Change Management Resources
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Change Management Resources
The best, "non-partisan" change resources treasures on the planet.   For the BEST of the BEST curated news  SUBSCRIBE to our monthly newsletter via  Reveln.com/Tools/ (We never SPAM!)
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Scooped by Deb Nystrom, REVELN
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Six (6) Steps for Implementing Agile Across the Organization from Lessons Learned

Six (6) Steps for Implementing Agile Across the Organization from Lessons Learned | Change Management Resources | Scoop.it

"After facing difficulties attempting to transform a group of twelve skilled people into a self-organized agile team, Ove Holmberg learned some valuable lessons on what it takes to implement agile within an organization."


Excerpts:

1. Decide if Agile Is Right for Your Organization
The agile mentor is one tool for building up this knowledge if you are not sure or need facts or success stories to support your approach.


The agile mentor...builds up your confidence as an agile manager and helps you take small agile steps toward your self-organized team and your new role as an agile manager.  ...(Get) an agile mentor early on in the project. 

2. Get Managers’ Buy-in with Data
The State of Agile Development Survey 2010 (Version One) states that the top two reasons for companies not fully adopting agile methods are: “management opposed to change” and “loss of management control.”  

3. Get an Excited Team; Get Rid of the Slackers
...I should have formed my new team. ...I discovered the biggest defect in agile: It is assumed that people, by default, are skilled, disciplined, and willing to self-organize. The real world isn’t so.  

    

Related posts by Deb:

     
      
Deb Nystrom, REVELN's insight:

Hindsight in Agile implementation tends to be a valuable change management resource or any similar change. ~ D

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Building Commitment During an ERP Rollout

In this e-book, Luc Galoppin and Daryl Conner bring together their insights on commitment and social architecture. Learn how the eight stages of commitment apply to an ERP rollout and why it is crucial to carefully plan the moments-of-truth.
Deb Nystrom, REVELN's insight:

Daryl Conner's commitment curve is handily illustrated with sketch designs notes, thanks to Luc and Daryl's ebook style Slideshare.  It's a useful reference for any change project, including but not limited to an ERP rollout.  ~  Deb

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Kotter Enhancement - Phase 2 : Change Management Success

Kotter Enhancement - Phase 2 : Change Management Success | Change Management Resources | Scoop.it

Author Ron Koller describes Kotter's classic article on Why Transformation Efforts Fail provided his "8 Errors" which became "8 Steps."  Standing by themselves, these 8 steps have not curbed the high failure rate.  


However, the steps can add value and lead to CHANGE SUCCESS if enhanced.  This post describes the enhancement necessary to turn Kotter's Step 2 into a winner.  It is based on 20 years of experience with change management success & a few change management failures.  I hope you find it helpful.


Here's a nugget from the full post:

A truly representative advisory group is more powerful than you think.  They are able to use their role as "representatives" to deliver realistic news to the leadership team regarding the employee and middle manager perspective of the change initiative.  


Deb Nystrom, REVELN's insight:

Large group methods and a Whole-Scale change perspective make a SIGNIFCANT difference in the results.  ~  D

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Cure Your Company's Allergy to Change, Aetna and Blue Cross Blue Shield Examples

Cure Your Company's Allergy to Change, Aetna and Blue Cross Blue Shield Examples | Change Management Resources | Scoop.it

"The HBR post cites several case studies illustrating why many transformations fizzle, then two examples for how to turn it around."


The cautionary tales, names removed, are listed first.  Then the positive stories follow.  ~  Deb


Excerpted:


______________________

   

But they're not failing fast to learn. They're just failing more. It's definitely not a learning organization.

______________________


A health insurer demonstrates a repeated pattern of 3- to 5-year cycles where it launches a change program, takes awhile for managers to get behind it, and then more time to get it funded. A program gets funded for a year but then everyone loses interest, and it gets defunded and dies.


Recently they're failing faster; the three- to five-year cycle is moving to two to three years. But they're not failing fast to learn. They're just failing more. It's definitely not a learning organization.


Just about everyone in the company agrees the culture is dysfunctional:

   

  • Some point to politics - competition between the COO and CFO blocking each other's progress. 
  • The CEO also had a way of questioning and stress-testing people that discouraged risk-taking => a "play it safe" mentality.
  • Executives who want quick wins scope projects to be done in a year. Most change programs there needed multiple years, so by the time a program extends beyond year one, executives move onto a new initiative.


What countermeasures are there to break a tragic change cycle like this?


______________________

   

Adopting improvement methods such as "agile" or "lean" can change the culture so that results and trust are prized over process and contracts.

______________________


Successful efforts at health insurance companies Aetna and Blue Cross Blue Shield of Michigan offer insights:


Organizational realignment — The structure of an organization determines the incentives that drive identity, behavior, and employee understanding of roles and responsibilities and priorities, as well as a sense of ownership and accountability.


Blue Cross Blue Shield of Michigan's tried a more traditional functional management structure but then found it lost customer focus.

  

  • It appointed leaders to run market segments with profit and loss responsibility with the focus of changing the product mix and improve profitability. 
  • By organizing by customer, cross-functional changes became much easier to implement, and there was a dramatic turnaround in business results.
   

Improvement methods — a platform for doing work nimbly and at low cost included:

  

  • Adopting improvement methods such as "agile" or "lean" can change the culture as employees are empowered  so that results and trust are prized over process and contracts. 
  • Tactics such as daily huddles drove immediate wins and helped entrench a culture of empowerment.


Employee engagement — Employees fundamentally want themselves and the company to be successful, so successful change agents listen to their needs and help them transition.


Aetna describes how new CEO John Rowe and the senior team "sought out employees at all levels — those who were well connected, sensitive to the company culture, and widely respected — to get their input on the strategy, design and execution of intended process changes."


Executives at Blue Cross Blue Shield of Michigan went into the field to gather input and communicate their commitment to change. Employees were trained in improvement methods ("Lean"), with every employee going through two sessions in accountability training.


Curator: Enrich your perspective on change planning, facilitating, organizing, implementing or sustaining especially when dealing with demanding deadlines and short staffing.


Contact Deb Nystrom here for an initial consultation, without obligation.

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Harry Cannon's comment, November 1, 2012 11:30 AM
See article in HBR Jul-Aug 2012 by Katzenback et al.
Deb Nystrom, REVELN's comment, November 3, 2012 8:10 PM
Thanks Harry. I appreciate the link.