Change Acceleration Process
(CAP)
The Key to Change
Change Culture:
A Continuing Journey
Six Sigma
2005+ Lean
Speed & Quality
2004
Growth:
IB’s, CECOR, Lean, Customer Centric, Execution
Imagination at Work:
Imagine, Solve, Build, Lead
• Using Change as a Strategic and
ACFC (At the Customer For the Customer):
2000 Faster, Better, Closer to the Customer
Competitive Advantage
Digitization:
• Optimizing Change
1998 Sell, Buy, Make using Technological Tools
Effectiveness
Six Sigma Quality:
1996
Productivity, Span, Data-Driven Decision-Making
• Building a Culture that
Make Customers Winners:
GE Tool-Kit
Drives Change
Key Strategic Initiatives:
2003
QMI*, NPI*, OTR*, SP*, Productivity, Globalization
1992
Change Acceleration Process (CAP):
Increase success and accelerate change
Process Improvement:
Process-mapping, re-engineering, Bullet Train Approach
Productivity / Best Practices:
Benchmarking External Organizations, Sharing Best Practices
1989
Work-Out™ / Town Meetings:
Empowerment, action – Expert-Driven Decision-Making, Action Work-Outs™, Customized Work-Outs™
* New Product Introduction, Quick Market Intelligence, Order
to Remittance, Supplier Partnership
Change Research
100% of all changes evaluated as “Successful”
had a good technical solution or approach
Over 98% of all changes evaluated as
“Unsuccessful” also had a good technical
solution or approach
What is the differentiating factor
between success and failure?
…From Your Change Experiences
Elements of Successful Change:
__________________________________________
__________________________________________
__________________________________________
Elements of Unsuccessful Change:
__________________________________________
__________________________________________
__________________________________________
Effective Change Equation
QxA=E
Q = Qualitative/Technical Solution
A = Acceptance/Engagement
E = Overall Effectiveness
Lessons Learned:
2 Components to Any Change
Facilitative
Leadership
The Challenge = Do It With Speed!
Change initiative
focused on
customer needs
(target)
CAP: The Basics
• Provides a ‘Pilot’s
Checklist’ for change leadership
• A flexible non-linear model
used throughout a change process
• Applies strategic thinking to the
influencing of others
• Contains tools to help change teams
identify ways to achieve behavioral
change
The GE CAP Model
Leading Change
Creating a Shared Need
Shaping a Vision
Mobilizing Commitment
Making Change Last
Monitoring Progress
CURRENT STATE
TRANSITION STATE
Future State
IMPROVED STATE
Systems and Structures
CAP: A Model for Change
Leading Change
Having a sponsor/champion and team members who demonstrate visible,
active, public commitment and support of the change.
Creating A
Shared Need
The reason to change, whether driven by threat or opportunity, is instilled
within the organization and widely shared through data, demonstration or
demand. The need for change must exceed its resistance.
Shaping A Vision
The desired outcome of change is clear, legitimate, widely understood and
shared; the vision is shaped in behavioral terms.
Mobilizing
Commitment
There is a strong commitment from constituents to invest in the change, make
it work, and demand and receive management attention; Constituents agree to
change their own actions and behaviors to support the change.
Making Change
Last
Once change is started, it endures, and learnings are transferred throughout
the organization. Change is integrated with other key initiatives; early wins are
encouraged to build momentum for the change.
Monitoring
Progress
Progress is real; benchmarks set and realized; indicators established to
guarantee accountability.
Changing
Systems And
Structures
Making sure that the management practices (Staffing, Development, Rewards,
Measures, Communication, Organizational Design and Information Technology
Systems) are used to complement and reinforce change
Setting Up for Success
“Off to a Good Start”
Why is this Important?
SU
• A "good start" is essential to long-term success
• Even straightforward projects must be "scoped" to ensure
attention is focused on essential elements & deliverables
• Effective teams are formed through deliberate actions,
starting with clarification of roles, responsibilities and
expectations
Time Invested up-front
Pays Rich Rewards ‘Down-Stream’
Go Slow To Go Fast!
What is the Outcome?
SU
• Clear roles, responsibilities and expectations for all
parties (Sponsor, Team Leader, Team Members, CAP
Coach, Others)
• A well-defined scope of work for the project that all
parties understand and are committed to achieving
• An effective project execution structure and process
Setting Up for Success: Tools
SU
Project Definition
SCOPE:
•
•
•
•
Timing
Organizations Involved
Processes Involved
Levels Involved
GOALS:
• Results / Target for Project
• Measurements of Success
ROLES:
• What is Their Role?
• Who Should be on Project Team?
Project Definition Tools
Bounding Tools:
•
•
•
•
GRPI
Includes / Excludes
Process Focus (SIPOC / COPIS)
In the Frame / Out of the Frame
Alignment Test:
• 15 words
• Critical Success Factors
Significance Test:
• On the Screen
Project Scoping Tools
SU
In & Out of the Frame
Used For:
Creating a visual picture of the
elements in “Scope” (frame) and out
of “Scope” for the project
15-Word Flip Chart
Used For:
– Developing a Project
– Definition Statement
15-Word Flip Chart
In the Frame / Out of the Frame Flip Charts
Draw a large square "picture frame" on a flip chart (or use tape on a wall) and use
this metaphor to help the team identify what falls inside the picture of their project
and what falls out. This may be in terms of type and extent of end results, people
impacted, time frame, product lines, sites, etc.
Each team member is given a flip chart page and marker. They must write, in
15 words or less, the project definition. Post all and check for agreement.
Double check all fuzzy words by circling them and asking "What does it look
like?" or "How will we know it when we have it?".
PROJECT
DEFINITION
PROJECT
DEFINITION
PROJECT
DEFINITION
Leading Change
Leading Change
Creating a Shared Need
Shaping a Vision
Mobilizing Commitment
Making Change Last
Monitoring Progress
CURRENT STATE
TRANSITION STATE
IMPROVED STATE
Systems and Structures
Why is this important?
LC
• Strong, committed leadership is critical to
accelerating change at all levels.
• Leadership impacts all other change elements.
• Change Leadership is not a part-time activity.
What is the outcome?
LC
• Visible, active and public commitment/support.
• Willingness to take personal initiative and challenge the status
quo.
• High levels of attention to the project through the time,
passion and focus given to the project by leaders at all levels.
• Leaders actively modeling CAP concepts, language and tools.
Successful change initiatives require strong,
committed Leadership throughout the entire project
life-cycle
Leading Change Model
LC
FOCUS / AGENDA
•Enroll Others
•Facilitative Leadership Skills
•Win/Win
TIME
•Planning
•Behavior: “Walk the talk”
Change
Skills
ENERGY / PASSION
•Personal involvement
•Is "known for . . . "
Time x Focus/ Agenda x Energy/ Passion = Attention
Leadership Assessment Tools:
LC
Calendar Test (Time Audit)
Used For:
Stimulating thinking and team
discussion about the degree of attention
& commitment change leaders are
modeling.
1. Identify 4-5 things you feel
very strongly about (at home or
work).
2. Check your calendar for the last
2-3 months to see what % of
your time is spent on those
things you say are important to
you
CAP Self-Assessment
Used For:
Assessing current capacity to show
specific competencies in each of the
seven core CAP processes.
Change Acceleration Process
Self-Assessment
Leads change
Creates a shared need
Shapes a vision
Mobilizes commitment
Makes change last
Monitors progress
Changes systems & structures
1 2 3 4
1 2 3 4
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Creating a Shared Need
Leading Change
Creating a Shared Need
Shaping a Vision
Mobilizing Commitment
Making Change Last
Monitoring Progress
CURRENT STATE
TRANSITION STATE
IMPROVED STATE
Systems and Structures
Why is this Important?
CSN
• Forces any resistance or apathy to be addressed
head-on.
• Validates why the project is important and critical to
do.
• Builds the momentum needed to get the change
initiative communicated and launched.
What is the Outcome?
CSN
• Awareness of the dissatisfaction with the current state.
• A shared recognition, by both the team and key stakeholders,
of the need and logic for change.
• The ability to frame and communicate the need for change as
a combination of threats and opportunities.
Creating a Shared Need produces
the ‘urgency’ to build momentum
for acceptance of the change initiative
Creating a Shared Need Tools:
CSN
Threat / Opportunity Matrix
Used For:
Framing the need for change as a
combination of threat & opportunity
over the short and long term
Threat
If we don’t make this change
Opportunity
if we do make this change
Three D’s Matrix
Used For:
– Building your case for change with
evidence using data,
demonstration & demand
– Answers the question:
“Can I prove it?”
Types of Proof
Data/ Facts:



Short
Term
Numbers / trends / statistics
Graphs / Financials
Benchmark / competitive data
Demonstrate:
Long
Term


Finding Examples
Best Practices

Visiting other Organizations / Panels/
Pilots/ Testimonials
Demand:

Dynamic Leadership (Setting High
Standards/ Accountability)

Customers / Suppliers / Competition (Int.
/ Ext.)
Examples
Shaping a Vision
Leading Change
Creating a Shared Need
Shaping a Vision
Mobilizing Commitment
Making Change Last
Monitoring Progress
CURRENT STATE
TRANSITION STATE
IMPROVED STATE
Systems and Structures
Why is this important?
SV
• Visions paint a picture that appeals to the “head and
heart” and answers the question, “Where are we
heading?”
• A clear statement about the future situation helps
gain genuine commitment
• An understandable vision helps establish the
milestones to monitor progress and change systems
& structures
What is the outcome?
SV
• A clear statement about the outcomes of the change
• A view of the future state that is:
– Customer focused
– Not just one person’s dream
– Challenging
– Evolving, not static
– Behavioral and actionable
– Easy to understand
Visions provide Direction and Motivation
for Change
Shaping a Vision Tools:
SV
Key Phrases Exercise
Used For:
Involving all team members and
capturing individual perspectives
1. Individually jot down key phrases that
capture the essence of why the team
exists.
2. Collect and collate into vision
statement.
3. "Test" on customers, vendors,
employees.
4. Modify as necessary.
Backward Imaging Exercise
Used For:
Helping team members think about
the future they are working to create
1. Imagine a point in the future when the
project has been very successful.
2. Find words to describe what you would
see, hear, feel as you observe key
stakeholders functioning in the new,
changed state.
3. Collate, debate, reach consensus on your
vision statement, "test" on others &
modify
Shared Visions come from collective efforts
that reflect individual perspectives
Focusing Vision on Behaviors:
SV
Bull's Eye Chart Exercise
Used For:
Developing a Vision that is stated in
actionable, behavioral terms
Making a Vision
Actionable
Vision
Mindset
Behavior
More of/Less of Exercise
Used For:
Clarifying what the team expects
from the new state in behavioral
terms
Vision _________________________
Behaviors
More of
Less of
•
•
•
•
•
•
•
•
•
•
Stating the Vision in actionable, behavioral terms helps the team
gain commitment and identify sources of resistance
Elevator Speech Worksheet:
SV
1. A “reality check” to ensure that team members see the project
the same way.
2. To ensure that the team members spread a unified consistent
message.
"Here's what our project is about…”
"Here's why it's important to do…”
"Here's what success will look like …”
(Charter, Project Definition Tools)
(Shared Need Tools)
(Shaping a Vision Tools +Milestones)
"Here's what we need from you…”
(Responsibilities, Commitments, Project Plans)
"Here's what you can count on from me …”
(Commitments, Action, Follow-up)
(Output may change by stakeholder – one size does not fit all)
Mobilizing Commitment
Leading Change
Creating a Shared Need
Shaping a Vision
Mobilizing Commitment
Making Change Last
Monitoring Progress
CURRENT STATE
TRANSITION STATE
IMPROVED STATE
Systems and Structures
Why is this Important?
MC
• Understanding the key stakeholders whose support
and commitment will “make or break” the change
effort.
• Key difference between success and failure.
What is the Outcome?
MC
• Coalition of committed stakeholders.
• Identification of potential resistance and a strategy to
overcome it.
Mobilizing the Commitment of Key
Stakeholders is Essential
to the Success of the Change
Mobilizing Commitment Tools:
MC
Stakeholder Analysis For
Change
Used For:
Identifying stakeholders and their
current level of commitment to the
change initiative
Stakeholder Analysis for Change
Names
Strongly
Against
Moderately
Against
Neutral
Moderately
Supportive
Strongly
Supportive
Technical-Political-Cultural
Analysis
Used For:
Identifying, labeling and
understanding sources of resistance
Sources of
Resistance
Definition Causes
of Resistance
Examples
Technical
Political
Cultural
People resist or support change for a variety of reasons.
Rating
CAP Toolkit:
MC
Threat vs. Opp.
More of Less of
3D Matrix
D
D
D
Stakeholder
Analysis
-- - +/- + ++
Influencing
Strategy
Visioning
Vision
Mindset
Behavior
Elevator Speech
TPC Analysis
T
P
C
Systems and Structures
Leading Change
Creating a Shared Need
Shaping a Vision
Mobilizing Commitment
Making Change Last
Monitoring Progress
CURRENT STATE
TRANSITION STATE
IMPROVED STATE
Systems and Structures
Why is this Important?
CSS
• Successful change often involves significant
realignment and leveraging of the way we organize,
communicate, measure, train, develop, reward,
compensate, promote and other systems within the
organization.
• Desired new behaviors (More of …Less of …) are
reinforced through consistent attention to
organizational Systems & Structures.
What is the Outcome?
CSS
• Identification and utilization of key Systems &
Structures that must be addressed to sustain project
success.
• Utilization of Systems & Structures Best Practices.
• Alignment of Systems & Structures with desired
behaviors.
Identifying and re-aligning
key Systems & Structures are necessary for
successful, long-lasting change
Factors to Consider:
CSS
Staffing
(Acquiring/placing talent)
Development
(Building competence/capability)
Measures
(Tracking performance)
Rewards
(Recognizing/rewarding desired behavior)
Communication
(Using information to build and sustain momentum)
Organization
Design
(Organizing to support the change initiative)
IT Systems
(Utilizing IT technology to enable changes to be successful
and sustained)
Resource
Allocation
(Adjusting or planning for financial and other resources to
support the change project)
Three Step Alignment Process
CSS
Vision
Mindset
3. Creating future
Systems & Structures
Degree of Difficulty
Behavior
2. Current Systems & Structures
Assessment
•
1. Identify Key Systems &
Structures
•
Which Systems & Structures
Most Impact the New Behaviors?
•
Identify the Key Stakeholder(s) of
that S&S.
What about the current S&S is
Helping or Hindering us from
achieving the desired state
behaviors?
Helping
•
Hindering Actions
Develop Influence Strategy/
Action plan.
Time
•
What’s Missing?
•
Identify Characteristics of
New Systems & Structures.
•
Determine Systems &
Structures to Remove or
Build.
•
Identify Who to Engage and
Develop Influence Strategy.
Communication Planning Matrix:
CSS
Channel
Announce
the
CAP Project
Clarify
the Vision
Begin to
Mobilize
Commitment
Begin to
Monitor
Progress
Changing
Systems &
Structures
Written:
•
•
•
•
Newsletter
Bulletin Board
V.P. Memo
etc.
Spoken:
One-on-many
• All employees meeting
• Weekly staff meeting
• Operating managers
meeting
• Etc.
Spoken:
One -on-one
Symbolic:
• Offsite conference
• Press conference
• etc.
Used For:
– Communication Strategy
(various Channels)
Indicate those that are suitable for:
– Providing Information
– Persuading
– Empowering
Include:
–
–
–
–
Audience
Who
When
Where
Making Change Last
Leading Change
Creating a Shared Need
Shaping a Vision
Mobilizing Commitment
Making Change Last
Monitoring Progress
CURRENT STATE
TRANSITION STATE
IMPROVED STATE
Systems and Structures
Why is this Important?
MCL
• We often spend most available time on the launch of
an initiative rather than its institutionalization
• Every change initiative competes for time, resources
and attention
• To ensure that the new behaviors will not revert back
to the old habits
What is the Outcome?
MCL
• Consistent, visible, tangible reinforcement of the
change initiative
• Integration of new initiative becomes the way we
work
• Changes to Systems and Structures enable the new
behavior that supports the Vision
Launching a Change is just the beginning.
It must become the Way of Life
Monitoring Progress
Leading Change
Creating a Shared Need
Shaping a Vision
Mobilizing Commitment
Making Change Last
Monitoring Progress
CURRENT STATE
TRANSITION STATE
IMPROVED STATE
Systems and Structures
Why is this Important ?
MP
• An accurate measure of the CAP project provides
focus, direction & momentum throughout the change
process.
• Corrective action can only occur if you know you're
off track.
• Monitoring Progress enhances your ability to reward
key events and milestones.
What is the Outcome ?
MP
• Clarity and agreement on what the “acceptance”
strategy looks like in measurable & observable terms.
• Baseline data & milestone results of the change
process tracked and widely communicated.
• Increasing momentum as people see progress and
results being realized.
Measuring & tracking progress
along the CAP elements
demands ongoing attention by the team
Effective Change Equation
QxA=E
Q = Qualitative/Technical Solution
A = Acceptance/Engagement
E = Overall Effectiveness