“What’s Change Got to Do With It?”

1. “What’s Change Got to Do With It?” A Primer on the Psychology of Change Leadership Prepared for Section 0502 Baltimore American Society of Quality By John Weisz SSBB, CQE, CRE, CPIM, CPL ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

2. Some Things to Think About • 70% of LSS projects do notmeet charter’s goals • The average LSS project (for only “partially committed” LSS) has less than 50% chance of survival • Why is this? Organizations Don’t Manage Change Well! • This applies just as well to LSS,CMMI, MBNQA & ISO/TL 9000 endeavors 12/27/08 ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

3. Further Considerations (or the “6 Steps to Success”) • Change Leadership is essential to LSS Success • Anticipate change, don’t react to it (PDCA) • Look below the surface • Be a pessimist- use methods and tools to identify worst case scenarios and execute plans that mitigate risk • “Control” is as important in change leadership as it is in project management • Validate that you have created a change leadership environment. This page borrowed from Motorola University course #CIC037 “Leading Digital Six Sigma” 12/27/08 ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

4. Discontinuous change Incremental change Equilibrium Disequilibrium The Growth (“S”) Curve Improved performance! • Anticipating the change enables: • experimentation, failure & trying again • collection of more market & trend information • increase in resources to invest more in advanced development and proactively influence the next change T3 TigerTech/Change leadership and LSS.ppt This page borrowed from Motorola University course #CIC037 “Leading Digital Six Sigma” ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

5. The Growth Curve: Some Implications • The need for change is typically triggered by a change in the environment • The need for change does not imply that what we were doing before was wrong • The object of accelerating change is to shorten Phases 1 and 3, so we can get to Phase 2 as quickly as possible. • Delay can be fatal: the frequency of the change cycle is increasing This page borrowed from Motorola University course #CIC037 “Leading Digital Six Sigma” ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

6. Change Administration vs. Leadership Traditional Approach (Administration) • Manage organizational disruption • Focus on process • Work through existing organization • Complex and sequenced • Long term (3-5 years) • One approach fits all Accelerated Approach (“leadership”) • Maximize shareholder returns • Focus on strategy • Change can require new leadership • Simultaneous initiatives • Slow pace means low yields • Tailored approach, depending on needs Note: These are the same objections, methods and behaviors needed for leading LSS teams This page borrowed from Motorola University course #CIC037 “Leading Digital Six Sigma” 12/27/08 ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

7. The Paradigm Shift for Change This page borrowed from Motorola University course #CIC037 “Leading Digital Six Sigma” ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt 7 of15

8. Accelerated Cycle of Change Launch Change Campaign here Reduce time & cost to effect change Early Success!! Winning Business Proposition • Drive ‘cycle time to change’ to zero • - Drive change variance to zero Make Business Case for Change Right Answer + Right Campaign =Right Results! This page borrowed from Motorola University course #CIC037 “Leading Digital Six Sigma” ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

9. 5 Steps to Change Leadership’ • Step 1: Confront Reality • Step 2: Define the Winning Future • Step 3: Design the Change Plan • Step 4: Execute & Adapt the Change Campaigns • Step 5: Disengage and Follow Up ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

10. Change Leadership Documents • Business Case for Change • Gap Analysis [Tools = FMEA & other tools] • Winning Business Proposition • Identify Campaign Changes • Change Campaign Assessment • Detailed Action Plans ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

11. “What now, General Washington?” [an historical example] ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

12. Trenton • Princeton • …& beyond • Losing the war • in full retreat • scattered and small army • people not supportive What’s the Change Paradigm here? • [Really] ready to fight • has momentum • more men; veterans • food, supplies & $$ • Winning the war • Independence! • large, enthusiastic army • ‘universal’ optimism ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

13. How did General Washington do it? ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

14. Hudson R. 5 4 1 X X Washington’s Plan:What actually happened? New York To Morristown Basking Ridge Perth Amboy Brunswick Hillsborough Princeton Rocky Hill KIngston Trenton Bordentown Delaware R. ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt

15. Questions about Change Leadership? Call John Weisz SSBB, CQE, CRE 410-987-1287 jweisz@t3-tigertech.com ASQ/change leadership/whats change got to do with it_change leadership_v2_jenna.ppt