Symphini Change Management Inc.
Improving Effectiveness
Of
Transformational Programs
Management consultants transforming businesses by leveraging people, process and technology through change.
February 2009
How much change? Impact of degree:
Powerful macro-economic forces:
Competition. Economic Flux.
Globalization. Innovations. Etc.
Secure current position?
Catch up with current competition?
Leap ahead?
Degree of change: scale, magnitude, duration, speed, strategic importance
Transformational
Transitional
Replace current state with
predictable new state.
Can be planned, paced
and managed.
Developmental
Incremental improvement.
• Increasing skills
• Improving performance
within current state
• Modest, stepped
innovations, e.g. in
technology, BPR
• New product development
• Departmental reorganizations
Radical. Requires shift of:
diverse systems and
processes, culture, peoples’
mindsets & behaviors.
Characteristics: dynamic,
complex, unpredictable.
• Deep, cross-functional
innovation, technology,
BPR, e.g. ERP
• Entering new markets, e.g.
enter eBusiness, countries /
continents, product lines, etc
• Organizational Design
• Mergers/ Acquisition
How much complexity? 3 dimensions:
• People, process and content
• Therefore different treatments and capabilities, examples:
•
•
•
•
Visioning
Communications
Impact Analysis
Training
• Benchmarking
• Total Quality Management
• Business Process Reengineering
Process
People
Content
• Knowledge Management
• Product Development
• Technology (requirements
analysis, design,
implementation, testing)
Custom Treatment
If change is so great, why is it so hard?
• The greater the degree of change, and the more dimensions, the more
challenging – both for the Program team and the designates.
• Don’t many of us plan to go to the gym, lose a bit of weight? We
procrastinate, we start, we falter. Why?
• Consider Black’s and Gregersen’s1 model:
“Failure to see”
We are blinded by what we think
we know (believe) – what has
‘worked’ before.
We are our center of our universe
– our horizon is limited, our
understanding confined.
Our view is distorted by our
perspective at the center – things
closer appear more clear, more
important.
1
Once ‘we see’,
“failure to move”
We fear:
• failure
• inadequacy
• criticism
• spotlight
• the unknown
Motivations:
pain
vs.
gain
J. Stewart Black and Hal B. Gregesen, “It Starts with One”, Wharton School Publishing, 2008.
Once we start,
“failure to finish”
“Getting Tired”: changing
behavior (our own & designates)
takes a long time, many mistakes
and lots of individual coaching.
“Getting Lost”: we lose sight of
where we started, where we are
and why are we doing this.
Uncertainty can sets in and
commitment fades.
‘Are we there yet?’
How hard? Median success rate on change
initiatives is only 33% ! 501 - 662 - 70%3 fail !
“Success Rates for Different Types of Organizational Change”
Performance Improvement Journal, International Society for Performance Improvement, Volume 41, Number 1, January 2002.
Type of Change
# of
Studies
Median Success Rates
Strategy Deployment
3
58%
Restructuring & Downsizing
9
46%
Technology Change
5
40%
Mixed Collection of Change Efforts
1
39%
TQM-driven Change
5
37%
Mergers & Acquisitions
9
33%
Re-engineering and Software Design
7
30%
Software Development & Installation
6
26%
Business Expansion
1
20%
Culture Change
3
19%
49
33%
All
Most initiatives fall short of plan.
Peter Senge, “Dance of Change”, Doubleday Press, Toronto, Ontario, 1999 ; 2 Harvard Business Review study, 2006 ; 3 J. Stewart
Black and Hall B. Gregesen, “It Starts with One”, Wharton School Publishing, 2008.
1
Symphini’s
‘Applied Change Management
Program Methodology’
helps to secure ROI
by building earlier, deeper & sustainable traction.
What’s different?
Integrated, end-to-end delivery vs á la carte
Our Program Methodology:
• integrates strategic alignment and tactical traction
• follows through, concept to delivery
Strategic Alignment
Before
After
Tactical Traction
What else? Symphini’s methodology:
• Leverages relevant best practices
• Follows disciplined Program track
• Deploys resource specialists (e.g. PMPs, OD SMEs, Trainers & Business SMEs)
Strategic Alignment
Strategic Planning including:
Visioning and Goal Prioritization
Strategic Marketing
Leading Strategic Change Workshops
Phase 1
Phase 2
Phase 3
Phase 4
Phase 5
Initiation
Program Planning
Implementation & Control
Closing
PIR
People
Change Management:
Process
Change Management:
Technology
Change Management:
Organizational Design
Stakeholder Management
Change Readiness
Business Impact Assessment
Communications
Training (packaged & custom)
Research & Business Analysis
Decision Support
Metrics Identification & Tracking
Tools Development
Knowledge Management
Skills Development Workshops
Requirements definition
Build / Buy
Design
Implementation
Test & Learn
Roll out
Project Management
Tactical Traction
What else? Experienced, detailed implementation
We have done this before.
Many times.
Successfully.
Processes are thoroughly customized, scoped,
planned and delivered.
Deliverables are well defined and tactical.
CLIENT BENEFITS
& OUTCOMES
SYMPHINI
CAPABILITIES
METHODLOGY
GOALS
Applied Change Management Program Methodology©:
Phase 1
Phase 2
Phase 3
Phase 4
Phase 5
Initiation
Program Planning
Implementation & Control
Closing
PIR
Establish sense of
Empower broad-based action,
Build guiding coalition,
urgency,
define
tactical
consolidate gains &
define vision & garner
scope of work
produce more change
commitment
Anchor change in the
culture
Secure ROI,
capture learnings
Deliberate, phased goals
based on proven
change management models
Earlier, deeper, sustainable traction against ROI delivery
CLIENT BENEFITS
& OUTCOMES
SYMPHINI
CAPABILITIES
METHODLOGY
GOALS
Applied Change Management Program Methodology©:
Phase 1
Phase 2
Phase 3
Phase 4
Phase 5
Initiation
Program Planning
Implementation & Control
Closing
PIR
Build guiding coalition,
define vision & garner
commitment
Establish sense of
Empower broad-based action,
urgency, define tactical
consolidate gains &
scope of work
produce more change
• Assemble Program Leadership • Conduct structured kickTeam
off with Program delivery
• Frame Scope of Change
team
• Create Compelling Vision and • Design Change Metrics
Vision Map
• Conduct Readiness
• Evaluate Present State vs
Assessments
Vision State
• Conduct Business Impact
• Conduct Stakeholder
Assessments
Analyses
• Leading Strategic Change
• Conduct Force Field Analysis
Workshop – Program
• Conduct Culture Analysis
• Begin capturing lessons
• Leading Strategic Change
learned
Workshop - Executive
• Develop Change
• Develop Change Strategy
Implementation Plan (incl.
Communications Plan and
• Begin Gap Analyses &
Contingency options)
develop Recommendations
• Develop / deploy tools, processes &
initiatives to foster adoption, overcome
resistance & address change fatigue
(incl w/in Program Team), e.g. leading
change coaching, individual
interventions & team facilitation
• Celebrate quick wins & change
champions
• Conduct Capability Gap Assessment,
plan & conduct Capability Training
(custom & pkg)
• Conduct Business Change Impact
Assmts, incl. Vision Test (qtrly)
• Deploy contingencies as requ’d
Anchor change in the
culture
• Repeat Culture Analysis,
address deficiencies
• Build adherence into
institutional standards, eg.
Position Descriptions,
Scorecards, Performance
Appraisal, Succession
Criteria, Process
Specifications, Services
Level Agreements
• Create closure and
demarcation - celebrate and
reward successes
• Conduct initial PIR
Secure ROI,
capture learnings
• Recognize
accomplishments
• Incorporate learnings into
institutional policies,
procedures, processes and
best practices
• Project signoff
Detailed, tactical capabilities
Earlier, deeper, sustainable traction against ROI delivery
CLIENT BENEFITS
& OUTCOMES
SYMPHINI
CAPABILITIES
METHODLOGY
GOALS
Applied Change Management Program Methodology©:
Phase 1
Phase 2
Phase 3
Phase 4
Phase 5
Initiation
Program Planning
Implementation & Control
Closing
PIR
Build guiding coalition,
define vision & garner
commitment
Establish sense of
Empower broad-based action,
urgency, define tactical
consolidate gains &
scope of work
produce more change
Anchor change in the
culture
Secure ROI,
capture learnings
• Assemble Program Leadership • Conduct structured kickTeam
off with Program delivery
• Frame Scope of Change
team
• Create Compelling Vision and • Design Change Metrics
Vision Map
• Conduct Readiness
• Evaluate Present State vs
Assessments
Vision State
• Conduct Business Impact
• Conduct Stakeholder
Assessments
Analyses
• Leading Strategic Change
• Conduct Force Field Analysis
Workshop – Program
• Conduct Culture Analysis
• Begin capturing lessons
• Leading Strategic Change
learned
Workshop - Executive
• Develop Change
• Develop Change Strategy
Implementation Plan (incl.
Communications Plan and
• Begin Gap Analyses &
Contingency options)
develop Recommendations
• Develop / deploy tools, processes &
initiatives to foster adoption, overcome
resistance & address change fatigue
(incl w/in Program Team), e.g. leading
change coaching, individual
interventions & team facilitation
• Celebrate quick wins & change
champions
• Conduct Capability Gap Assessment,
plan & conduct Capability Training
(custom & pkg)
• Conduct Business Change Impact
Assmts, incl. Vision Test (qtrly)
• Deploy contingencies as requ’d
• Repeat Culture Analysis,
address deficiencies
• Build adherence into
institutional standards, eg.
Position Descriptions,
Scorecards, Performance
Appraisal, Succession
Criteria, Process
Specifications, Services
Level Agreements
• Create closure and
demarcation - celebrate and
reward successes
• Conduct initial PIR
• Recognize
accomplishments
• Incorporate learnings into
institutional policies,
procedures, processes and
best practices
• Project signoff
• Operational alignment
• Operational Capability
Build for leading and
managing change
• Earlier, deeper traction
on tactical delivery
• Increased commitment - earlier
adoption, less resistance
• Retain key resources
•Sustainable alignment
• Sustainable tactical traction
• Lock-in the change as
the new baseline (and
prevent slippage)
• Improved institutional
performance
• Sustainable, reuseable capabilities
• Process improvement
• Incorporate learnings
to leverage in
subsequent Programs
• Culture evolution
Purposeful, phased outcomes
• Deeper Stakeholder
alignment
• Executive Capability
Build for leading
change
Earlier, deeper, sustainable traction against ROI delivery
CLIENT BENEFITS
& OUTCOMES
SYMPHINI
CAPABILITIES
METHODLOGY
GOALS
Applied Change Management Program Methodology©:
Phase 1
Phase 2
Phase 3
Phase 4
Phase 5
Initiation
Program Planning
Implementation & Control
Closing
PIR
Build guiding coalition,
define vision & garner
commitment
Establish sense of
Empower broad-based action,
urgency, define tactical
consolidate gains &
scope of work
produce more change
Anchor change in the
culture
Secure ROI,
capture learnings
• Assemble Program Leadership • Conduct structured kickTeam
off with Program delivery
• Frame Scope of Change
team
• Create Compelling Vision and • Design Change Metrics
Vision Map
• Conduct Readiness
• Evaluate Present State vs
Assessments
Vision State
• Conduct Business Impact
• Conduct Stakeholder
Assessments
Analyses
• Leading Strategic Change
• Conduct Force Field Analysis
Workshop – Program
• Conduct Culture Analysis
• Begin capturing lessons
• Leading Strategic Change
learned
Workshop - Executive
• Develop Change
• Develop Change Strategy
Implementation Plan (incl.
Communications Plan and
• Begin Gap Analyses &
Contingency options)
develop Recommendations
• Develop / deploy tools, processes &
initiatives to foster adoption, overcome
resistance & address change fatigue
(incl w/in Program Team), e.g. leading
change coaching, individual
interventions & team facilitation
• Celebrate quick wins & change
champions
• Conduct Capability Gap Assessment,
plan & conduct Capability Training
(custom & pkg)
• Conduct Business Change Impact
Assmts, incl. Vision Test (qtrly)
• Deploy contingencies as requ’d
• Repeat Culture Analysis,
address deficiencies
• Build adherence into
institutional standards, eg.
Position Descriptions,
Scorecards, Performance
Appraisal, Succession
Criteria, Process
Specifications, Services
Level Agreements
• Create closure and
demarcation - celebrate and
reward successes
• Conduct initial PIR
• Recognize
accomplishments
• Incorporate learnings into
institutional policies,
procedures, processes and
best practices
• Project signoff
• Operational alignment
• Operational Capability
Build for leading and
managing change
• Earlier, deeper traction
on tactical delivery
• Increased commitment - earlier
adoption, less resistance
• Retain key resources
•Sustainable alignment
• Sustainable tactical traction
• Lock-in the change as
the new baseline (and
prevent slippage)
• Improved institutional
performance
• Sustainable, reuseable capabilities
• Process improvement
• Incorporate learnings
to leverage in
subsequent Programs
• Culture evolution
Best Practices in
Change Management
• Deeper Stakeholder
alignment
• Executive Capability
Build for leading
change
Earlier, deeper, sustainable traction against ROI delivery
Our commitment
Every Symphini project is eligible for:
• A risk-free, thorough needs assessment and project plan, complete with cost /
benefits analysis (paid only if project is approved)
• A fee hold-back dependent on performance appraisal
Give us a call and let’s see what we can do together.
Symphini Change Management Inc.
416-845-3040
maestro@symphini.com
www.symphini.com
Thank you for your consideration.