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We used to do Projects - winning Hearts & minds. Martin Honeywood, Group Director of Planning & Business Change Kevin Connell, Chief Information Officer. Introduction. The Landscape for Circle Housing Context for Change & Transformation Meaningful Engagement Realising the Benefit.
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We used to do Projects- winning Hearts & minds • Martin Honeywood, Group Director of Planning & Business Change • Kevin Connell, Chief Information Officer
Introduction • The Landscape for Circle Housing • Context for Change & Transformation • Meaningful Engagement • Realising the Benefit
Circle Housing Group made up of 9 Housing Associations 3Commercial Businesses Presence from Birmingham to South Coast – Norfolk, Cambridgeshire, Essex, Kent, Surrey, Sussex and significant in London Substantial Care and Support business No. 2 telecare provider in the market 67,000 homes 2,600 employees Head offices in London & Norwich The Landscape Continuous Change Welfare Benefit Reform preparation Largest R&M procurement process in sector Development of 1,000+ homes a year Business acquisitions IS&T Landscape Agile working Customer access Collaboration Cloud IT Transformation The Landscape for Circle
What’s important to us? • Our mission - Enhancing Life Chances • Our Vision – To providesafe and secure affordable homes to customers with differing incomes and to promote financial resilience & Independence. • Our values - Moving Forward • Efficient • Stronger Together • Human Focused • Putting Customers at the heart of everything we do • Circle is a brilliant place, with fantastic people who care
Context for Change • We use to do projects! • Our internal customers wanted to go around us • “Everything is a barrier” • Significant move from IT to People focus • All about outcomes not just doing the process well – Pragmatism needed • Recognise a need for a culture shift, improved engagement and clear decision making • Need to get our Change Methodology in order as part of wider delivery process
Context for Change • IS&T lifecycle Management not stopping • Resources not significantly increased to match demand • Collaboration more important • Business Change • HR • Learning & Development • Procurement • IS&T
What we needed • Strong Governance • Robust Process • Teams without barriers • Clarity of working method • People Focused • Buy-in from the top • Strong engagement
Transformation Customer feedback – painful..! Group Project Management Office / Business Transformation merged Circle invested in the permanent team and it’s internal talent 9 internal appointments Conversion of contract to perm resources Reduced costs by £1.4m Account Management principles adopted Customer and outcome focus to trump process quality Own methodology encompasses phases of change before and after traditional project delivery
The Mantra • We must have strong and visible Change leaders at all levels • Every project must result in an observable and positive impact on the organisation, staff or customers • Every project can be delivered both on time and in budget • Investing & adopting change effort can have 6 times greater chance of success
IS&T Operating Framework • The Vision: • Delivering maximum value to the Group, supporting and enabling business outcomes through delivery of quality IT services. • What: • 1. Establishing a customer focussed culture and clear engagement model (all levels) ensuring IS&T are flexible, responsive and proactive in support of the Group. • 2. Operating as a single integrated team aligned around a common framework (People, Process, Tools, Services) To ensure • efficient, effective streamlined operation.
Introduction Stakeholder Engagement Change Champions Communications
Seeing Systems – Barry Oshry Customers Customers TOPS Middles Bottoms Customers Customers
Cogs Here • Click on the picture to launch the cogs animation. • You may need to click ‘yes’ to a security pop up. • To exit the cogs, press ‘Esc’.
Who does change management? Each ‘gear’ plays a specific role based on how they are related to organizational change
Key roles in change management Employee-facing Enabling Change management resource or team – applying a structured approach and enabling others Executives and senior leaders – fulfilling the role of sponsors of change Middle managers and supervisors – fulfilling the role of coach for their direct reports Project team – integrating the “people side” of change Support functions – providing expertise
Change Model – Good test! Barrier Point
Direct Outcomes • Change Management is an accepted practice • Training enhanced • Customers & people at the heart • Job role • IT skills • Significant opportunities created for progress, tested succession • 2 significant change leaders now Executives. • 1 change leader Regional Operations Director • Agile working environment • Continual buy-in from staff and boards
Outcomes – Domino effect • Robust succession plan highlighted • Change Champion networked grown to over 60 staff across group • Now involved in all change projects • Specialism like IT, Communications • Enhanced our Change Methodology • Collaborative working – appreciate we need each other! • Established Multi-Channel communication approach • Consistency of approach established • Much larger focus on embedding change • Engagement • Consistent process • Driving outcomes
Other Observations • Don’t under-estimate how long major change takes • Its really important to listen to feedback • Embedding change is critical and can’t be missed out or ignored • You can’t do too much communication & engagement • Change impacts everybody – top to bottom of the organisation • Bravery is required throughout • You probably have a lot of the resources in-house you can use!