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ANAGEMENT

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RICK EDGEMAN, PROFESSOR & CHAIR SIX SIGMA BLACK BELT ... and consistent mandate the cost of change may double while the impact is halved. ... – PowerPoint PPT presentation

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Title: ANAGEMENT


1
C
HANGE
M
ANAGEMENT
CUSTOMER COMPETITIVE INTELLIGENCE FOR PRODUCT,
PROCESS, SYSTEMS ENTERPRISE EXCELLENCE
DEPARTMENT OF STATISTICS
REDGEMAN_at_UIDAHO.EDU
OFFICE 1-208-885-4410
DR. RICK EDGEMAN, PROFESSOR CHAIR SIX SIGMA
BLACK BELT
2
Q
UALITY
M
ANAGEMENT
CHANGE MANAGEMENT
DEPARTMENT OF STATISTICS
REDGEMAN_at_UIDAHO.EDU
OFFICE 1-208-885-4410
DR. RICK EDGEMAN, PROFESSOR CHAIR SIX SIGMA
BLACK BELT
3
CAP The Change Acceleration Process
4
ARMI Model
5
ARMI Model
6
In/Out of the Frame
  • Not as complex as SIPOC, but useful when you feel
    there are many boundary issues facing the team
    (differences of opinion as to what is and isnt
    in the scope of work).

7
IN/OUT of the FRAME
  • Steps
  • Draw the frame on a flip chart, or use tape to
    define borders on a large wall.
  • Have team members make sticky notes on the frame
    in locations in/out /on the border for the
    project.
  • Seek agreement through discussion.
  • Seek agreement with the Champion.

8
Threat vs. Opportunity Matrix
Building the case for change is one of the first
and most important tasks of the team. This simple
tool helps the team discover how to frame the
need for change more broadly and perhaps break
some old habits about change only as it applies
to a short-term threat.
9
G.R.P.I. Check List
An excellent organizing tool for newly-formed
teams or for teams that have been underway for a
while, but who have never taken time to look at
their teamwork. Ideally, this tool should be used
at one of the first team meetings. It can and
should be updated as the project unfolds.
10
G.R.P.I. Check List
  • Steps
  • Distribute copies of the check list to all team
    members prior to a team meeting. Invite team
    members to add details/examples on each of the
    four dimensions of the check list. Ask each team
    member to bring his/her completed check list to
    the team meeting.
  • At the team meeting discuss and resolve issues
    related to the check list.
  • Share certain aspects with the Champion/Functional
    Leader if appropriate.
  • OPTION When there is considerable disagreement
    or tension within the team environment, team
    members can choose to complete the questionnaire
    individually and turn it in to a neutral party
    who will collate the data and give it back to the
    team in an aggregate fashion (thus protecting the
    anonymity of individual team members).

11
G.R.P.I. Check List
Goals
Roles
How would you rate the degree to which your team
presently has CLARITY, AGREEMENT, and
EFFECTIVENESS on the following GRPI-related
elements?
12
G.R.P.I. Check List
Processes
Inter- Personal
13
Stakeholder Analysis
14
Change Management Best Practices for
Transforming Your Organization
15
Enablers Results of Better Change
  • Better Change is integral to and focused on your
    organizations strategy.
  • It leads to high performance, dramatically
    improved results, and measurable differences.
  • Better Change is fueled by the brightest energy
    and most creative ideas of the people in the
    organization.
  • Better Change is supported by properly empowered
    motivated employees and is driven by customer
    needs.
  • It is guided by a limited set of balanced
    performance measures and builds revenue -- that
    is, it is not solely obsessed with cost.
  • Better change is institutionalized in a culture
    that values continuous improvement.

16
2
The Transformational Challenge
  • The key entrepreneurial challenge of our
    generation is to envision and implement
    large-scale change that generates dramatically
    better performance levels.
  • The Big Idea is often a network of small but
    powerful ideas that have been lingering, untried,
    for an extended period.

Performance Gap Cost Quality
Time Inventory
Potential
Constraints to Change
Level of Performance
Actual
Time
17
Guiding Principles for Better Change
  • Confront Reality The products and services of
    successful organizations, the processes and
    technologies that support them are not reality by
    tomorrows standards.
  • Focus on Strategic Contexts Change is driven by
    global competition and technology innovations.
    Opportunities for change will be endless, but
    capital and energy are not. Knowing where to
    invest in change - where to seek improved
    performance - will separate the victors from the
    vanquished.
  • Summon a Strong Mandate This is generally
    provided by top management, but should be
    amplified by the voice of the customer. Without a
    strong and consistent mandate the cost of change
    may double while the impact is halved.

18
Guiding Principles for Better ChangeSummoning a
Strong Mandate for Change
  • Every successful change project has a sponsor
    whose position becomes entwined with the success
    of the effort. The change team leader builds the
    case for the effort, sells it, marshals the
    necessary resources, sets goals and establishes
    milestones.
  • The change team leader becomes identified with
    the program in the peoples minds.
  • Evaluate change effort leadership via these basic
    questions
  • Who is driving change into and through the
    organization?
  • Is this person fully committed, even impassioned
    about the possibilities and about making them
    real?
  • Is this person genuinely in a position to
    influence others - or is more senior executive
    support needed?
  • The potential for success lies within the answers
    to these questions.

19
Guiding Principles for Better Change
  • 4. Achieve High-Impact Solutions by Setting Your
    Scope Intelligently Focus on measurably
    improving performance in areas most important to
    the organization and its key stakeholders.
    Overreaching the change sponsors broadest
    possible sphere of influence can doom the change
    project - but scope that is too narrow can lead
    to change with an unimportant level of success.
  • Two Important Questions for Change Teams Senior
    Executive Sponsors
  • What is the scope of the project?
  • How many levers of change may the team actually
    access and alter?
  • Setting scope and securing freedom of action
    appropriate to that scope are not simple matters.
    One-dimensional change typically generates
    either modest improvement in the bottom line or
    outright failure. Better Change is Always
    Multi-dimensional !!!

20
Guiding Principles for Better ChangeSetting
Scope Intelligently for High-Impact Solutions
  • If you ask people for better performance - you
    must improve their work processes - give them
    access to the right information and tools - give
    them authority to make decisions, measure
    performance in new ways, and reward them for
    higher performance.
  • If you restructure your organization - you must
    also rethink processes and the line of command,
    ensure that the systems and technology
    infrastructure supports the new configuration,
    and revise performance evaluation and
    compensation to motivate adherence to the new
    structure.

21
Guiding Principles for Better ChangeSetting
Scope Intelligently for High-Impact Solutions
  • If you redesign processes - you must also
    redesign jobs and procedures, change the systems
    and technologies that support these processes,
    train people to perform new or different tasks,
    and remove barriers to change.
  • If you invest in technologies such as information
    systems - you must also consider whether they
    support customer-critical processes and integrate
    with technologies now in place that you do not
    intend to upgrade. Further, you must prepare
    people to use the new technologies in their new
    or different jobs.

22
Guiding Principles for Better ChangeSetting
Scope Intelligently for High-Impact Solutions
  • High-performance organizations address change in
    all of its dimensions. They involve parties not
    only throughout the organization, but beyond its
    boundaries.
  • Forward-looking management teams recognize that
    the arena of change lies both within the company
    and outside in their key relationships with
    suppliers and distributors.
  • An integrated solution will lower costs across
    the entire system of material supply,
    manufacture, and eventual distribution to the
    customer.
  • This is working all the levers of change to good
    purpose.

23
Levers of Change
24
Lever of ChangeMarkets Customers
  • Your vision of present and future may include
    differences in the way your organization will -
    or should - view and segment its markets and
    customer base.

25
Lever of ChangeProducts Services
  • The refined market focus that you envision may be
    accompanied by changes in the scope and variety
    of products services your organization seeks to
    bring to market.
  • Perhaps you sense a need to establish strategic
    alliances and partnerships with key customers and
    suppliers.

26
Lever of ChangeBusiness Processes
  • There will probably be a gap in the way your
    organizations business processes operate now and
    the way the will need to operate in the future to
    bring competitive products and services to
    market.
  • You may already perceive the need to introduce a
    new set of pointedly relevant performance
    measures at the corporate and business unit
    levels.

27
Lever of ChangePeople Reward Systems
  • Your vision may include differences in the kinds
    of people you will need, systems and measures for
    rewarding them, and the culture that sends them
    daily signals concerning how we do business and
    what we are all about as an organization.

28
Lever of ChangeStructure and Facilities
  • There is probably a gap between the
    organizations structure today and its best
    future configuration.
  • New facilities may also show up in your vision of
    the kind of future worth having.

29
Lever of Change Technologies
  • Finally, your vision may reveal a gap between the
    information-based technologies in place today and
    those needed to remain competitive in the future.

30
Guiding Principles for Better Change
  • 5. Build a Powerful Case for Change
  • You cannot assume that others are prepared for
    change - build a powerful case, work relentlessly
    to generate consensus - start with executive
    management and radiate down across the
    organization.
  • This is a reasoned yet powerfully persuasive
    justification for the changes targeted by the
    change effort -- it should be
  • Brief Clear
  • Well-articulated Logical
  • Well-documented Compelling
  • Qualitative and quantitative

31
Guiding Principles for Better Change Building a
Powerful Case
  • Do not assume that the case for change speaks for
    itself.
  • Segment your stakeholders.
  • Be creative in building your case and help your
    organization visualize change - literally.
  • Motivate people in the organization by clearly
    showing them how they can be positive agents for
    change.
  • Tell the truth.
  • Provide direction - the best case for change is
    built on two values
  • Direction - establishes a destination and a plan
    for getting there.
  • Discovery - is the explicit invitation to
    stakeholders to participate as creative agents in
    the change process rather than to apply the
    brakes or position themselves as victims.

32
Guiding Principles for Better Change
  • 6. Let the Customer Drive Change
  • The customer is your reason for existence and
    their carefully examined needs should drive
    change.
  • Absence of the customers voice is among the most
    common drivers of change project failure.
  • The customer is typically a consistent voice and
    votes for what is valued each time that goods or
    services are purchased. The concept of
    systematically listening to the voice of the
    customer is central to Americas Malcolm Baldrige
    National Quality Award Criteria for Performance
    Excellence.

33
Guiding Principles for Better ChangeLetting the
Customer Drive Change
  • The voice of the customer is not heard.
  • Change is a competition between the need for
    change and the barriers that resist it.
  • Winning in a change project requires belief that
    barriers can be overcome and the end result will
    be worth the price.
  • This belief must be widespread.

34
Guiding Principles for Better Change
  • 7. Know Your Stakeholders Powerful individuals
    and groups have stakes in the contemplated
    changes. The needs and motives of these
    stakeholders must be segmented, understood and
    prioritized.
  • Segment the Stakeholders Tune Your Case to Key
    Stakeholders Key stakeholders will commonly
    expect early, tangible results and non-delivery
    is a primary reason for change program crash and
    burn.


HIGH
Impact of Contemplated
Changes LOW
HIGH
LOW
Support for Contemplated Changes
Motivated stakeholders can have a multiplier
effect on the change initiative. Communicated to
the rest of the organization, their optimism and
assurance will encourage fellow stakeholders to
persevere during chaotic or painful periods in
the change effort.
35
Guiding Principles for Better ChangeKnowledge
Consideration of Stakeholders
  • Generally there are four kinds of stakeholders,
    as seen in the proceeding graphic. Of these, two
    will ordinarily dominate
  • Those supporting change
  • Those not motivated to change.
  • Stakeholders require a great deal of maintenance
    and you will spend much time eliciting their
    views and bringing them into consensus - or
    attempting to do so - but this will remove or
    reduce sources of doubt that might otherwise
    spread throughout the organization. Convincing
    some of your adversaries of the merits of your
    change effort will be important.

36
Summarize and Track Key Stakeholder Positions via
a Change-Readiness Matrix
Change

Requirements
Customers

Suppliers
TARGET GROUP
POSITION
Intellectual Emotional Required
Required
Constituency Commitment
Commitment Skills Support
Senior Executives N/A
Through Directors
Plant Management
Plant Employees
Key Definitions Follow
37
Change Readiness Matrix
  • Committed and ready
  • Committed, but not ready
  • Uncommitted and not ready
  • Intellectual Commitment the belief that change
    is necessary and the proposed changes are
    appropriate.
  • Emotional Commitment the willingness to carry
    out the planned change and weather the storm.
  • Required Skills the skills required to carry out
    change and operate effectively in the new
    environment.
  • Required Support the support from others
    necessary to carry out change and operate
    effectively in the new environment.

38
Stakeholder Position Summary
  • Clarifying issues, fears, and opportunities
    through stakeholder meetings can move some key
    players beyond self-concern to the point of
    imagining and mentally trying out the changes you
    are sponsoring. Identify these co-workers /
    stakeholders as potential change agents.
  • Using a Change Readiness Matrix may help and you
    may want to update this matrix at regular
    intervals as change readiness is a process,
    subject to change -- but with a desired direction
    and destination.
  • While a change readiness matrix is useful, it
    does not replace detailed plans for securing the
    commitment to change that is needed for each
    group or individual.
  • It is wise to summarize the position for each key
    stakeholder addressing such areas as Area of
    Change, Impact Level, Stakeholder,
    Anticipated Issues and Reactions, and
    Communication Strategy and Planned Response.

39
  • 8. Communicate Continuously Measure Readiness
  • Clear, succinct messages will be understood and
    honest messages will be believed.
  • A good communications plan will identify
  • identity of stakeholders and communications
    objectives for each
  • communications actions for each and messages to
    be sent
  • tone of messages and media to be used
  • expected outcomes and
  • spokesperson(s) and optimal frequency of
    messages.
  • Measuring stakeholders readiness for change is
    straight-forward -- interview and survey them --
    ask questions. Readiness for change can be
    conceptualized by the Change Resistance Curve
    and the goal is move the stakeholder up the curve.

Guiding Principles for Better Change
40
Pull Stakeholders up the Change-Resistance Curve
Mental Tryout Hands-on Acceptance
Self-Concern

Point of No Return Transition to Acceptance Begins
Awareness
  • Pre-awareness a sense exists that something
    needs to be done, but not a sense of what, how,
    or why.
  • Awareness thoughts about what changes are
    needed, where we want to be, and how to get there
    are coming into focus but are not yet defined.

41
Pull Stakeholders up the Change Resistance Curve
  • Self-Concern The desired environment and
    possibly some elements of the projects are known
    in detail, whereupon the concern How will this
    impact me? comes to the fore. At some point
    between self-concern and mental tryout, the
    transition to acceptance begins.
  • Mental Tryout Changes are beginning to be viewed
    as inevitable, attitudes shift to How do I make
    this work for me?
  • Hands-on Simulation of the new environment in
    the form of pilot projects, prototypes, or
    training is formalized. The point of no return is
    reached somewhere between hands-on and
    acceptance, when the momentum for the change and
    near-acceptance of change have increased to the
    point that turning back is unlikely.
  • Acceptance Changed order of things is reality.
    The new environment becomes the status quo.

Status Quo Latin for the mess were in!
42
Guiding Principles for Better Change5 Cs of
Communication
  • Be Candid Always tell the truth (You will know
    the Truth and the Truth will set you free. John
    832). Employees will probably know when the
    truth is not told.
  • Be Contextual Provide stakeholders with the big
    picture as you explain the relevance of the
    project to the company.
  • Be Constructive Guard against counterproductive
    comments that work against team and stakeholder
    unity.
  • Be Consistent Ensure that verbal, written, and
    nonverbal forms of communication are consistent
    from message to message, and that your actions
    support your messages.
  • Be Continuous Provide ongoing reinforcement of
    your commitment to the change initiative.

43
Vital Communication
  • Communication is the shadow behind everything you
    do in the transformation process.
  • It is not the first thing on anyones mind, but
    you cant accomplish anything without it.
  • Communication is fundamental to creating change.
  • The foundation of effective communication is
    credibility. Trust is impossible to sustain when
    misleading information corrupts the case for
    change.

44
Guiding Principles for Better Change 9. Reshape
Your Measures
  • Driving change and causing people to act anew
    will require careful examination of
    organizational performance measures. First build
    your vision then design new measures consistent
    with its strategies and goals. Take the time to
    reevaluate and, if necessary, dismantle old
    measures.
  • In creating a balanced set of internally and
    externally focused measures for your business
    take an inventory of your companys portfolio of
    performance measures. Map them to your corporate
    strategies and take a tough attitude in judging
    whether each measure is truly supportive of the
    companys vision and mission. Often, a
    significant proportion of these measures will
    conflict with or fail to support these
    strategies.

45
Performance Measures
46
Reshape Performance Measures
  • Performance measures are a primary strategy
    deployment tool and it is vital to link these to
    strategy to ensure that the right signals are
    being sent by senior management.
  • Performance measures are also a strong force in
    shaping organizational culture. The underlying
    values of an organization are often influenced
    by, and are a direct reflection of, key
    performance measures.
  • What gets measured gets done! If performance
    measures are not appropriately adjusted, change
    can be made virtually impossible.

47
Reshape Performance Measures
  • Generally there should be no more than 40 to 60
    organizational performance measures.
  • Choosing Measures - Performance measures should
    be
  • Relevant does it have a significant,
    demonstrable relation to strategy and objectives?
  • Reliable will the measure help identify the
    strengths and weaknesses of one or more business
    processes?
  • Clarity of Naming System is its purpose readily
    understandable by its name alone?
  • Availability of Data are the data necessary for
    computing this measure available at a reasonable
    cost?

48
Reshape Performance Measures
  • Principles for Selecting Performance Measures
  • A. Reevaluate Existing Measures - guard against
    the influence of any of the following
  • Fear Ownership What-if
  • Rewards Estimates
  • B. Measure Important Business Processes - Not
    Just Results!
  • If you improve core business processes then
    customer and shareholder satisfaction will also
    improve.
  • Revised measurement systems have two purposes to
    provide information about the effectiveness of
    business processes and to measure the ultimate
    results of these processes.
  • C. Measures Should Foster Goal-Driven Teamwork.

49
  • D. Measures Should be an Integrated Set.
  • To be effective, a measurement system must be
    designed as an integrated set derived from
    company strategy.
  • E. Measures Should have an External Focus When
    Possible.
  • A system of performance measures with an
    intelligent internal perspective linked to a view
    of the outside world might be
  • Internal
  • Revenue Operating Income Cash Flow Asset
    Utilization
  • External
  • Detailed Part Cost Comparison vs. Competitors
  • Capital Redeployment Techniques Used by Others
  • Items in Business Press About Competitors
  • Thought Pieces Concerning Innovative Approaches
    to Product Distribution
  • Measurements of Customer Complaints.

Reshape Performance Measures
50
Guiding Principles for Better Change
  • 10. Use All the Levers of Change Levers of
    Change are key points of application in your
    organization that will repay your efforts.
    Large-scale change can be achieved only when all
    of these levers are brought to bear in a
    coordinated manner.
  • 11. Think Big Draw Positive Innovations from
    people throughout the organization. Small
    thinking dominates many projects, with
    predictably inadequate improvement results.

51
  • It is difficult to think out of the box -- we
    built the box - excellent in its time - which is
    probably past. Unparalleled opportunity for
    innovative thinking awaits us as increasing
    internationalization, numbers of women, and
    minorities enter organizations. These minds and
    perspectives help to shake the old paradigms and
    - where necessary - replace them.
  • Team make-up will involve diverse disciplines,
    functions, and personal capacities
  • Technology Process Redesign HRD
  • Communications Training Development Project
    Planning
  • Interviewing Information Gathering Leadership
  • Change Facilitation Implementation
  • Negotiation Conflict Resolution
  • Operation of Business Processes
  • Organizational Restructuring

Guiding Principles for Better Change 12.
Leverage Diversity
52
Guiding Principles for Better ChangeLeveraging
Diversity
  • The majority of team members should be respected
    individuals from your organization. All should
    be shakers and movers - viewed by other
    employees as trustworthy, thoughtful leaders.
  • While team members will be diverse in skill and
    style, they should share the following
  • That they have earned respect legitimately in
    your organization where legitimately means that
    however forceful and energetic they may be, they
    are also sensitive to other peoples needs and
    ideas.

53
Guiding Principles for Better Change13. Build
Skills
  • Over-invest in human capital. Build skills in
    people at all levels.
  • Broaden the technical, problem-solving,
    decision-making and leadership skills of those
    who are in the trenches.
  • Strengthen the facilitation, managerial,
    listening, delegation, communication, and
    diversity skills of those at the top.
  • Make skill-building a key performance measure for
    all employees.

54
  • 14. Plan To drive change you must develop a
    documented and detailed action plan for change.
    It must cover all major actions required,
    including changes in processes, systems, people,
    organizational culture, the physical plant, the
    organizational structure, and training needs.

Hold the Gain
Act (implement)
Do
Study
Plan Standardize
ESTABLISH BASELINE RESULTS
Guiding Principles for Better ChangeA
Modification of Demings S-PDSA Cycle
55
Guiding Principles for Better Change15.
Integrate Your Initiatives by Connecting the Dots
  • Change programs of various types continuously
    surface in high-performance organizations.
    Insightful executives strive to balance the
    entrepreneurship of high-initiative managers with
    the need to adhere to a focused strategy.
  • As change programs emerge, define their
    objectives, and consume resources, it is critical
    to maintain a consistent, integrated rationale
    for the whole pattern of change. An unplanned
    patchwork of change initiatives will promote
    bitter competition for resources, confuse
    employees, and reduce the positive impact of any
    one initiative.
  • An organization cannot excel if assignments are
    made primarily on the basis of muscle and FCFS
    rather than on the basis of an integrated picture
    that centrally displays the companys highest
    goals.

56
CONNECTING the DOTS
57
Initiative Integration Connecting the Dots
  • What is driving organizations to change? A
    Harvard Business School Conference on Managing
    Business Transformation provided the following
    insights.
  • Pressure to cut costs
  • Pressure to hold down prices
  • More competitors, often on a global basis
  • Opportunities to benefit from new information
    technology.

58
Initiative Integration Connecting the Dots
  • Participating organizations reported an average
    of Five concurrent change projects in their
    organization. The two leading programs were
  • Customer Service and Continuous Improvement
  • Next followed
  • TQM Focus on Core Competencies
  • Time-Based Competition Pay for Performance
  • Strategic Alliances Downsizing / Right-Sizing
  • Establishing a Learning Organization
  • Reengineering / Business Process Redesign
  • Autonomous or Self-Directed Work Teams
  • Establishing a Network Organization.
  • SINCE THIS STUDY, SIX SIGMA HAS EMERGED

59
Initiative Integration Connecting the Dots
  • What is the optimal integration of all of the
    organizations change projects and how should
    integration occur?
  • The challenge is to evaluate and achieve program
    congruity
  • Do the programs, taken as a whole, powerfully
    reinforce a common vision, or are there
    initiatives that pull the organization off-track,
    off-strategy?

60
Initiative Integration Connecting the Dots
  • 1. Understand Each Program
  • A. Meet with the program sponsor - listen first,
    make judgments later.
  • B. List and reconcile each concurrent programs
    key rationale - identify the following for each
    program
  • Sponsor Life-cycle stage or time frame
  • Methodology Key objectives
  • Impact on customers Change drivers (the why?)
  • Organization(s) / process(es) targeted for
    improvement
  • Impact on the levers of change,
  • C. Look for similarities before searching for
    differences.
  • Connecting the dots is often as simple as
    highlighting the congruence of whats going on -
    what are the commonalities?

61
Initiative Integration Connecting the Dots
  • 2. Make Choices.
  • A. Consider Integrating Teams. Ask project
    sponsors to share the best people, vision,
    effort, and results. Realize that this may
    require concessions in leadership, project name,
    and other lesser issues.
  • B. Consider Discontinuing Activities that have
    inadvertently or deliberately kept related
    initiatives apart.
  • C. Consider Killing One or More Initiatives that
    simply do not support the organizations goals.
    In any group of competitors, there are bound to
    be a few that just dont make it.

62
Initiative Integration Connecting the Dots
  • 3. Bury the Dead, But Not the Wounded.
  • 4. Resolve Overlaps or Conflicts.
  • 5. Connect the Dots. Most programs are likely to
    survive and you may not be able to integrate all
    of these into one grand initiative -- the task is
    to connect -- not merge the dots.
  • A. Create the Big Picture for Your Audience.
    Focus on the common themes in each program. Build
    a legitimate story of common change drivers,
    common objectives, similar tactics. Each program
    has its objective impact on the levers of change
    - use this to show how the parts fit the whole --
    build the common vision around customers.
  • B. Draw a Road Map of Yesterday and Tomorrow.
    Show the picture visually - making the
    sensibility of what is being done clear to
    everyone from the board of directors to
    entry-level professionals.
  • C. Communicate the Big Picture Plainly
    Effectively.

63
  • Rate each from 1 to 5 with
  • 1 very low, 2 low, 3 medium, 4 high, 5
    very high.
  • Totals 15 - 34 points Watch Out!
  • 35 - 55 points Keep a Close Eye on Things.
  • 56 - 75 points You/ Your Organization are
    Very Likely to Successfully Implement the
    Change Program.
  • Risk Factor 1 Adequacy of Risk Management
    Process
  • Risk Factor 2 Adequacy of Change Program
    Definition
  • Risk Factor 3 Effectiveness of Change Management
    Process
  • Risk Factor 4 Adequacy of Sponsorship and
    Resources
  • Risk Factor 5 Adequacy of Communication and
    Involvement
  • Risk Factor 6 Range of Linked / Consequential
    Actions Identified
  • Risk Factor 7 Coherence in the Sequencing of
    Linked Actions

Change Readiness Diagnostic Risk Assessment
64
Change Readiness Diagnostic Risk Assessment
  • Rate of Return Factor 1 Extent and Timing of
    Benefits
  • Rate of Return Factor 2 Change Program Budgets
    Economy
  • Rate of Return Factor 3 Extent to which Project
    Time, Specifications and Costs are Managed
  • Rate of Return Factor 4 Degree of Focus on
    Business Results
  • Latent Opportunity Factor 1 Program Scope
  • Latent Opportunity Factor 2 Linking Change
    Drivers Through Actions to Performance
  • Latent Opportunity Factor 3 Appropriateness of
    Benchmark Targets
  • Latent Opportunity Factor 4 Quality of the
    Benchmarking Process

65
C
HANGE
M
ANAGEMENT
End of Session
DEPARTMENT OF STATISTICS
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