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Results Delivery Plan: Framework for Change

CHANGE MANAGEMENT Plan For additional tools and templates, visit b-space, OE Program Office, Resources, Change Management. Results Delivery Plan: Framework for Change. Prepare to build commitment and capability : Develop case for change Develop compelling vision for the future state

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Results Delivery Plan: Framework for Change

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  1. CHANGE MANAGEMENT PlanFor additional tools and templates, visit b-space, OE Program Office, Resources, Change Management

  2. Results Delivery Plan: Framework for Change Prepare to build commitment and capability: • Develop case for change • Develop compelling vision for the future state • Identify key changes, affected groups, and prioritize impacted groups • Understand impact and capacity for affected groups • Identify/develop leadership spine Build commitment and capability: • Leveraging leadership spine for enrollment • Communicate Effectively • Managing resistance • Shape and reinforce behaviors (antecedents and consequences)

  3. 1 Tools & Templates Case for Change

  4. 1 Workplan: Case for change Activity Deadline Owner

  5. Creating a Compelling Case for Change PROBLEMS OPPORTUNITIES FUTURE CURRENT and a Plan for Action Adapted by K. Mitchell for COrWE/UC Berkeley from Bain & Company results acceleration/delivery planning materials, August 2010

  6. 1 Template: Current and anticipated problems and opportunities Problems Opportunities Current Anticipated Highlighted = priority reasons

  7. Tools & Templates Future State 2

  8. 2 Workplan: Compelling Future State Activity Deadline Owner

  9. 2 Template: Vision of the future Changed experience Metaphors/images/ examples

  10. Tools & Templates Key changes and groups 3

  11. 3 Workplan: Key changes and groups Activity Deadline Owner

  12. 3 Template: Changes and groups Impacted by change

  13. 3 Template: Prioritization 2x2 High Impact of change on group Low Low High Value of group to objectives

  14. Tools & Templates Impact and capacity 4

  15. 4 Workplan: Impact assessment Activity Deadline Owner

  16. Template: Impact assessment 1. Scope • % of people affected? 2. Adoption window • Time to adjust? 3. Novelty • Evolution vs. quantum leap? 4. Inevitability • Self evident change? 5. Certainty • Certainty + Specificity? 6. Ability • Existing knowledge + skills? 7. Beliefs • New vs. existing? 8. Values • New vs. established? 9. Behaviors • Consistent or different? 10. Activities • New vs. existing processes? 11. Measures • New vs. existing metrics? 12. Economics • Fiscal differences? 13. Organization • Change to structure, roles, etc? 14. Trust • Trust in change leadership? 15. Benefit • Good for me? 16. Control • Can I influence? 4 Low Risk Caution Danger 1 2 3 4 5 6 7 8 9 10

  17. Low impact Medium impact High impact 4 Template: Heat map Group 1 Group 2 Group 3 Group 4 Group 5 Overall Q1 Q2 Q2 Q3 Q3 Q4 Q4

  18. Tools & Templates Leadership Spine 5

  19. 5 Workplan: Leadership spine Activity Deadline Owner

  20. 5 Template: Leadership Spine Initiating Change Leader Primary Change Leader Local Change Leader Local Change Leader Local Change Leader Implementers Processes, Policies, Capabilities, Systems, Organization, Behavior, Beliefs, Values , etc. Changes

  21. Tools & Templates Enrollment 5

  22. 5 Workplan: Enrollment Activity Deadline Owner

  23. 5 Example: Enrollment plan overview What Cascades and HOW? Update Message Maps Develop Plan Enrollment Sessions • The Story • Local Implications • Change Leadership role • Time for dialogue • Incorporates orientation/training to leadership role (minimum of 1-2 hours) • Important lower in organization prior to pilots/roll-out One-on-One Meetings • Implementer issues • Change leader role In person or virtual + Revise Role Maps and Leadership Spine Role Mapping: • Are all Change Leaders in our Leadership Spine? • Must define an enrollment process for business areas that are critical to our realization (even though implementers may not have to change) • How can we leverage advocates? See value in face-to-face, group sessions Recommend 1-day, face-to-face Change Leadership Training for Directors. Make available to leaders in lower levels as change approaches (handling resistance) Consider how to adapt to WebEx or module during Enrollment Top two tiers: Orient to session design and materials; one-on-one with Initiating Change Leader

  24. Example: Enrollment plan cascade L Prep phase S I/L I I Weeks 1-2 I/L S I I Weeks 3-4 S I/L I I S I/L Weeks 5-6 I I I/L I I 5 Initiating change leader Primary sustaining change leader Sustaining change leader (division/ geographic/functional leads) Sustaining change leader (department leaders) Sustaining change leader (middle managers) Local sustaining change leader (first-line supervisor) All other employees IMPLEMENTERS 24

  25. Tools & Templates Communications 7

  26. 7 Workplan: Communication plan Activity Deadline Owner

  27. Template: Communications Plan Discussional Draft Only

  28. Tools & Templates Resistance 8

  29. 8 Workplan: Managing resistance Activity Deadline Owner

  30. Tools & Templates Behaviors & Consequences 9

  31. 9 Workplan: Changing behaviors Activity Deadline Owner

  32. 9 Template: Behavior changes

  33. 9 Template: Behavior changes Discussional Draft Only

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