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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Beyond the Knowing, Doing Gap: Yes we CAN Bring About Real Time Strategic Change

Beyond the Knowing, Doing Gap: Yes we CAN Bring About Real Time Strategic Change | Change Management Resources | Scoop.it


Real Time Strategic Change (RTSC) is about living your future now by
shrinking the cycle time between planning and implementation.

The problem most of the time is in implementing [strategic] plans - actually following through and doing what you say you want to do. Putting out fires and having too much on people's plates always seem to get in the way of solid implementation.
 

With RTSC we avoid that problem entirely by having people begin creating their preferred future right away. You begin implementing parts of the plan as you continue to develop others.

Jake:...People can bring their best selves to work and have their unique talents and gifts leveraged for the greater good. It's so exciting to see an organization and the people in it claim their future. There is always a bigger and brighter tomorrow that is possible. 

Deb Nystrom, REVELN's insight:

I know Jake from my long term association with Whole System Change and the late Kathie Dannemiller and believe in the full suite of large group or whole group approaches.  I've experienced the binder on a shelf problem a few times as well as overcoming the "Knowing Doing Gap."  

When it comes to change, even simple and elegant approaches like Plan, Do, Check, Act (PDCA) can make a big difference when accepted and used as yardsticks to successful action and realized change.  ~  Deb

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Scooped by Deb Nystrom, REVELN
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3 Key Partners in Change Management Execution

3 Key  Partners in Change Management Execution | Change Management Resources | Scoop.it

There are three basic key players in strategy execution: the leader, the program manager and the change management lead.

What if we partnered?

It all starts at the beginning.


....It might open productive conversations and whole new working relationships with them. They may want to negotiate a few parameters in the beginning to get comfortable with this dynamic, but that should be quite achievable.

Deb Nystrom, REVELN's insight:

Great stuff from Gail on execution success focused on roles & relationships => partnering to deliver & sustain.  ~  Deb

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Harry Cannon's curator insight, July 21, 2013 4:29 PM

Collaboration in programme change. Why is this not the norm yet?

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Do you Need Change Management with that, Project Managers?

Do you Need  Change Management with that, Project Managers? | Change Management Resources | Scoop.it

"How to use the right tools for the job - determining when comprehensive Change Management is essential - along with Project Management."


Gail has a track record of robust, detailed posts on the many facets of change management, including the project management combo - more than, "do you want fries with that?"


Here are some highlights on the pairings of CM and PM in her blog post from awhile back exploring conflicts between the two disciplines.


Excerpted:

__________________________

        

When employee discretion can impact ROI [so you] need employee commitment, then projects benefit from Change Management.

__________________________


Determining “how much CM and what forms should it take” is not a scoping exercise for a PM.  This requires an experienced CM practitioner with an array of assessment tools (that analytical minds can relate to) and a truckload of integrity and communication skills (and an enlightened leader with long term commitment to the organization). 


When employee discretion can impact ROI, i.e. you cannot drive 100% of the benefits through compliance but need employee commitment, then projects benefit from CM. 

 

  • PMs serious about considering CM in a transformational change will provide for a professional CM Risk Assessment in the planning phase [to] provide data to inform discussions and decision making.
   
  • [Get] ROI anchored and...defined scope of the project. 
   
  • Without adequate People Change Management, [and] ... Program Management, transformational projects are not actually “finished”.  
   
  • PM and CM partnering and a tangible commitment to [stay] with the roll out long enough...ensures benefits realization.


Click the title to view the full article in context.


Change Management may also include large group events that can make or break a successful realization of a change project.  


Offering traditional meetings, including virtual, as well as alternative formats, like agenda-less meetings such as "Open Space" can refresh and bring new energy to a tired implementation process.


Here are several samples from Deb on alternative meeting formats for successful implementations:

   

   

   

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Rescooped by Deb Nystrom, REVELN from The Way We Lead
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Most Common Change Management Mistakes Companies Make | Leader's Beacon

Most Common Change Management Mistakes Companies Make | Leader's Beacon | Change Management Resources | Scoop.it

It's a science AND an art; people are involved.  Treat change management as being of equal importance as the technical aspects of implementation.

   

Yes, I've seen many of these mistakes over the years.  Most recently: Modeling someone else's culture as a change blueprint, being penny-wise and pound-foolish about budgeting for change, staying inside the bubble of your own viewpoint (item#1 below.)  See if you agree with this list.

   

_____________________________

   

5% or 15%?  Underfunding!  "Gartner recommends ...allocat[ing] an average of 15% ...to ...change management, inclusive of training ...more, if ...the corporate culture is more change-averse." 

_____________________________

   

Excerpted:

  

...the most common mistakes:

   

1) Not Seeking Outside Expertise
Rarely do companies have deep change management expertise, though some [seek] to build this capability inhouse. Typically companies expect [their own people] to foster stability, eliminate process deviation, and minimize risk ...—and are rewarded for doing so. Expecting these same people to introduce change and “rock the boat” is ...counter to the normal, expected behaviors.

   

2) Short-Cutting the Change Process
... leaders disband the change management effort prematurely, cease to communicate, and stop engaging stakeholders too soon.  ...The greater the ...change ...the longer the ...change “sustainability” phase that is required.   


3) Executive Delegating Change Leadership Responsibility
....executive sponsors ...not seen or heard from again; sponsors ...uninformed of their initiative’s progress and unsure how to help; and sponsors not clear about what priority an initiative had among multiple business objectives.


4) Under-Funding the Change Management Effort
A 2011 Gartner survey found that companies under-invest in organizational change management. Companies allocate, on average, only 5% of the overall system implementation budget to the change management effort. Gartner recommends that companies allocate an average of 15% of the program budget to organizational change management, inclusive of training — but more, if changes are significant or the corporate culture is more change-averse.


5) Not Integrating Change Management with Program Management
...this can be a separate plan, with the critical milestones listed on the master program or project plan. ...program success is greatly diminished when the change management activities are “bolted on” ....

   

Read the full article here.    http://www.leadersbeacon.com/most-common-change-management-mistakes-companies-make/


For more Deep Change expertise, see our panel here:  http://www.scoop.it/t/change-leadership-vision/p/1549448247/the-trusted-advisors-with-open-space-event-was-a-hit-in-las-vegas    (I'm in orange, facilitating the Open Space portion.)



Via Charney Coaching & Consulting
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Scooped by Deb Nystrom, REVELN
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Accenture's Cost Cutting Change Plan at University of Michigan

Accenture's Cost Cutting Change Plan at University of Michigan | Change Management Resources | Scoop.it

Early [in November] university administration rolled out the “Workforce Transition” phase of its “Administrative Services Transformation” (AST) plan.

    

...50 to 100 staff members in the [University of Michigan] College of Literature, Science, and the Arts (LS&A) departments were informed that their positions in HR and finances (out of an anticipated total of 325) would be eliminated by early 2014.


Outside consultants [Accenture], none of whom actually visited individual departments for any serious length of time, reduced these positions to what they imagined as their “basic” functions: transactional accounting and personnel paperwork.

      

Read more: http://www.insidehighered.com/views/2013/11/25/essay-impact-applying-corporate-values-higher-education#ixzz2nzY6rXNn 

     

From another source, also published in Inside Higher Ed:
        
...Nineteen department chairs in the College of Literature, Science and the Arts -- the largest college on campus -- wrote a Nov. 1 letter to senior administrators protesting an “air of secrecy” around the effort and raising concerns that longtime staffers, particularly lower-income women, would be hurt by the changes, either because of layoffs or pay cuts. In response, senior Michigan officials wrote a Nov. 14 letter acknowledging they were “not sensitive or consultative enough in the planning and communication of this initiative.”

     

Source:  http://www.insidehighered.com/news/2013/11/21/u-michigan-tries-save-money-staff-costs-meets-faculty-opposition
      

Related posts by Deb:
    

       

          

    

UM Law Quad arch photo by  Phil Roeder

Deb Nystrom, REVELN's insight:

Sounds like overpromising and underdelivering, by quite a lot.  According to McKinsey consulting: many cost-reduction programs are "illusory, short lived, and at times damaging to long-term value creation."  Their own research concluded that only 10% of cost reduction programs show sustained results three years later.


Through my network, I heard there was confusion, moving goals, and all around strangeness, including the staffing of interviews for this planned reduction.  Also, jobs targeted are held by many over-40 low to mid-wage earner women.  


From the AST's information page (FAQ), besides Accenture, there were two other consulting firms:

      

  • The university is working with Accenture, a global consulting company, on the AST Finance and Human Resources Shared Services initiatives, and Global eProcure and Huron Consulting Group, two firms that specialize in helping organizations transform their procurement operations to achieve substantial savings, on the strategic sourcing initiative.


The change & communication process for the reductions program also excluded the faculty voice, a rare, unexplained move compared to many program & change planning efforts affecting faculty.   This may stand as another cautionary tale about communication during change, which usually is under-planned and under-resourced by a factor of four in most change efforts.

    
 
~  Deb

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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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Rescooped by Deb Nystrom, REVELN from Blue Sky Change
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Prosci's Q & A on Bosom Buds: Change management and project management

Prosci's Q & A on Bosom Buds: Change management and project management | Change Management Resources | Scoop.it


Highlights:


Prosci has delivered a webinar on integrating change management and project management three times and asked attendees the following question:


_____________________________
   
“What are the most pressing topics or issues you are facing regarding change management and project management integration?”

_____________________________


Here are highlights of their analysis of the most common needs


Top 5 common pressing issues


1. Support and buy-in for change management from project teams


Participants felt that project leaders and project managers did not see the value or importance of change management. 


Tip: Make change management meaningful and real. 


2. Support for change management from leadership

...leaders and sponsors have a limited awareness of the need for change management, which impedes the critical integration of change management with project management activities. 

Tip: ...By making a direct connection between how well the people side of change is managed and the ultimate ROI of the project, you can shift the context and the conversation.


Others:


3. Scope, timing, and prioritization

4. Direction on how to integrate project management and change management. 

5. Role definition and clarity


Click the title to read the full article.


Change Management is an engagement focus.  Exert too much control, and you stifle it.  Here's more about control issues within a project implementation:

   

    



Via Blue Sky Change
Deb Nystrom, REVELN's insight:

"Prosci provides their perspective on how change management and project management cross paths in the execution of an initiative based on recent webinar Q & As."


These are helpful viewpoints on the state of the practice.  


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Rescooped by Deb Nystrom, REVELN from The Social Media Learning Lab
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Demystifying social media, change in big business trends & structuring - McKinsey Quarterly

Demystifying social media, change in big business trends & structuring - McKinsey Quarterly | Change Management Resources | Scoop.it

"A McKinsey trio of writers call out how the vast majority of executives have no idea how to harness social media’s power, as well as how senior leaders can harness it to shape consumer decision making more predictably."


This is relevant as a change resource, as is the commentary on the article, also illuminating, including these two:  


"B2B has certainly been a slow adopter but we’ve seen a dramatic shift in just the last year...."


and


...It is no longer about how your CMO [Chief Marketing Officer] uses social media. It is about “Is your organization social-media ready?“

 

Excerpted:

 

[Social Media] is much more than ...another form of paid marketing, and it demands more too:

  • a clear framework to help CEOs and other top executives evaluate investments in it,
  • a plan for building support infrastructure, and
  • performance-management systems to help leaders smartly scale their social presence.


Companies that have these three elements in place can create critical new brand assets (such as content from customers or insights from their feedback), open up new channels for interactions (Twitter-based customer service, Facebook news feeds), and completely reposition a brand through the way its employees interact with customers or other parties.


The article includes a series of five video narrations, by David Edelman from McKinsey's Digital Marketing Strategy group.

 

Read more via: McKinseyquarterly.com  (may require free membership)  https://www.mckinseyquarterly.com/Marketing/Digital_Marketing/Demystifying_social_media_2958


Via tony whittingham, Deb Nystrom, REVELN
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