support. But ‐‐ as any mother will tell you ‐‐ that doesn't make it easy. And, as the world changes, the definition of quality is changing as well. Change and transformation are the emerging tools of quality. Leading organizations are listening to the voice of the customer and actively using this information to reinvent themselves to meet their customer’s increasing expectations. This increasing rate of change can have adverse consequences throughout the organization if not properly managed. This presentation outlines a model for change, explores best practices, and describes practical tips for getting started.TRANSCRIPT
Improving Quality with Change Management
September 25, 2014
Agenda
• About Me• What is Quality?• Evolution of Quality• Why Change Management• A Model for Change• Best Practices & Success Factors• Practical Tips for Getting Started
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What is Quality?
Evolution of Quality• Cannot take quality for granted• Quality is the competitive advantage
Then NextGoal Prevention PerfectionQuality of Product EnterprisePhilosophy Processes CommunitySector Manufacturing EveryWaste Tolerable AbhorrentFocus Product/Service ExperienceMethodology Control/ Improvement Change/Transformation
WHY CHANGE MANAGEMENT?
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Why Change Management?• Increases probability of project success
• Manages employee resistance to change
• Builds change competency in the organization– Increasingly important as we deal with increasing rate of change
Why Change Management?• Connect to business results
• Mitigate negative consequences
• Translate change management to financial performance
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17%
49%
80%
95%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Poor(n=177)
Fair(n=441)
Good(n=561)
Excellent(n=107)
Perc
ent o
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ents
that
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d pr
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Overall effectiveness of change management program
Correlation of change management effectiveness to meeting project objectives
*Data from 2007, 2009 and 2011© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
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16%
34%
57%
75%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Poor(n=215)
Fair(n=532)
Good(n=679)
Excellent(n=116)
Perc
ent o
f res
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ents
that
wer
e on
or a
head
of s
ched
ule
Overall effectiveness of change management program
Correlation of change management effectiveness to staying on schedule
*Data from 2007, 2009 and 2011
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
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48%
63%71%
82%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Poor(n=188)
Fair(n=498)
Good(n=661)
Excellent(n=116)
Perc
ent o
f res
pond
ents
that
w
ere
on o
r und
er b
udge
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Overall effectiveness of change management program
Correlation of change management effectiveness to staying on budget
*Data from 2007, 2009 and 2011
© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
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Change is a process…
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Current State Transition Future State
Not an event.
Five Tenets of Change Management
#1 We change for a reason.#2 Organizational change requires individual
change.#3 Organizational outcomes are the collective
result of individual change.#4 Change management is an enabling
framework for managing the people side of change.
#5 The application of change management helps to realize the benefits and desired outcomes of change.
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ADKAR Model
• Represents the 5 elements of change that must be achieved for change to be a success.
• Developed by PROSCI after studying change patterns of more than 700 organizations.
• An effective tool for managing change at an individual level and guides activities at the organizational level.
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AwarenessChange begins with understanding why.
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• What is the nature of the change?• Why is the change needed?• What is the risk of not changing?
AwarenessChange begins with understanding why.
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• What is the nature of the change?• Why is the change needed?• What is the risk of not changing?• Resistance to change is the norm.• Lack of awareness is the most common reason for resistance.
DesireChange involves personal decisions
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• What’s in it for me (WIIFM)• A personal choice• A decision to engage & participate
DesireChange involves personal decisions
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• What’s in it for me (WIIFM)• A personal choice• A decision to engage & participate• Awareness = Desire• Often considered most difficult step to achieve
KnowledgeChange requires knowing how
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• Understanding how to change• Training on processes & tools• Learning new skills
AbilityChange requires action in the right direction
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• The demonstrated capability to implement the change
• Achievement of the desired change in performance or behavior
• Knowledge = Ability
ReinforcementChange must be reinforced to be sustained
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• Actions that increase the likelihood that a change will be continued
• Recognition & rewards that sustain the change
ReinforcementChange must be reinforced to be sustained
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• Actions that increase the likelihood that a change will be continued
• Recognition & rewards that sustain the change
SUCCESS FACTORS?
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Success Factors
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Success Factors ‐ Sponsorship
• Active, visible, engaged sponsorship– Talk about it – formally & informally
• Communicate directly with employees at all levels
– Demonstrate commitment – in words & actions• Build a coalition of sponsorship
– Employees evaluate importance of change based on what they see & hear from senior leaders
– Involvement, Commitment, Action– Sponsor is a verb – not a title
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Success Factors ‐ Sponsorship
• What are some of the things you can do to create active & engaged sponsors?
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Project teams ranked over 50% of their sponsors as having a moderate to low understanding of their role in managing the people side of change and graded them “average to poor” in terms of sponsorship activities.
Success Factors ‐ Sponsorship• Assess sponsor competencies
– Is the sponsor at the right level?– Does sponsor support the change?– What is sponsors track record?– What is sponsors communication style?
• Prepare the sponsor– Training– Assistance– Clear responsibilities– Examples of good sponsorship activities– Examples of common mistakes
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Success Factors ‐ Sponsorship
• Plans– Sponsor Roadmap– Communication Plan– Coaching Plan
• Regular meetings with sponsor• Hold sponsor accountable
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17%
49%
80%
95%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Poor(n=177)
Fair(n=441)
Good(n=561)
Excellent(n=107)
Perc
ent o
f res
pond
ents
that
met
or
exc
eede
d pr
ojec
t obj
ectiv
es
Overall effectiveness of change management program
Correlation of change management effectiveness to meeting project objectives
*Data from 2007, 2009 and 2011© Prosci. From Prosci’s 2012 Best Practices in Change Management benchmarking report
The critical role of coaching your sponsor
Success Factors – Communication
• Employees often do not hear or internalize key messages from managers, despite efforts to create the most complete & clear communications.– Often must hear a message 5 to 7 times before they internalize the message.
• Preferred senders of change messages• Sponsor • Immediate Supervisor/Manager
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Success Factors – Communication
• Send the right message• To the right audience• At the right time• From the right sender• Through the right channel
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Success Factors – Communication
• Send the right message• To the right audience• At the right time• From the right sender• Through the right channel
Think you’ve communicated enough? Communicate MORE! More communication was the #1 “do differently next time” suggestion
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Success Factors ‐ Approach
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Not everyone changes at the same pace
A structured approach ensures objectives realized
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